apple

Do You Really Understand Apple?

Person who doesn’t get Apple: 

"Apple is crazy.  How can they tell music streaming apps like Rhapsody that 30% of their revenue belongs to Apple? It is insane. Apple is making the biggest mistake in 10 years. All of these apps will leave the iOS ecosystem. If I am on an airplane and I see someone with an Android tablet and they are enjoying Rhapsody and I don’t have it on my iPad, I am going to buy that Android tablet. Apple is doomed if they move forward with these draconian app store rules." 

Person who gets Apple:  

"Apple is planning on coming out with their own music streaming service so they don’t care one lick about music streaming apps."

(the interaction underlining this post was real and involved two somewhat notorious Apple pundits…I of course paraphrased a few minutes of blabber into these two paragraphs).

HP Needs to Apologize for the webOS Event

The HP webOS event was a complete disaster leaving me questioning HP’s integrity. Am I shocked that product release dates and pricing wasn’t announced? No. However, I thought HP would at least make it look like they were interested in making webOS into something great. 

1) The actual unveiling presentation was very difficult to watch demonstrating no clear understanding of who this presentation was intended for.  Consumers, the press, developers? There was so much information packed into 2 hours, I don’t even know if there were good things announced.  Imagine if Apple introduced the iPod Touch, iPhone, and iPad, along with iOS, in 2 hours.  It just doesn’t work.  There were definitely neat aspects of webOS, but they simply were overmatched by the negative aspects of the presentation. It’s a shame.  

2) The products were not great.  Hardware was sighted as a major downfall of the Palm Pre. To my surprise, HP webOS hardware was nothing to write home about. I really thought HP would use some Palm resources to come up with great hardware. (ok, I might have been fooling myself to ever think that). As demonstrated by iPhone and iPad, hardware is important.  Why include a slide out keyboard on the Palm Pre 3? Why even make the Veer? There is no good reason the Veer should have been on that stage. It is irresponsible. If HP doesn’t know who should use the Veer, how would consumers figure it out?  The TouchPad was essential an iPad clone. I am not sure if that was HP’s intention to maybe confuse consumers, but it was just bad. 

3) I am left questioning HP’s overall direction.  The webOS event seemed like HP gave this division a few million bucks and told them to go do something.  HP’s CEO wasn’t even on stage. I didn’t expect him to demo the units, but at least show the world that top brass was fully behind webOS.  In reality, HP is half-assing webOS due to fears that other strategic partners (like Microsoft) would begin to worry about HP’s commitment.  HP mentioned they wanted to expand webOS into other things, but for now, it is just a lot of thinking in the clouds.  

HP wants to be like Apple. Control hardware and software.  HP’s webOS event made it look like they just don’t want to put the same amount of effort and attention to detail that Apple routinely gives their products. 

Will HP webOS Get Knocked Out Before Entering the Fight?

HP will unveil its revamped webOS platform on February 9th and in the process reveal what has come from its Palm acquisition. There is also an evening event planned for that same day for developers interested in the webOS platform. 

HP faces many challenges as it jumps with both feet, and webOS, into the mobile space. I give the company credit for trying. There is something about attempting the integrated approach of creating the hardware and software that I admire. I think HP is noteworthy as being the second company to give this integrated approach a try in the tablet space (still waiting for RIMM to ship its PlayBook). While iOS and Android are busy eating up mobile phone market share, the tablet market is less than a year old with only a handful of scrawny iPad competitors out there. Yes, I am calling the Samsung Tab scrawny. HP is still somewhat on time for the fight. 

HP faces four major challenges that must be addressed before any new webOS products are shipped. 

1) Lack of third-party developer interest. HP and its revamped webOS will enter the phone and tablet space with little third-party interest, as measured by developers devoting tangible resources to the platform. It’s clear management is aware of this problem, scheduling an event just for developers on the same day of the webOS announcement. Third-party support is crucial. There is also growing anticipation for webOS designed for a tablet, so one would assume developers would at least be interested in the platform. 

But webOS is funny. Judging from tech pundits on the web, webOS is great, fantastic, and amazing. However, developers did not want to create apps for webOS, partially due to the lack of users. The Chicken vs. Egg paradox. When the Palm Pre went on sale in 2009, users were promised that a wide spectrum of great apps were coming and to just hold on. Two years later and Palm Pre users are still holding on.  As I never forget to point out, the Palm Pre was labeled as the first iPhone killer partially due to its “potential” and “possibilities”. Those possibilities never came true. 

For webOS to gain widespread third-party support, developers need to divert resources from iOS (and Android) and focus on a platform that has little to no installed base, no vibrant app economy, and no solid history of consistent developer support. Good luck with that. 

2) Lack of corporate support and direction. HP is a mess right now.  With a new CEO and drastic Board of Directors shakeup, I think it is appropriate to question how the change in leadership will impact HP’s mobile plans.  How did the HP/Palm integration turn out? Decisive leadership is needed to make sure HP positions itself in the shrinking sweet spot required to get a solid footing and advance the HP webOS platform.  The drastic management changes, in addition to the mass exodus of Palm talent, worries me.  

