Tag: mobile

  • Microsoft’s cloudy future

    Microsoft’s cloudy future

    This morning Microsoft announced its quarterly results and, once again, they confirmed the company’s move into the cloud, a transition that means the company has to deal with reduced margins in once immensely profitable markets.

    While Microsoft’s earnings beat analyst estimates, the stock still dropped on out of hours trading on the US markets. The reason being margins showed a slight decline and the impending release of Windows 10, which will be free for customers upgrading, portends a further fall in income.

    The fading of Windows is best shown in the results for the company’s Devices and Consumer licensing division which covers licensing of the operating system and is the second biggest contributor to Microsoft’s revenues and profits. The segment’s takings are slowly declining although surprisingly the division’s margins are standing up.

    Microsoft division performance 2014-15
    Microsoft division performance 2014-15

    Windows’ decline shows the post XP recovery Microsoft was hoping for the division has failed to materialise beyond a bump last quarter, as the company explained in its media release;

    Windows OEM Pro revenue declined 13%; revenue was impacted by the business PC market and Pro mix returning to pre-Windows XP end of support levels and by new lower-priced licenses for devices sold to academic customers

    With company making various versions of Windows 8 and 10 free, it’s hard to see the division doing anything but accelerating its decline as fewer people actually pay for the operating system.

    Fading margins

    Also illustrating Windows’ falling fortunes is how the Computer and Gaming Hardware division’s revenue threatens to overtake the Devices and Consumer Licensing group’s contribution. The problem for Microsoft with this that the manufacture of Xboxes and Surface tablets only boasts a profit margin of 12% against consumer licensing’s 93%.

    Last week at its preview of Windows 10 Microsoft showcased its HoloLens virtual reality technology, while impressive it’s unlikely to boast margins any better than Xbox consoles or Surface tablets. At best it will be a trivial contribution to the company’s bottom line.

    Microsoft Margins by operating segment

    Percentage margins Q1-14 Q2-14 Q3-14 Q4-14 Q1-15 Q2-15
    Devices and Consumer Licensing 87% 90% 87% 92% 93% 93%
    Computing and Gaming Hardware 15% 9% 14% 1% 20% 12%
    Phone Hardware n/a n/a n/a 3% 18% 14%
    Devices and Consumer Other 21% 21% 21% 17% 17% 23%
    Commercial Licensing 92% 92% 91% 92% 92% 93%
    Commercial Other 17% 23% 25% 31% 33% 35%

    Dwarfing both divisions in both revenue and profit is the Commercial Licensing segment which also boasts fat margins of 93% and accounts for nearly half the money coming into the organisation. Commercial Licensing remains static and provides the bedrock for the company’s cashflow.

    The big growth area remains the cloud with the Other Commercial division, which includes most of the online and professional services growing steadily. While showing growth, this part of the business boasts a relatively low margin of 33% so any market moves from Enterprise licensing to the cloud will have a sharp effect on the company’s bottom line.

    Mobile black holes

    Of all Microsoft’s divisions, the problem remains the Phone Hardware segment with low margins, declining sales and a shrinking market share. Reports released overnight indicate that over a third of Lumia devices sold are not being activated which may indicate distribution channels are having to deal with unsold stock.

    Compounding Microsoft’s poor position in the phone marketplace is the resurgence of Apple’s iPhone, particularly in the Chinese market where Microsoft is failing dismally. Global market share figures are indicating Apple may soon overtake Samsung as the world’s largest smartphone vendor while Android systems are coming to dominate the global marketplace.

    Tomorrow Apple will announce their results and we’ll see how the two companies are travelling, the contrasts will almost certainly be striking. For Microsoft, even if they do manage a shift to mobility and the cloud, they are unlikely to repeat Apple’s success in reinventing themselves.

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  • A non toxic form of midlife crisis — Audible CEO and founder Don Katz

    A non toxic form of midlife crisis — Audible CEO and founder Don Katz

    “I had what my wife describes as non toxic form of midlife crisis,” says Don Katz of Audible, the company he founded in 1994 and remains CEO of today. In an interview with Decoding The New Economy, Katz describes a startup journey that covers all the bases.

    As Rolling Stone’s European correspondent Katz was engaged to write a book in the early 1990s about how digital technologies were changing music and what he realised was the industry was about to go through a fundamental change.

