Category: future

  • Price points

    Price points

    It’s no coincidence Amazon’s media release announcing the new range of Kindle e-book readers was headlined introducing the All-New Kindle Family: Four New Kindles, Four Amazing Price Points.

    The $79 price for the base model has authors excited, and quite rightly too as this will guarantee sales of the e-readers and spur sales of e-books.

    Once a product’s perceived as being affordable by the market, sales take off. The classic is Josiah Wedgwood selling bone china at prices affordable to the 18th Century English working classes. The basic product was similar in all but the decoration to the ornate wares Wedgwood sold to Europe’s royal families and the then new methods of mass production guaranteed a quality product to all customers.

    Just over a century later, Henry Ford did a similar thing with the motor car, meeting the price points that made the horseless carriage accessible to the middle classes in early 20th Century United States.

    In more recent times we’ve seen similar trends happen; the under $2,000 personal computer in the 1990s, the sub $500 netbook in 2008 and the affordable smart phones of recent years.

    We can add broadband Internet and budget airlines as other examples of how demand has exploded when the cost has dropped below a certain price point.

    As technology becomes affordable, we use more of it. A point that’s often lost monopolists and established players in industries.

    This is the real opportunity Amazon are now offering with the cheap Kindles and we’ll see e-books boom as people are prepared to make a small investment in the devices.

    Almost certainly this will open new markets and unforeseen opportunities for entrepreneurs and writers. The resulting pressures on competitors like the Apple iPad and the various Windows or Android tablet devices should increase innovation as well.

    In our own businesses we need to ask what those price points are and what is stopping us from meeting them. As other price busters have shown, if you can meet these price points, the riches are there for the taking.

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  • Is the social media business model dying?

    Is the social media business model dying?

    Is the social media business model dead?

    The frenzied rush to release new features such as Facebook’s latest changes, along with Google’s updates to their Plus platform, may be the first indication the big social media business model is broken.

    Driving the adoption of social media services has been the value they add to people’s lives; MySpace was a great place to share interests like bands and music, Facebook’s is to hear what was happening with their families and friends, LinkedIn is for displaying our professional background and Twitter keeps track on what’s happening in the world.

    Now the social media services want to be something else, Facebook wants to become “a platform for human storytelling” where you’ll share your story with friends and friends of friends (not to mention the friends of your mad cousin in Milwaukee) while Google+ wants to become an “identity service”.

    The fundamental problem for social media services is their sky high valuations require them squeezing more information and value out of time poor users by adding the features on other platforms; so Facebook tries to become Twitter while Google+ desperately tries to ape Facebook and Quora.

    Adopting other services’ features is not necessarily what the users want or need; you may be happy to follow a Reuters or New York Times journalist on Twitter for breaking news but you, and them, are probably not particularly keen on being Facebook friends or professionally associated on LinkedIn.

    If it turns out we don’t want to share a timeline of our lives with the entire world but just know how our relatives or old school friends in another city are doing, then the underpinnings of the social media giants value may not be worth the billions of dollars we currently believe.

    This isn’t to say social media services themselves aren’t going away, it could just be that the grandiose dreams of the online tycoons where they become an identity service or a mini-Internet are just a classic case of overreach.

    For Google and Salesforce, whose core businesses aren’t in social media, this could be merely an expensive distraction, but for those businesses like Facebook it could be that Myspace’s failure was the indicator that making money out of people’s friendships isn’t quite the money maker some people think.

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  • Is the PC dead?

    Is the PC dead?

    The Personal Computer may not be dead, but Microsoft are still going to be challenged in a world where consumer and business buying behaviour has changed.

    Last week Frank X. Shaw, Vice President of Corporate Communications at Microsoft, pondered the question of whether the Personal Computer era is over

    Given the PCs importance to Microsoft’s business it wasn’t surprising that Frank decided it’s not, declaring the personal computer barely middle aged at 30 and ready to take up snowboarding.

    Leaving the image of using a Windows Vista equipped laptop as a snowboard aside, the question for many businesses and households is should they buy a personal computer, either as a desktop or portable, in an era where smartphones and tablet computers like the iPad are becoming common? This is even more pronounced given the low cost of ownership for a smartphone or tablet.

    The first thing is to consider is can the non-PC devices do what PC can?

    For most people the answer is “yes”, particularly given most users are accessing cloud based and social media platforms that run on any web browser. However many prefer to have the options to connect keyboards, printers and scanners, which is expensive and clunky with tablets and smartphones.

    While many users could do most of their tasks on a tablet or smart phone, many prefer the utility and expansion options of desktop and portable PCs not to mention using a keyboard and mouse, although the latter points may change as the current generations give way to workers and computer users more used to touch screens as an input device.

    The cost of ownership is always a killer and the traditional rule of thumb that the purchase price of computer only represents a third of its cost over the device’s life has become skewed as PC prices have dropped along with other costs like Internet access and expensive printer consumables have increased.

