Author: Paul Wallbank

  • Intel and the upgrade cycle

    Intel and the upgrade cycle

    Once dominant PC industry duo Microsoft and Intel have had their positions shaken with the rise of cloud computing and smartphones. Can the PC upgrade cycle help them reclaim their fortunes?

    In the early days of the PC industry, chips mattered. Twenty years ago the release of the Intel 486 CPU was big news and careers rose or fell depending on whether an IT manager chose DX-33 or SX-66 chips for the company’s fleet of desktops.

    Today few people care enough to get passionate about what’s driving their smartphone or tablet computer.

    Intel, who are currently promoting their new range of Central Processing Units, and Microsoft are in an interesting position as their traditional dominance in server, desktop and laptop computers is being challenged by the rise of smartphones and tablet devices.

    For most of the 1990s and 2000s the two companies dominated the PC market so completely that the generic term for the sector was ‘Wintel’ – the combination of Windows and Intel.

    A core part of the old Wintel business model was the four year upgrade cycle, that most computers would be replaced every three to five years giving Microsoft, Intel and the rest of the IT industry a ready made market for new equipment.

    That business model was broken by Microsoft’s disastrous Vista operating system and never recovered as non Wintel portable devices and cloud computing services took away the need to upgrade a server, desktop or laptop computer every four years.

    For Intel, matters weren’t helped by their powerful but energy hungry chips not being suitable for tablet computers and smartphones which further eroded their sales as the market moved to portable devices.

    Despite those changes to the marketplace, Intel continue to focus on that four year cycle, at their media lunch in Sydney yesterday they emphasised the costs of running older technology.

    They do have a point with their claims that servers older than four years deliver four percent of the computing power but consume 65% of the energy, making those antiquated systems far less efficient than newer equipment.

    Unfortunately for Intel many businesses will be looking at outsourcing their servers to the cloud when the next technology refresh comes along, so the energy and efficiency arguments are a different matter.

    On the desktop, things are somewhat different as most workers still prefer to work at a PC and Intel do have a case for upgrading both business and home systems.

    Probably the biggest opportunity will be Microsoft’s pending retirement of Windows XP which will see a wave of business and home users who’ve been content with decade old computers looking at moving off systems that are no longer supported.

    Another feature going for Intel and Microsoft are newer computer technologies such as touchscreens and Intel’s own wireless display technology, branded as Wi-Di, which older systems can’t support.

    Whether this is enough to entice technology addled consumers and businesses across to new systems remains to be seen, but it’s a challenge for both Microsoft and Intel to reclaim their once dominant market positions.

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  • Solomon Lew and Australia’s perfect storm

    Solomon Lew and Australia’s perfect storm

    One of Australia’s leading retailers, Solomon Lew, joined the conga line of business whiners this week with complaints that the recently departed Labor government had been bad for his industry.

    Yesterday I posted an interview with Susan Olivier of Dassault Systemes about how the retail and fashion industries – Solomon Lew’s businesses – are being radically changed by technology and changing consumer behaviour.

    Lew, along with most Australian retailers, has completely missed these changes and instead remained focused on their 1980s model of screwing down suppliers while charging customers high prices for poor goods and substandard service.

    Now that 1980s business model has come to an end Lew and his other retailers like David Jones’ Paul Zahra, Myer’s Bernie Brookes and, most vocal of all, Gerry Harvey bleat about government taxes, high labour rates and almost anything else apart from the obvious factors they can fix themselves.

    Bigger storms ahead

    Along with the two factors Olivier identified, there’s two much bigger factors threatening Australian retail – the tapping out of the credit boom and the aging population.

    The aging population is simple, consumer tastes are changing as the population ages and the need for conspicuous consumption and the latest fashions tapers off as one gets older. The demographic boom of the late Twentieth Century is over.

    More immediate though is the tapping out of the credit boom, since the Global Financial Crisis Australians have swung around to be net savers which immediately pulls a large chunk out of the discretionary consumer spending pie which had kept the retail industry ticking along through the 1980s and 90s.

    Another aspect is the end of the home ATM – while Australian Exceptionalists deny this happened down under, it certainly did as banks sought to ‘liberate’ the equity householder had locked in their properties. This too fuelled the credit boom.

    Perversely we may be seeing the home ATM receiving a reprieve as Australian property prices accelerate from their already bubble-like levels, however that short term sugar hit for retailers and the economy is only creating bigger problems for the country’s merchants.

    Funding an uncompetitive economy

    Contrary to the bleating of Australian retailers, the biggest problem facing the sector is the nation’s high rents and property prices.