    “I had a wonderful career as a writer, I was a long form magazine writer in the glory days of ten thousand word articles,” Katz says of his life in journalism. A book commission lead him to research the future of digital distribution of written works.

    Survival in the digital economy

    One of the driving ideas was how creators can sustain themselves in the digital economy, “my content was already being ripped off on the Unix internet and I thought ‘how will the profession creative class sustain themselves if there’s no ability to control the distribution?’”

    Having founded Audible in 1995 at a time when few people were downloading or even using the net, Katz was in the box seat of the first tech boom and subsequent tech wreck in 2001.

    At the peak of the dot com boom  Audible was floated on the NASDAQ stock market, “In 1999 good companies that were leading categories went public and got massive amounts of free capital.” Katz recalls, “It was one of those weird moments, there were 1500 publicly listed internet companies at the beginning of 2000 and there were 140 by 2003.”

    Surviving the dot com bust

    Katz puts the company’s survival during that period to a conservative attitude towards capital and the alliances he had created with the industry’s major players — at one stage Microsoft held a 37% share in the company and Katz was one of Steve Jobs’ confidants during the early development of the iPod.

    Eventually one of those alliances became critical when Katz became bored with running a listed company, “it was an amazing adventure being a public company CEO for nine and a half years. It was very exciting and an honour to serve shareholders.”

    Katz’s patience ran out with being a public company CEO when automated trading came to dominate the daily operations of management, “suddenly you had this metaphysical sense of ‘who are you working for if someone wants volatility?’ That suddenly got old.”

    Audible already had a relationship with Amazon who had taken five percent of the business in 2000  in return for bundling audio book links on the ecommerce giant’s book pages. Katz also found Amazon founder Jeff Bezo’s long term view towards investment and returns a much more satisfying business model than the day to day grind of meeting short term shareholder demands.

    In early 2008 Amazon bought Audible for $300 million and retained Katz as the company’s CEO.

    Building new startups

    For new startups, Katz advises “make an absolutely fearless inventory of what you know is true about this idea and what you’re good at and what you’re not good at.”

    “You need to have people you can trust and believe in. Beyond that, be very sober about business models that are sustainable. There’s a lot mistakes that people make where you’re solving a problem in a piece of a value chain that isn’t sustainable. It’s easy to get confused about who the customer is.”

    “Figure out who the real customer is. Sometime people overplay the fact that the customer is the capital, the capital will come if people have the innovation and the passion.”

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  • Hiding Hollywood

    Hiding Hollywood

    What it comes maps, trust is everything. If you’re uncertain about what a map tells you then it’s pretty close to useless.

    Gizmodo has an interesting story of how tourism and residents clash underneath the Hollywood sign in Los Angeles with the resultant changes to Google Maps and Garmin GPS systems.

    It’s surprising that Google, Garmin and other mapping services have agreed to create misleading maps as this devalues the trust in their services.

    That’s their business choice though, although in the long term this going to deeply hurt trust in their maps.

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  • The mobile payments industry has a USB moment

    The mobile payments industry has a USB moment

    Has Apple Pay legitimised mobile payments? It appears so, reports the New York Times. Since the launch of Apple’s payments service, Google and other mobile payment providers are claiming usage has doubled with customers exploring the systems.

    If this is true, it’s similar to how Apple legitimised the USB port in 1998 with the release of the iMac.

    Prior to the iMac the USB port was a bit of an oddity, on most PCs the sockets sat unused and the few devices available on Windows computers worked reliably, as Bill Gates himself found out during a live demonstration at the 1998 Comdex show.

    Unlike Apple Pay, the move to USB on Macs wasn’t welcome and it was a high stakes decision by Steve Jobs given that Apple’s existence was still precarious and its user base was still made up of largely of true believers who had been through years in the wilderness with the company.

    Those users also had many thousands of dollars invested in Apple Device Bus (ADB) devices, all of which became redundant with the move to USB. Many customers at the time swore this was the last straw and they would move to Windows PCs.

    Apple’s users didn’t carry out their threats and stayed with the company whose move to USB turned out to be a winner for the entire computer industry.

    For Apple USB’s success meant their customers were no longer locked into a proprietary technology, for manufacturers they were able to start moving off archaic serial and parallel ports while for Microsoft the shift meant a better range of more reliable devices — although their operating systems struggled with USB until the release of the far more stable Windows XP.

