I'll do a post tonight with thoughts on the iPhone announcement (update: now posted here), but in the meantime here are some tidbits. During the announcement, Chris Dunphy and I did an instant messaging session as we watched feeds of the announcement (we're on opposite sides of the continent right now). Chris and I worked together at Palm, so we're both mobile veterans, and we used to spend a lot of time talking about industry trends.
I thought you might like this transcript of our comments. It's sort of a color commentary on the presentation. It gives you a little insight into how a couple of tech industry people think, and which features stood out to us at first glance.
My only hesitation about posting this is that I feel like I'm participating in Apple's hype. But in this case, I think the impact of the announcement actually justifies the hype. Mostly.
Chris Dunphy says: Total lust.... Are you following the iPhone details?
Chris Dunphy says: wow.
Michael Mace says: This isn't a phone, it's a PDA reinvented for 2007.
Michael Mace says: Extremely nice job.
Michael Mace says: I wonder how long the batteries will last with Mac OS X in there.
Chris Dunphy says: My thought too.
Chris Dunphy says: I sure wish it had 3G data speed.... But I am willing to trade all that I think.
Chris Dunphy says: Awesome looking hardware and UI.
Chris Dunphy says: Face proximity sensor is a bit of obvious genius.
Chris Dunphy says: Dangit - visual voicemail interface... We were trying to get that idea worked on 4 years ago!
Chris Dunphy says: 160dpi screen. Wow.
Michael Mace says: I like the sensor that rotates the screen image depending on how you're holding it.
Chris Dunphy says: Simple elegant stuff. I love Apple.
Chris Dunphy says: Multi-finger touch interface UI. Sweet.
Michael Mace says: Yeah, that multi-touch stuff has always impressed me.
Chris Dunphy says: Gads - how can this thing actually have MacOS in it?!!? Egads.
Michael Mace says: Battery life, battery life, battery life.
Chris Dunphy says: Safari with a 160dpi 3.5" screen will blow all other mobile www out of the water.
Chris Dunphy says: Apple Fusion.
Michael Mace says: Plus you should be able to run the base of Mac OS apps. This should re-energize Mac OS apps development.
Chris Dunphy says: I am guessing it is actually just a set of API's - not the full OS. But still - the developer potential is enormous.
Chris Dunphy says: I wonder how open it will be?
Chris Dunphy says: And if they thought through the ecosystem issues?
Michael Mace says: Good questions.
Michael Mace says: Putting Mac OS X in there is freaking brilliant. It lets them leverage so much infrastructure, and it's already paid for.
Michael Mace says: Okay, widgets. So they are thinking about third party apps at least some.
Michael Mace says: Ya know, Jobs and his team just think further ahead than a lot of other people in the industry.
Chris Dunphy says: Google maps is location aware. YES!
Michael Mace says: This screws up a lot of companies that were planning map services in the future.
Chris Dunphy says: I bet the same widget architecture as on the desktop.
Michael Mace says: I'm sure the architecture is the same; no reason to make it incompatible.
Chris Dunphy says: Interpreted so CPU / platform independent.
Michael Mace says: Yup.
Chris Dunphy says: And simple enough even for amateurs to program.
Michael Mace says: They're getting so many things right...
Michael Mace says: Ahhhh, services tied to location. Another thing people have been talking about but not yet shipping.
Chris Dunphy says: I am not sure I have ever been so lustful for a gadget before. Egads....
Chris Dunphy says: Not since the preview of the twist/flip Clie...
Michael Mace says: This is far better than the Clie -- Apple has thought through the software. It's a solution, not just a gadget.
Michael Mace says: And yeah, I want one. I'm waiting to hear the price.
Chris Dunphy says: Yep. Amen!
Chris Dunphy says: They could name almost any price for me right now... If only it had 3G....
Chris Dunphy says: I've been dying for a decent phone.
Michael Mace says: You know a 3G version has to be in the works.
Chris Dunphy says: Absolutely. This was the smart call for now.
Michael Mace says: And then put this thing on WiMax in 18 months...
Chris Dunphy says: Cingular here I come.
Michael Mace says: Oh, now Eric Schmidt is on stage with him talking about WiMax. Sheesh!
Chris Dunphy says: EGADS!
Michael Mace says: Steve builds in Yahoo mail and Google gets on stage with him. What a great deal-maker.
Michael Mace says: He has totally shown up everything on display at CES.
