IBC 2011 will be a conference about the Cloud. I’ve heard from multiple video vendors that their plans and offerings for the show will focus on cloud delivery of services.
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Will pricing in the stratosphere for HTC's Jetstream tablet mean an early fizzle?
Sep 1, 2011 12:00:00 AM / by Admin
AT&T announced it will begin offering an LTE-enabled HTC media tablet this weekend to its US audience. The device, dubbed "HTC Jetstream", appears competitive in terms of its specifications - a dual-core processor, Android Honeycomb OS, and 10.1" display. Should everyone go out and buy one when it hits AT&T retail shelves this weekend? No, there are a few caveats to consider.
If you're considering this tablet because of its potential for high-speed LTE wireless networking on-the-go, remember that AT&T has yet to launch an LTE service in the US. Perhaps it will start soon, but will it be available where you live and intend to use the device? The media tablet also includes HSPA+ support (what AT&T and T-Mobile USA each call their "4G" networks) in areas where LTE isn't offered, so all is not lost if you choose to be the first to try the Jetstream.
Pricing for the Jetstream is clearly a move to recoup AT&T's investment in the LTE mobile broadband network though a lack of real-world performance messaging and "why HTC" is sorely missing in the operator's promotion. The device, when purchased with a 2-year service contract, comes in at $700. A comparable iPad 2 with 32GB ofstorage and an HSPA (AT&T) or EV-DO rev.A (Verizon Wireless) modem is $729 without any operator subsidy.
What is the right price for a media tablet? The average selling price in 2010 was under $500 in the US for the hardware (not discounting for any subsidies or incentives). We also know that media tablets fly off shelves for $99, though HP in this example was liquidating its webOS-based TouchPad. The sweet spot for media tablet pricing lays somewhere in between.
It sounds like a good device and jumping right to an LTE modem will offer some future-proofing for mobile broadband performance. The device price and thelack of an LTE network to connectnow suggest putting this media tablet on a wish list for the holidays rather than on a credit card today.
Lessson's to be learnt from Facebook for Mobile App Developers
Aug 24, 2011 12:00:00 AM / by Admin
Recently, Facebook announced that it has more than 750 million users worldwide. With such a staggering number of users, it’s hard to imagine that Facebook had only a little over 100 million users in 2008. Therefore, a study of the machinery that propelled Facebook to become the world’s no.1 social networking site can give good insights for mobile app developers.
The network effect exists only when the value of a network increases as the number of people using it increases. For the network effect to hold, getting big quick is important. Facebook got big fast by allowing the platform to be used free and constantly encouraging its users to invite their friends to join their platform through game invites. More users increased the activities exponentially and kept all other users constantly excited and attracted. Imagine Facebook with only a handful of users. It would not be as fun to use as there would be fewer videos and photos as well as fewer people commenting on posts. Another point: having a network effect in place increases switching costs and thwarts competition from getting established in the first place.
Positive feedback or positive user experience is a must to “win love” from users. This criteria focuses the app developers right back on fundamentals. At its base, an app must operate smoothly. Then, an app must look and feel good. And, finally, an app must be user friendly.
In other words, the app must have high switching costs. Facebook locks in its users through the network effect as well as by playing on each user’s fear of losing contact with friends, as well as the set of accumulated memories (funny or heartwarming posts, comments, and photos stored in Facebook, for example).
Users should feel that the app becomes more and more valuable over time. Essentially, users should discover more and more of the applications in their daily lives. Initially, Facebook was a platform where users could interact and have fun, but now, it has evolved into a personal assistant where a user can organize events and be reminded of events to attend.
At the end of second quarter of 2011, we continue to see another promising result from the mobile telecommunications sector in China: the total number of 2G and 3G subscriptions surpassed 906 million (920 million if including PHS). This figure alone is larger than any other regional market as a whole, and helped to push the Asia-Pacific market to a total of close to 3 billion mobile subscriptions to-date. Despite this amazing feat, the real value behind this massive figure actually lies on the market potential of the mobile users. Especially with India recently reported 30% of its subscribers are inactive; we need to know the actual market value of these 906 million subscribers.
