Sendo Accuses MS of Stealing Smartphone IP

Nate B. writes "According this article in The Inquirer, it seems that Sendo, a UK based development house, has filed suit in Texas as of December 23 to recoup monetary damages for IP it claims Microsoft stole. From the article, 'The company's grievance is that after years of working closely with Microsoft on the development of Windows Smartphone 2002, the fruits of their endeavours were handed straight over to HTC, which manufactures the SPV handset for Orange.' The story also includes this cute footnote, 'When Sendo announced it was to receive funding from Microsoft, I and some other British journalists asked Sendo's Hugh Brogan at the press briefing, in the London Waldorf, whether he wasn't afraid that the company might just take its information and then dump his firm. He claimed then there was no possibility of that.'" Seems there was more to this story than originally thought.

Comments

How to learn from Microsoft

[bharlan]

Here's something I wrote in 1999 that still seems to apply.

If you are a monopoly, then everyone is a competitor. The key technology is the written contract, not software.

• Any contract worth signing must have a booby-trap for the other guys.
• Identify a hole in your market. Find a hungry company attempting to fill this hole, and let them have your exclusive endorsement for a few years. In return, they will sign a contract with a suicide clause. When you are ready to absorb this market into your own product line, you exploit the clause and they die.
• If new technology moves too fast, then you must form a strategic alliance. Find other competitors with no interest in the new technology and get them to sign contracts endorsing your incompatible, vapor-ware alternative. You kill the new technology and burn the other competitors at the same time.
• If a competing technology succeeds anyway, then remember that a monopoly has its privileges. Distribution channels must sell your weak products if they want the strong ones. Prevent the distribution of competing products. Such contracts are always confidential.
• Non-disclosure agreements are an end in themselves. Anyone who asks about your long-term plans is a potential threat. Get such parties to sign agreements not to discuss the issue with anyone else. Tell them how you will vaporize all competing technologies they may have considered. They can't check your story with anyone else. They can't complain if they base decisions on misinformation.

Amazingly, you can usually find companies to agree to these contracts for nothing. They'll sign just to be your friend.