Chris Dunphy says: I've made $850 in AAPL in the past few days. I wish I had bought LOTS more.
Michael Mace says: I wish I had my old options.
Chris Dunphy says: Yahoo is the search - egads!
Chris Dunphy says: What a way to play all sides.
Chris Dunphy says: Amazing dealmaking.
Michael Mace says: Since it has a full browser, the bundled search does not matter as much. But it's the optics.
Chris Dunphy says: Look at the size compared to a Treo: http://www.gizmodo.com/
Chris Dunphy says: AppleTV looked awesome too.
Chris Dunphy says: What a day for Apple.
Michael Mace says: Uhhh, five hours of battery life? Does that mean five hours of talk time?
Chris Dunphy says: I hope so!
Chris Dunphy says: That beats the Treo if it is.
Chris Dunphy says: Music playback time seems to indicate that.
Chris Dunphy says: EDGE radios can be VERY power efficient. Was smart to go 2.5G.
Michael Mace says: And here comes the price...
Chris Dunphy says: Tease
Michael Mace says: Yup, this is the crescendo, to be followed by the ship date.
Chris Dunphy says: A master at work.
Chris Dunphy says: Aigh - JUNE!
Michael Mace says: I wonder if that price is with a contract.
Michael Mace says: And now Steve, having done an exclusive with Cingular, will negotiate favorable contracts from every other GSM operator, one per country.
Chris Dunphy says: Yep - 2yr contract.
Chris Dunphy says: Ick.
Chris Dunphy says: I wonder how long the exclusive is...
Michael Mace says: Might depend on how cooperative the operator is.
Chris Dunphy says: "Cingular Exec on Stage 10:45 - ZZZzzzzzzzZZZZZzzzzzzz.–Brian Lam"
Michael Mace says: ;-)
Chris Dunphy says: You'd think they'd learn.
Michael Mace says: Might be exclusive for this device. But when WiMax is available, I can't believe they'd duck that.
Michael Mace says: Cingular's subsidy is helping Apple get this to an affordable price. They couldn't have launched this at an affordable price without it.
Selasa, 09 Januari 2007
Apple's iPhone: That isn't a phone, it's a PDA done right
Quick look at the specs of the Apple iPhone: High-resolution multi-touch touchscreen, Mac OS X built in, no dialing buttons, camera and music player built in, email, browser, Bluetooth, WiFi, cellular.
Quick reaction: This isn't a phone, it's what mobile computing was supposed to grow into. The phone is just a part of it, and in my opinion not the dominant part.
I don't think this kills RIM; a hard keyboard is better for dedicated e-mail hounds. But for entertainment-centric users, this looks like the device they've been wanting without even really knowing it.
I wonder how long the battery will last with Mac OS X in it.
More thoughts later. (Update: Now posted here.)
Quick reaction: This isn't a phone, it's what mobile computing was supposed to grow into. The phone is just a part of it, and in my opinion not the dominant part.
I don't think this kills RIM; a hard keyboard is better for dedicated e-mail hounds. But for entertainment-centric users, this looks like the device they've been wanting without even really knowing it.
I wonder how long the battery will last with Mac OS X in it.
More thoughts later. (Update: Now posted here.)
Selasa, 02 Januari 2007
Sprint and WiMax: Are these guys serious?
Yes, I know Sprint's serious about WiMax -- it's spending more than $2.5 billion to build out a mobile WiMax network across the US. That's old news. The surprise to me is the business model Sprint says it'll deploy on that network. That hasn't gotten much coverage at all, but I think it's critically important. If you believe what Sprint says, its WiMax network will be totally open: any device, any application, without any contract required.
When I first heard Sprint describe that business model, in a panel discussion late last year, I felt like I ought to pinch myself. Did he just say that? I thought. Did a VP at a US carrier really say that?
He said it. What I'm not sure of is whether Sprint has the will and persistence to see it through. If they do, I think the Sprint WiMax network might be very special indeed.
Background on WiMax and Sprint
WiMax is a marketing name for 802.16, a wireless broadband communication specification. Some people call it WiFi on steroids, and although there are some significant technical differences, that's a reasonable way to think about it. WiMax promises to provide about 10 megabits per second of upload and download, at a distance of 10 kilometers from a base station (although Sprint has said that the real-world throughput will probably be more like two to four megabits per second download and half a megabit per second upload).