    It appears in this respect Apple Pay is repeating history in giving a boost to a technology that has been struggling to find traction in the market place.

    The difference this time is that the payments industry is a far bigger market with far more implications for the broader economy than the computer peripherals segment.

    If Apple raise the boat on payment systems, there are some incumbent businesses who are going to find themselves in a very different marketplace in five years time.

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  • Maintaining the BlackBerry ecosystem: A review of the Passport smartphone

    Maintaining the BlackBerry ecosystem: A review of the Passport smartphone

    “Man, it’s a BlackBerry!” Exclaimed the assistant at the T-Mobile store on San Francisco’s Financial District, “I haven’t seen one of those in years.”

    Generally that was the reaction in taking a BlackBerry around; a lot of bemused comments along with the the odd wistful reminiscence, usually from a forty something lawyer or banker, about how they used to love their BlackBerry back in the day.

    So is the Passport is enough to rekindle Blackberry’s fortunes, or at least keep the company going until CEO John Chen can execute his Internet of Things strategy around QNX?

    The BlackBerry Passport is an unusual device; with a square screen it’s a very different mobile phone that takes a little getting used to.

    An irony for this reviewer is the tactile keyboard, with soft keyboards now the norm for smartphones, going back to a ‘real’ keyboard takes some getting used to and the Passport suffers from the real estate taken up by the keys.

    A return to two thumb typing

    The layout of the keyboard also takes some getting used to with the three row tactile QWERTY layout requiring two thumbs to use, compared to the one fingered swipe or typing options available on Android or Apple phones.

    Only having three rows also presents a problem for inexperienced users — where are all the punctuation keys? The answer is they appear on the screen above while typing. While a bit clunky, the predictive software which determines which punctuation you’ll need works well.

    Adding to the predictive typing features is a suggested word box that appears as you type, as one becomes more experienced in using the device this becomes a very efficient way to get messages out quickly. Overall BlackBerry has done a good job on designing the phone’s typing functions to get the most out of the form factor.

    Blackberry-passport-handset

    Another learning curve for users are the swipe functions, where an up gesture brings up the home screen and swipes to the the left and right let you navigate between screens and apps.

    The main app on the phone is the BlackBerry Hub, a centralised repository for all information. The aim of the hub is bring together email, social media and text messages into one fixed location.

    Bringing together information like this is always problematic as many of us are receiving dozens, if not hundreds, of emails, texts and social media messages a day. Overall though the Hub handles them well and integrates nicely with the major social media services including Twtitter, Facebook and LinkedIn.

    The Appstore weakness

    Where the software falls down is when venturing outside the pre-packaged apps — while things are better than they were, BlackBerry’s devices still suffer from a sparse app store.

    The lack of a suitable WordPress app prevented this reviewer from testing out the device’s blogging potential which is a shame as the 1:1 aspect screen may well have proved to be better than the Apple and Samsung equivalents.

    In the case of social media Instagram is a good example with the only free app, iGram, only offering Facebook and Twitter integration; a limitation that betrays the device’s excellent 13 Megapixel camera.

    On the other important hardware matters, the phone’s battery gives well over a days life on heavy use, the company claims 24 hours talk time, and recharges through a standard Micro USB connector.

    The decent battery life is reflected in the weight of the device with it tipping the scales at 196g, compared  to the Samsung Galaxy 5’s 145g and the Apple iPhone 6 plus’ 172g. It’s not heavy by any means which shows some of the engineering BlackBerry has applied to the phone.

    Inside the device is 32Mb of storage with the capacity to add up to 128Mb Micro SD memory, alongside the memory slot is the Nano SIM holder which worked well on both the US T-Mobile and Australian Optus 4G networks.

    Maintaining the ecosystem

    Unfortunately we were unable to review how well the device and its software integrated with the Black Enterprise Service as this is going to be the main selling point for the Passport.

    Overall the BlackBerry Passport is a good corporate phone that’s going to appeal to organisations that wants to give their staff secure communications with smartphone capabilities.

    However the handset itself is unlikely to appeal to the broader smartphone market. At best the BlackBerry Passport is an attempt to keep the company’s core market locked into the ecosystem while John Chen executes his pivot into new markets. It may not be enough.

    In San Francisco’s Financial District, the guys at the T-Mobile shop are probably not going to see many more BlackBerry phones.

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