We forecasts the size of the China market to hit 1 billion within a year time, this figure includes the diminishing numbers of PHS. However, we expect more than half of China’s mobile subscriptions are prepaid, and this group of users are able to hold on to their SIM card from 90-180 days and even up to 360 days depending on the value of top-up, which could probably mean a handful of inactive users. The main strategy now operators should consider targeting the acquisition of 3G customers actively, rather than pursuing the overall customers gain and market share.
After more than 2 years of launch, China’s overall 3G subscribers are still less than nine percent of the entire 906 million. Some may wonder if the government’s decision to go ahead with three different standards of 3G technology is one of the factor, after all every upgrade of mobile line service requires a different handset. However, a mobile plan with monthly ARPU which is triple that of 2G may well be deemed as luxury item to the general pool of the average salary drawing employee with lower purchasing power.
The Chinese mobile operators should probably do more to target the growing pool of youths who have strong interests in smartphones and connectivity on the go, especially coupled with the low PC penetration in the region. After all, it’s the 78% increase in 3G mobile data usage that helps to lifts China Telecom’s mobile revenue by 50%.
Did anyone notice that Groupon took a big step towards more traditional financial reporting last week? Myself I didn’t until today, when LinkedIn’s news digest pointed me to this worthy blog post on Harvard Business Review. In essence, Groupon’s change of metrics means that now it’s easier for every potential investor to see that the IPO-prepping company is still far from becoming profitable.
I personally belong to the camp which argues that Groupon’s business model has attracted far more hype than it would genuinely deserve. Granted, the firm has expanded phenomenally fast, but at the same time it has managed to add awfully little depth to its business model in the past year. And I mean sort of depth that would make it a better deal for its real clients (participating merchants) than it is now. Consider the following:
About 90% of Groupon’s daily emails border on outright spam. They tend to be hugely irrelevant in terms of what they offer and where they offer it. And as long as my experience here in London indicates anything there seem to be nowadays more rather than less of them: I used to receive two (bearable), but since maybe July I’ve received three (a nuisance). By now Groupon should have really learnt a trick or two from my click-through and purchase record, and stop spamming me.
This sort of shotgun approach means that Groupon most likely remains a raw deal for most of the merchants. Groupon is just another form of marketing, and its lack of deal personalization makes it a very badly targeted one. Better specified, more relevant mailing lists would for example allow Groupon to provide merchants with more suitable timeslots and audiences that are likelier to come back after the discount. The shotgun mailing lists must havelong waiting times, so I’d imagine that merchants don’t have any say in when their deals go out. And because targeted audiences are too diverse the whole act resembles a suckers’ rally to the biggest discount.
The main reason why Groupon hasn’t focused more on making itself better instead of simply bigger is probably that suchwould have required money and attention, and thus slowed down the company’s expansion. And a slower expansion would have meant that regional replicas (like CityDeals Groupon acquired in 2010) would have got bigger, possibly better, and certainly more expensive for Groupon to buy out – running advertising mailing lists isn’t that difficult a model to emulate, after all.
The daily-deal businesses do have a future - in offers that are mobile, highly targeted, and oftenreal-time - but until we start seeing signs of it I'd very much avoid investing any money in them.
Don’t assume it will mean a massive number of Google/Motorola phones shipped ready for Google Wallet. Instead, in the short term, it accelerates the race between different mobile payment business models and will force both MNOs and Google into some interesting decisions over 2012-13.
In most markets, MNOs order or specify most of the handsets sold (even when they aren’t sold through direct MNO channels). There are very few NFC mobile payment enabled handsets on the market today because MNOs haven’t quite gotten their arms around their business case for mobile payments, so they aren’t ordering phones.
Considered to be the first media tablet paired with a 4G mobile broadband network earlier this year, news comes today that RIM and mobile carrier Sprint have agreed to drop plans for a BlackBerry PlayBook tablet incorporating WiMAX.
The balance of 3G/4G-enabled PlayBook launches expected during the second half of 2011 -- including HSPA andHSPA+ 3G models -- are still considered to be "on track" for carrier introductions. RIM says it is focused on bringing an LTE model to market as well.
WiMAX hasn't fared well in the slate form-factor to date. Remember the Nokia N810 WiMAX Edition or Samsung's Mondi? The sole media tablet left standing with WiMAX is the HTC View 4G, also on the Sprint network in the US.