3) Weak Branding. The HP brand has taken a beaten in recent years.  HP laptops are nothing to write home about. There are no HP products to get excited about. Excitement is needed when selling consumer technology products.  Palm may give HP some temporary brand power (and a loyal but small fanboy community), but Palm is not some spotless brand itself.  Don’t forget Palm basically was sold in a fire sale due to running out of cash, and two Palm “smartphones” had hardware that was compared to kitchen utensils.  I do find it interesting that recent HP webOS tablet renderings have the world Palm right under HP on the tablet’s back.  Maybe HP does consider the Palm brand still valuable and is planning on keeping it around, although Palm was removed from the Palm webOS name a few months ago. 

4) Difficult Price Points. At the end of the day, price is maybe one of the biggest factors in determining whether HP webOS products will sell.  Phone pricing has a ceiling of $200 (after carrier subsidy). No phone will sell for more than $200, regardless of its feature set. Unfortunately, even $200 for a smartphone is becoming a rarity these days. Windows Phone 7 units and Android phones are often sold for under $100 and iPhone 3GS is selling for $49. 

Tablet pricing is even scarier for HP.  iPad’s $499 base price serves as a ceiling for the tablet market.  Most companies are showing they have no means of competing with iPad on price.  I can only imagine the number of tablets turned into vapor once iPad’s $499 price was revealed.  Apple’s strategic supplier agreements (and technology) appears to result in attractive component pricing that gives Apple a strong competitive advantage that is difficult to match.  In addition, carrier subsidies are not that popular for tablets as consumers don’t want to sign another multi-year contract in addition to their phone. 

What HP needs to do on February 9th to even have a chance with HP webOS:

1) Have HP webOS phones and tablet available for demo.  HP needs to show they have products that are close to being shipped.  RIMM and Android are failing in this respect, announcing tablets that are no where near ready to be shipped.  More importantly, demo units let users feel how heavy the devices are and test out important aspects of the UI. 

2) A HP webOS tablet needs to be priced at $399 or lower.  Ouch, I know.  A HP webOS tablet can not have a $499 tablet because iPad sells for $499. Even if the HP webOS tablet is better than iPad, it still needs to be priced lower because of Apple’s strong brand and customer awareness. If Apple lowers the price of iPad to $399 once iPad 2 is unveiled, HP webOS tablet will need to be priced $350 or lower (these are unsubsidized prices). 

3) HP needs to announce extensive and enhanced webOS third-party support with demonstrations from a number of leading gaming companies and other popular app makers demonstrating their iOS apps now ported to webOS devices. A new app store with some easy form of monetization would help. 

4) Don’t give these new products silly, long-winded names. I think HP should stick with one version of a phone and one version of a tablet. HP will have more luck creating the required enthusiasm and emotional connection to webOS if all the attention is put on one product and one name. Why spread out your resources on a bunch of mediocre devices when you can release one good device?

Wild Card: HP can unveil some surprises such as completely new form factors or new technologies that Palm was working on before running out of cash. Things that make one go hmmm. 

What I am afraid HP will do on February 9th (I really hope I am wrong, but we will see):

1) Have no demo units (part of me is afraid they might not even show finished units on stage).

2) Pricing will not be released or discussed.

3) The lack of third-party interest will continue to be questioned, in which HP will simply say developers are really interested in the platform and they cant wait until apps start arriving. 

4) HP will announce an extensive line-up of phones and tablets with silly names and useless features. People will forget their names and which product is which a few hours later. 

5) HP wont announce any of this stuff and will simply talk about webOS 3.0. 

HP webOS has potential, but in a mobile phone space where powerhouses like Microsoft are struggling and in a tablet market where Motorola and Samsung are having a hard time matching the right price points, HP will need to have luck in its corner for webOS to have a chance in this hard fight. 

Music Wars: Facebook vs. Twitter vs. Myspace vs. Ping

Curious as to how Ping adoption rates were doing, I compared several popular music artists on Facebook, Twitter, Myspace, and Ping as of 10:45 am December 11, 2010.  I also looked at the number of original updates posted on Friday (December 10) by each music artist.

