MOZILLA

MOZILLA

  • Submitted By: Zhe-Pei
  • Date Submitted: 08/03/2015 11:50 PM
  • Category: Business
  • Words: 450
  • Page: 2





Mozilla’s Crowdsourcing Mystique
Zhe Pei
International American University
BUS 590: Business Strategy
Joe Siegmund
July, 2015
Mozilla’s Crowdsourcing Mystique
Mozilla, the California-based developer of the popular Firefox web browser, is a not-for-profit organization. More importantly, while it employs 250 people, about 40 percent of its work is done by volunteers. Their “crowdsourcing” approach to work and innovation has paid off in a big way both in terms of market share and in terms of users’ mindshare. A similar approach has not succeeded in for-profit companies such as Google and LinkedIn. The case identifies reasons why this unique approach to innovation has worked very well as Mozilla.
Review/Analysis of the Case
Analysis of Findings

This model can help other softwares
What is Mozilla's "crowdsourcing” model?
Mozilla's got a full plate between browsers, Firefox OS and a mess of other projects, but that hasn't stopped it from starting a new initiative. The software community has set up the experimental Mozilla Location Service to collect crowd sourced geolocation data from public WiFi networks and cellular towers. 
What problems did LinkedIn and Google face in emulating Mozilla's volunteer model?
They would love to follow the examples of Mozilla
 Has Mozilla's unique approach to innovation paid off?
Mozilla makes money by partnering with the likes of Google who pay Mozilla a publicly undisclosed amount for each Google search query made from Firefox by a user, reportedly between $50 to $100 million a year.
Why does the model work in an organization such as Mozilla?
It aligns with their interest, they can get recognition, and they can meet other people doing it.
 Use the BCG Matrix to analyze Mozilla as its strategy relates to that of its competitors.
Linkedin/Google… They are very famous. But Mozilla has the target and it combine the advantages of Google and other software. It is innovative.

Summary and Conclusions...