    For consumers, those huge rents and huge mortgages take money that could otherwise be buying more consumer goods, at the same time retailers are being slugged by some of the highest rents in the world, pushing up their costs and reducing competitiveness.

    That lack of competitiveness is affecting all parts of the Australian economy, particularly tourism, and the retail industry isn’t immune to those forces.

    Anyone who visits an Australian eating establishment will have experienced this, personally I had another experience last night at a pub that charged $4 (3.70 US) for a soda water.

    This wasn’t a trendy downtown bar but a pub in a lower middle class suburb with two overworked and under trained young bar staff. During the three hours there, our table of six was cleared once.

    no-table-service-in-australian-business.jpg

    Swiss prices coupled with service that would be barely acceptable in a 1970s outback Queensland roadhouse is not the formula for a successful economy.

    The business challenge

    Which brings us back to Solomon Lew’s whinge about the government, Sol handily overlooks the previous government’s  stimulus packages which kept the nation out of recession and put money straight into his and other retailers’ pockets.

    There’s a lesson there for the Australian Labor Party that the tweedle-dum, tweedle-dumber strategy of offering near identical corporate and middle class welfare policies to the Liberal Party is not going to win you friends with the nation’s business sector and its entitled leaders.

    For the incoming Liberal government, it is faced with the challenge of making Australia a competitive, high-cost economy along the lines of Japan, Switzerland or Germany.

    It’s hard to be optimistic about the Abbott government meeting this challenge given the bulk of its ministers are holdovers from the previous Howard Liberal government that was largely responsible for Australia flunking the transition to being a high cost economy along with institutionalising a middle class welfare culture into Australian society.

    Even if Abbott does genuinely attempt to address Australia’s lack of competitiveness, he can be sure he will get absolutely no help from the whingeing captains of the nation’s industries, as Solomon Lew has shown.

    While Solomon Lew and the Australian managerial class struggle with their perfect storms of economic, demographic and technological change, the nation also faces those headwinds.

    Hopefully for Australia there are capable leaders who can navigate those storm waiting to take the helm.

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  • Fashion’s move to digital commerce

    Fashion’s move to digital commerce

    How does 3D design change the fashion industry? Susan Olivier of Dassault Systemes sees ‘digital commerce’ driving fundamental changes to fashion and retail businesses.

    For slower retailers and fashion houses, this move to digital commerce threatens their very existence.

    ‘Digital commerce’ is more than just e-commerce in the view of Olivier, Vice President of Consumer Goods and Retail of the French 3D design software house, it’s a bringing together of technologies that alter the relationship between customers, retailers and designers along with the manufacturing and logistics companies that bring the products to market.

    Retail’s two big challenges

    Olivier sees the two biggest challenges to the retail industry as being the 2009 downturn of the global economy and the rise of the connected consumer.

    The downturn forced manufacturers and retailers to examine their supply chains, product design and manufacturing to squeeze out inefficiencies along with understanding consumer sentiment better.

    Designing for inner beauty

    “They found they could work differently with suppliers, how do I design for cost?” Asks Olivier, “how do I work on designing for what we call for ‘inner beauty’ and maybe change the inner design to take out costs without hurting performance or visual performance?” Olivier asked.

    “Those brands who survived are those who learned to do both things very well – work better with consumers and work better with their supplier base.”

    Who has the power?

    “Consumers on the other hand found ‘we have the power’ coming out of the down global economy,” says Olivier. “When consumers buy on price then brand loyalty gets strained.”

    The connected consumer also adds further risks for retailers as customers are now better informed than ever before.

    “If retailers aren’t careful, she knows more about the product than the poor staff on the floor does and she knows which stores have it in inventory than the poor staff on the floor does.”

    Bringing together the digital continuum

    One of Olivier’s areas of expertise is in Product Lifecycle Management (PLM) – planning the design, manufacturing, marketing and retirement of various products.

    A notable feature of modern the modern consumer goods industry is the compressed life cycle of products, “it used to be a life cycle was 18 months,” says Olivier. “The goal was to get it below 12 months, for many brands it’s now 12 weeks.”

    A scenario Olivier gives is the design process where a rapid virtual prototype can be shared across manufacturers, store managers and focus group.

    “I can create models in 3D and look at different options,” says Olivier. “How’s the outsoul of this shoe going to perform with this upper? Is it comfortable if I make changes? I might send a sample to a 3D printer before I make the mould.”

    “I can share it with my visual display teams and my store managers and I can share it before I commit to production and get feedback from my stores and I can share it with my consumer focus groups. ”

    “Now I have the power to do that weeks or months in advance before having to put the knife to the goods.” States Olivier, “that’s a completely different way of connecting the way companies think about product, bring it to life and bring it to market.”