There are a lot of different frequencies on which WiMax can be deployed. Sprint owns rights in much of the US to the 2.5 megahertz band, which is considered to be very good for deploying WiMax because it has relatively little interference and because the signals carry well at that frequency. From what I've read online, it's possible that some unlicensed spectrum will also be used for WiMax (so you won't have to pay anyone to use it, like a WiFi base station), but if that happens it's likely to have more interference and shorter range. Unfortunately, WiMax is likely to be deployed on different frequencies in other parts of the world. I presume we'll end up with multi-frequency radios (just as we have for GSM today), but that sounds messy.
In summer of 2006, Sprint announced plans to build out a nationwide WiMax network in urban areas across the US. Motorola and Samsung were listed as key equipment suppliers, and Intel as a chip supplier.
Some other companies also own WiMax related spectrum, most notably Craig McCaw's new company, Clearwire. He has already raised about $1 billion from investors including Intel, and is planning an IPO for another $400m.
(Intel is a consistent theme here, and some of the people I've spoken with fear that Intel will end up dominating WiMax the way it did PC microprocessors.)
If you want more details on WiMax, Wikipedia has a good article. There are some other interesting tidbits here.
The panel
The setting was a Churchill Club evening forum on WiMax. On the panel were senior execs from four companies: Qualcomm, PacketHop, Motorola, and Sprint.
Qualcomm is widely seen as an opponent of WiMax, because it doesn't control a lot of the patents around it (unlike just about any cellular technology you can think of). The Motorola speaker even cited the absence of Qualcomm patents as a key advantage of WiMax, which tells you everything you need to know about the relationship between Qualcomm and the handset companies.
Sure enough, the Qualcomm speaker, marketing VP Ronny Haraldsvik, spent most of the evening expressing gentle skepticism about WiMax. "Take the hype, add some reality and a couple of years to it," he said. He predicted that fixed-location WiMax will be successful, but said mobile WiMax will be surpassed by other mobile broadband technologies.
PacketHop provides mesh network wireless broadband that can be deployed quickly for government and business. Basically, it's a way to get wireless broadband at the site of an emergency or special project, in an area that's not covered by 3G. I'm not sure why PacketHop was in this particular panel, since Sprint's plans are focused more on consumers than business.
The Motorola speaker was Raghu Rau, SVP of strategy and business development for the company's networks business (presumably he'll be providing network equipment to Sprint). And the Sprint speaker was Bin Shen, Sprint's VP of broadband.
The panel featured all the usual rhetoric you'd expect from competitors and suppliers, but in between the posturing, Shen said some very interesting things about Sprint's plans for the network. The excerpts below are paraphrases of what he said, with my comments in italics.
The vision: personal broadband. Mobile broadband will be much more interesting, powerful, and important than landline (DSL or cable) in the long term. Landline is for a family, but mobile broadband will be personalized to the individual. This creates the possibility for all sorts of personalized advertising and services. In the future, mobile broadband reaches beyond homes and handsets; it shows up everywhere in all sorts of consumer electronics devices.
It's a very starry-eyed vision. You can find some more examples of the sort of story Sprint is telling here. Personally, I'm not very enthusiastic about the idea of building broadband into every consumer electronics device imaginable – it reminds me too much of the Bluetooth-equipped refrigerators that people were predicting in 1999. But I do think that new types of mobile devices paired with mobile broadband will be important.
Mobile data demand is anemic today because it's forced through handsets. The handset is primarily for voice, Shen said. Among the US operators, Sprint has the largest share of ARPU coming from data (over $10 a month) , but it's a small percentage of total revenue, with limited growth. There's always a limitation on how much people will use and pay for data on a handset. On the other hand, the laptop is a data device. So are the iPod and the Playstation Portable. People expect to use data on those devices. How do we connect them to the Internet wirelessly?
I thought that was a stunning statement from a company that has invested heavily in 3G networks and smartphones. He basically said that smartphones are a cul-de-sac; that the future of mobile data will come from devices designed from the ground up to use data.
Right on. I don't think smartphones are a dead end, but we need a lot more diversity in mobile devices.
Openness is essential. Broadband requires a much more diverse ecosystem. You can't predict what will be the popular data device. You need an open model with a lot of people participating. There must be a different structure and business model to encourage that. A key issue is partnership and ecosystems. Get the right set of players.
The US carriers exercise lots of control over handsets and application developers. On the one hand that's very good; it provides a consistent experience for users. But it's probably not good for innovation. The next generation will be open, with a very robust SDK and API, open for the Internet community to come in.