Justin Bieber

Facebook: 16,672,233 fans (original updates: 7)

Twitter: 6,295,146 (updates: 17) (38% of FB fans)

Myspace: 1,118,446 (blog updates: 1) (7% of FB)

Ping: 0 (updates: 0) (0% of FB) - No Ping page

Lady Gaga

Facebook: 24,578,788 (updates: 1)

Twitter: 7,325,965 (updates: 1)  (30% of FB)

Myspace: 1,420,540 (blog updates: 0) (6% of FB)

Ping: 635,799 (updates: 0) (3% of FB)

Michael Jackson

Facebook: 25,158,445  (updates: 2)

Twitter: 264,761 (updates: 4)  (1% of FB)

Myspace: 1,008,716 (blog updates: 0) (4% of FB)

Ping: 76,826  (updates: 0) (<1% of FB)

Coldplay

Facebook: 8,401,093 (updates: 1)

Twitter: 3,287,929 (updates: 2) (39% of FB) 

Myspace: 665,719 (blog updates 0) (8% of FB)

Ping: 427,010 (updates: 0) (5% of FB)

Atomic Tom  (band playing song using iPhones on NYC subway)

Facebook: 37,799 (updates: 2)

Twitter: 2,674 (updates: 2) (7% of FB)

Myspace: 12,318 (blog updates: 0) (33% of FB)

Ping: 2,447 (updates: 0) (7% of FB)

Quick Observations:  

1) Facebook pages are killing the compeititon. Pages are easy to navigate and include gift shops and song previews. Comment threads are packed.

2) Lady Gaga had the option to buy songs on Facebook through iLike (which has deep partnerships with Myspace and Facebook). 

2) Twitter had around 30% the number of Facebook followers. Smaller bands have much smaller twitter follower lists. Combined, Myspace and Ping had, on average, less than 10% the number of Facebook followers.  Atomic Tom had a much bigger representation on Myspace and Ping compared to Facebook and Twitter.  Will lesser-known artists/independent musicians turn to Ping?

3) Music artists have more fans following their Myspace page compared to their Ping page, but Myspace pages seem very cluttered and slow. 

4) Maintaining four different fan/music pages seems like a difficult task and very redundant. Original updates were minimal across the board with even twitter updates kept to the occasional promotional tweet (not fun to read). 

5) From the music artist’s point of view, which page is most important? Whichever offers the best spot for music fans to interact and buy music.

Facebook is currently the best spot for fans to interact. Besides Lady Gaga having the option to buy music using iLike,  every other artist mentioned in this post relied on Facebook fans going elsewhere to buy their digital music, with iTunes remaining the easiest option.  

Facebook + iTunes integration - watch out.  (Could this be the reason why Apple and Facebook can’t seem to agree on Ping?)

Two articles on the disagreement between Facebook and Apple on Ping:

The New York Times

SAI

This post was compiled while streaming Michael Jackson’s new album “Michael” through Facebook. 

Making Big Bets and Controlling Risk - How Apple Succeeds

I get to hang out with some of the most talented, committed people around, and together we get to play in this sandbox and build these cool products. Apple is an incredibly collaborative company. You know how many committees we have at Apple? Zero. We’re structured like a start-up. We’re the biggest start-up on the planet. And we all meet once a week to discuss our business. - Steve Jobs D8 Conference June 1, 2010


Success in Silicon Valley results from placing the right bet at the right time. When analyzing the competitive landscape, knowing who is capable of making big bets is crucial.

Apple is among a select group of firms capable of placing bets big enough to change the world.  How?  Apple’s corporate structure helps to control risk. 

Apple’s start-up mentality begins with a small number of shallow groups - all leading back to one central visionary. There is no confusion what Apple’s groups are: Mac, iPod, iPhone, iPad, iTunes. Everything else comes second and can be folded into one of those categories (don’t forget about R&D and Steve’s “special projects” either).

Apple relies on resource prioritization. Upper management may spend most of their time working on iPhone in the weeks leading up to the annual iPhone announcement, only to shift to Mac in the weeks leading to the annual Fall Mac announcement. Meanwhile, support staff designated to each individual product are busy year-round preparing for future product revisions, all the while guided by strict deadlines. It is for this reason that Apple is quick to kill product lines based on old technology and other unsuccessful ventures. All resources are geared to the future.  

This structure lets the decision makers (upper management) come in contact with everything that is shipped to the consumer (Macs, iPhones, iPads, etc) and more importantly everyone who is in charge of the product (designers, engineers, marketers, etc). Ideas are not bounced off of committees. Finished products are not required to get a certain number of approvals. Decisions are made at the top quickly and decisively. 

How does this corporate structure relate to placing big bets?

Apple is able to translate a big idea (big bet) into reality with very little friction and inefficiency. The biggest risk enters the equation on the demand side - whether consumers want the product.  All other variables (risk factors) are controlled by Apple’s corporate structure - the supply chain is ready to go, designers have run their ideas by upper management, engineers have been given their tasks and deadlines, and marketers know the message to send. The machine remains well-oiled and ready to go.  

Most importantly, this machine can be turned on by the main operator (Steve Jobs) one day and be turned off the next, with little impact on any other product.

Steve Jobs makes bets. Big ones. The iPod was a huge bet. Back in 2001, people had big money invested in CDs and iTunes was still a few years away. Apple took another huge risk with iPad. Would consumers and third-party developers be interested in a tablet form factor? How would iPad cannibalize MacBooks?

Apple needs to take risks to control where technology is heading.  As long as most of the risk variables are monitored and marginalized to a certain extent by upper management (and Steve Jobs) -the consumer is left as the biggest risk. Apple can then rely on its brand power to turn the odds in their favor.