    “Those are the kinds of things we’re enabling when I talk about bringing together the different points of the digital continuum.”

    “Now I’m in store I want to take the same images to educate my sales staff. I want them to take a tablet device and show the consumer what is in inventory, not just in this store, and I can have it shipped to their home within 24 hours.”

    “So that’s why I’m saying ‘digital commerce’,” says Olivier. “It could be online, it could be a kiosk in the store, it could be an iPad the sales assistant has in front of them.”

    Susan Olivier’s digital commerce model is the present day reality of retail – today’s merchant has to be across consumers’ sentiment along with working closely with suppliers to get products to get products to the customer quickly. The old ways of selling goods, particularly fashion, are over.

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  • Privacy’s still beating heart and the social media challenge

    Privacy’s still beating heart and the social media challenge

    “I’m not a very public person,” twenty-two year old Walter Woodman tells the New Yorker in How A Relationship Dies on Facebook.

    One of the assumptions of the social media industry is that digital natives, those born after 1990, have little if any expectations of privacy. The New Yorker story challenges that idea.

    Much of the New Yorker’s background is taken from the Pew Centre’s May 2013 report Teens, Social Media and Privacy which interviewed 802 US teens and their parents to identify young adults’ attitudes towards privacy.

    As the Pew Centre’s Mary Madden wrote in a follow up post to that report, US teenagers aren’t about to about to abandon Facebook yet but they are concerned about privacy and the work involved in managing an online persona.

    While some of our teen focus group participants reported positive feelings about their use of Facebook, many spoke negatively about an increasing adult presence, the high stakes of managing self-presentation on the site, the burden of negative social interactions (“drama”), or feeling overwhelmed by friends who share too much.

    This suggests a far more mature, and complex, understanding of privacy by teenagers than many of the social media boosters assumed when declaring that privacy is irrelevant in the Facebook era.

    Like their parents, teenagers and young adults know there are consequences for sharing too much online which challenges the social media platforms that have built their businesses around users spilling everything about themselves into the big data pot.

    It turns out digital natives are just as conscious of the risks as their parents, although how they handle it may manifest in different ways, and the assumptions of many social media businesses aren’t quite as robust as they appeared not so long ago.

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  • Navigating the future of accounting and business with the cloud

    Navigating the future of accounting and business with the cloud

    Steph Hinds of Newcastle accounting firm Growthwise  is one of the new breed of business advisers using cloud and mobile technologies to change her profession.

    At the recent Sydney Xero Conference I had the opportunity to speak to her about some of the ways her business is changing.

    The interview with Steph as part of the Decoding the New Economy YouTube channel covers how the accounting profession is changing, what industries are being the most affected and where she sees the growth opportunities for her businesses.

    Like many other professional services industries, the big change Steph sees is how accounting is moving from being based upon client transactions to requiring much deeper relationships with clients.

    “The transactional model has been commodified completely,” says Steph. ” I started as a trainee accountant and we had those big ledger books and I was coding things and I’d go through cheque butts to enter them into the system.”

    “Now all of that work is done for you.”

    Like Xero founder and CEO Rod Drury, Steph doesn’t see this change as being generation based with older accountants adopting technologies as quickly as their younger counterparts.

    However legacy systems do hobble existing businesses with both Xero and Growthwise finding 40% of their clients are new, startup businesses.

    “We’re finding a lot of new businesses are starting up now,” says Steph. “it is so easy to setup in business, we’ve advised a lot of accountants that rather than spending five hundred thousand dollars to buy into a practice, you can spend ten thousand dollars on licenses and a laptop and all of a sudden you’re really in business.”

    Changing the building industry

    Steph sees the opportunities being in retail, hospitality and trades where being are struggling with paperwork and need fast responses in a customer driven market. The building trades are one of the big areas Steph sees for growth.

    “Guys not having to drive to the office to get their instructions and their things for the day, not having to drop off timesheets, getting paid on the spot and billing on the spot.”

    “We see traditionally see trades, particularly in the building industry as having cashflow issues and people go bust,” says Steph. “I think this is a huge opportunity to change things.”

    Having information is at managers’ and proprietors’ fingertips is one of the benefits of cloud services and Steph also sees the app ecosystem, providing plugins like mobile job management are very powerful.

    “The big data angle, for benchmarking – we have real time access to our clients’ data and how they are doing against industry benchmarks and being able to help clients,” says Steph.

    Steph Hinds and Growthwise are examples of how the business world undergoing a dramatic change as the information and systems that were once only available to big business can now be accessed by anyone.

    The real digital divide lies between the business who are prepared to grab the opportunities and those who are happy doing things the way they’re done today.

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