Why Google Bought Motorola Mobility and What It Means
Aug 15, 2011 12:00:00 AM / by Admin
- Intellectual property. As has been widely reported, Google’s IP assets are currently pretty weak. Continuing to develop Android without shoring up the patent portfolio might well have meant that the “Android tax” on every device using the operating system would have got dangerously steep. With Motorola’s IP clout on its side Google can actually fight back rather than just paying out more and more, time after time. Just check out what Motorola Mobility’s CEO commented last week. A coincidence?
- Hardware/software integration. I don’t personally think that the lack of in-house hardware has so far been a huge drag on Android, but now Google will naturally have full control over the HW/SW integration. Add to those two dimensions the social one (Google+) and Google an edge. Apple lacks its own social network; Facebook lacks its own OS and handsets. Google does the whole triangle. That will go down well with social app developers, and it’s apps that will make or break Google+.
- Microsoft. The Windows Phone vendor is the odd one out now, as it doesn’t do hardware – yet. I’d assume that Google’s takeover of Motorola Mobility will heat up the M&A rumors around MS and Nokia/RIM.
- Mobile operators vs. OTT. In-house hardware will add to Google’s over-the-top capabilities in voice and messaging – consider this yet another blow to the operator industry. The day when the world’s first Soft SIM hits the market is drawing closer.
It was announced aweek ago that Advent International, a private equity group, had entered into exclusive negotiations with Oberthur Group. The negotiations are focused on Advent investing to take a majority stake in Oberthur Card Systems - the part of Oberthur's business which focuses on smart cards for mobile/SIM, payment and banking, transportation, digital TV and contactless applications.
With a suggested investment of €1.15 billion, it is a question of what the strategy of Oberthur Card Systems businessnew owners will be. It is currently the second biggest manufacturer of smart cards, some way behind market leader Gemalto and slightly ahead of third placed Giesecke & Devrient. As a result, there are unlikely to be wholesale changes. And by splitting this part of the business from its traditional banknote printing business(which now has funds for acquisitions - De La Rue in the UK being a previous target) it presents two main options for the smart card unit.
Given the initial outlay, it is unlikely that there will be further significant acquisitions (at least in the short term). Perhaps the most likely route will be to develop more emphasis on software and services, something that Gemalto has successfully started to do over the past few years. This will give Oberthur the opportunity to build on its core expertise and to grow beyond the relatively commoditised pure smart card play, where price pressure has impacted significant volume growth over the past few years. Some of the building blocks are already there: Oberthur has a TSM capability for the nascent NFC/mobile market and it has good services and innovation in the payment card personalisation space. However, Oberthur has not always beenas proactive as it might inpromotingits capabilities in this respect. These are there to be built on and it will be interesting to watch if, how and when this push starts to grow the unit as a standalone business.
It's taken approximatelyeight months, but Verifone has concluded its acquisition of rival POS terminal manufacturer, Hypercom, after finallysatisfying the antitrust concerns of the US Department of Justice. Whilst much has been made of the divestiture ofHypercom'sUS arm to anas-yet unknowncompany sponsored by the private equityfirm Gores Group, there has been comparativelylittle commentary on the new owners of the UK and Spanish divisions -Spire Payments.
Sojustwhoisthisnew kidon the block?
Essentially,Spire Payments is the new name for Hypercom UK and Hypercom Spain, and is backed by the private equity firm Klein Partners Capital Group. According to the company's website, the new entity "leads a business with an estimated base of 650,000 payment terminals" and "has the exclusive sale rights to Hypercom's range of Optimum and Artema Modular products in the UK and Spain".Kazem Aminae, the former President of HypercomEMEAhas been appointed President ofthe new company.
Although the US market is no moreconcentrated than it was before as a result of these agreements (with three players stillaccounting for the vastmajority of POS terminal shipments in the country), the same can't now be said of the European market. In fact, the so-called "bigthree" has effectivelybecome the "big two" and so it remains to be seen whetherSpire Payments will, in time, expand its offering in other regional markets to try and erodethe now enhanced collective dominance of Ingenico and Verifone.
ABI Research's recently published report on the integration of cellular connectivity in the payments industry provides a more thoroughoverview of the POS terminal market and its competitive landscape. For more details, please click here.