    For PCs, the problem is tablets and smartphones have far fewer of the ancillary costs like anti virus software and apps through iTunes, Android or Windows Marketplaces tend to be either free or substantially cheaper than their personal computer counterparts, which skews decisions towards buying a tablet.

    Those apps however tend to be far more lightweight than the equivalent PC counterparts and tablets or smartphones don’t have the editing capabilities found on personal computers.

    Probably the biggest win for PCs however is that smartphones and tablets are still designed to be tethered to a PC or laptop. While a user can get away with a mobile device that never connects to a computer, they’ll almost be certainly missing out on a lot of the device’s functionality.

    So the PC isn’t dead yet, its role in the home and office is evolving and this is recognised by most businesses and consumers as they tend to be buying them to complement desktop and laptop computers.

    For Microsoft this is not necessarily good news as the PC sales model is broken.

    Until the mid-2000s, most corporate and home users replaced their PCs every five years and this was reflected in Microsoft’s product roadmaps.

    The overdue arrival of Microsoft Vista in early 2007 changed this as not only was the product late, it was also bad and customers stayed away.

    As a result customers have now learned that they don’t have to upgrade every few years and today nearly half of Microsoft’s customers are still using Windows XP, a ten year old operating system.

    So for Microsoft, the good news is the PC is not dead in an era of cloud computing and social media, but making money out of it is becoming harder.

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  • The corporates are getting social media and local search

    The corporates are getting social media and local search

    Shopping centre owner Westfield’s announcement this week that they’ll be offering Facebook Check-in Deals  at their local malls shows the corporate sector is beginning to rise to the challenges of the social, local and mobile driven marketplace. Smaller businesses need to be taking notice.

    Consumer behaviour is changing quickly as the SoLoMo revolution, a term invented by investor John Doerr, sees customers bringing together social media and local search on their mobile phones and iPads. That presents a lot of opportunities for savvy marketers and business owners.

    In the early days of mobile commerce we saw the idea of local, mobile based marketing being SMS based along the lines of nearby vending machines texting you on a hot day to say “hey, I have cold drinks” on a hot day.

    Thankfully for our sanity that concept never really took off and it’s taken the arrival of social media services and smartphones for this type of marketing to become feasible.

    Social media services also have the advantage that messages, particularly those appearing on a user’s Facebook wall, come from trusted sources, further increasing the credibility of a message.

    How the check-in deals work is a shopper checks into their local shopping mall which triggers messages there are deals available at stores in the centre. If the customer takes an offer, a “Like” appears on their Facebook wall.

    All of the customer’s friends then see the hot deal and that encourages them to visit the store and shopping centre. In this respect it’s similar to the social media aspect of group buying services, another area that Facebook have entered and which will almost certainly be integrated into this the Check-In Deals program.

    There are some issues with this for both the merchant and the consumer. The most obvious are the privacy and identity issues of the customer as social media sites work harder than ever to find angles on using our private information.

    For businesses, there’s the risk of being held hostage by Facebook and Westfield. Both organisations are well known for their strict terms and control of tenants and users, so having your business’ long term interests may not be served by being locked onto their platforms.

    Driving traffic to your website is the key objective of a social media presence, so the website has to tie into the proprietary social media, local search, group buying and whatever channels you’re using to promote your business online.

    What this emphasises is the importance of smaller businesses getting their local search listings working on services like True Local, Google and Facebook Places to compete on this platform against the big boys who are now making aggressive moves into the social and local services.

    The clear message from Westfield’s partnership is that corporate Australia is now beginning to understand how social media, e-commerce and online concepts like group buying fit into their businesses.

    Smaller businesses had a head start with online media as the larger corporations struggled to understand the new services. Now that advantage is gone, it’s time to make sure you’re getting local services right.

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  • Choices

    Choices

    “It’s too hard to keep up with all the choices. I can’t decide whether to use Facebook or Twitter, Microsoft or Google, Dell or Apple? Doing business today is just too complex…”

    Maybe it’s true we have too many choices but yesterday’s business people had plenty of hard decisions to make.

    Business people a hundred years ago had to choose between steam, gas or electrical power. If  they chose the latter, there was another decision between AC and DC electricity.

    There was a further choice between keeping your horse drawn cart or buying one of those new fangled motor vehicles, which could either run on kerosine or steam.

    So our great great grandparent’s weren’t easier and, unlike the relatively small investments we can make in technology today, their choices could easily bankrupt them if they made the wrong decision.

    When we’re fretting over choices at least those on offer aren’t the simple alternative of whether we send our children down the mine or to the mill at the earliest possible age.

    Instead of worrying about the choices, it’s time to get informed and understand what the alternatives mean. The time to worry is when our competitors, or the market, is leaving us behind because we didn’t care enough to find out what was happening around us.

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