Another striking admission for an operator: We strangle innovation. This is where I started wanting to pinch myself.
No contract required. WiFi doesn't have broad coverage. But 200 million units of WiFi have been shipped in the US. That's one element of why we chose WiMax -- it can share a lot of common components with WiFi. We want a WiFi+WiMax chip, at very low cost, so device manufacturers can replace their WiFi-only chip with a dual chip. This enables a very interesting consumer model. Consumers don't have to decide which network to sign up for; they have a choice to use WiFi or use WiMax whenever they want. If they want to use WiMax, they can pay for it on the fly, without a contract.
Okay, so let's add this up: an open, broadly-deployed, high-speed wireless network that welcomes any device, open APIs that allow any application, and no contract required. This is everything that the computer and Internet industries have been asking of the operators, and Sprint is apparently saying yes to all of it. The audience at the Churchill Club should have given this plan a standing ovation, but the information came out in dribs and drabs during a 90-minute panel, and it was very hard to assemble all the pieces.
If Sprint really wants to build an alliance around this thing, it needs to do a much better job of outreach to Silicon Valley.
The killer app is open access to the Internet. There are a lot of interesting apps you can do for mobile broadband – location services, video, etc. But the fundamental one is intelligent mobile Internet access. That's what people want. We did a survey -- the number one need is Internet everywhere.
Ouch. Whenever you do a survey on this sort of subject, people ask for the things they already know. So if you ask them what sort of data they want in a mobile setting, of course they'll say the Internet because that's what they know from their PCs. What they'll actually use is a different matter. But if Sprint really makes its network as open as it claims, that will sort itself out because the best mobile apps will naturally rise to the surface.
Hurry up and wait. The most frustrating thing Shen said was that Sprint will start deployment of the new network in late 2007 in Chicago and Washington, DC, with nationwide buildout in 2008. Aside from being frustrated at the length of the wait, I thought their choice of cities was poor -- if they really want software developers and consumer electronics devices, they ought to roll out the network first where the software and hardware developers are. Chicago's a great place, but it's not exactly a hotbed of Web 2.0 development.
What it all means
Can Sprint stay the course? Sprint's subscriber base has been growing more slowly than the other US operators, and it has gone through a lot of management turmoil. (As one friend who deals with Sprint told me recently, "they have fired pretty much everyone they could blame for the situation.") When this sort of change is happening, it's very difficult to maintain focus on a long-term goal. To make its WiMax plan take off, Sprint will need to get a lot of details right. In particular, evangelism of hardware and software developers is a black art, and not many companies know how to do it well. If Sprint can't keep consistent management on the WiMax project, and give them the resources and time needed to build up an ecosystem, its new network could become yet another costly mobile data failure.
This has strong implications for Sprint's management (stay focused, evangelize creative hardware and software companies now). It also means that companies planning to work with WiMax should monitor Sprint's progress carefully. More management changes, and shifts in strategy, would be major warning signs.
What about battery life? Small implementation details can easily doom a mobile product, and one I worry about for WiMax is battery life. Transmitting lots of data over long distances takes a lot of power. WiFi, for example, consumes far too much power to leave it connected all the time in a handset. I have to assume that Sprint and Motorola are working this issue, and you can find a lot of claims about low power consumption from the WiMax component makers. But I've been burned on this issue in the past, and I won't believe the problem is solved until we see working devices whose battery life we can test directly.
Let's hear it for desperate operators. I've had this conversation with several friends who work in the mobile space. We all agree that the best operator is a desperate operator. When operators are financially secure, they see no need to change their proprietary ways. But when they get scared, they become open to all sorts of interesting, formerly heretical ideas. The situation is similar to what the music industry faced at the turn of the century. They were so scared of music piracy that they willingly helped Apple to set up a music store with radically different pricing than had ever been used in the music industry before. If it hadn't been for the fear of piracy, do you think iTunes would have ever happened? I don't.
What you need is an operator that has enough financial resources to make interesting investments, but not so much that it feels secure. Sprint is the ideal example. The Three network is another, and look what they've been doing with flat-rate pricing. T-Mobile in the US is another example, although I worry that it's just going to focus on playing 3G catch-up now that it has bought a lot of new spectrum in the US.
If you're looking to do business with an operator, I think it's worthwhile to bypass the top companies and look at the bottom end of the top tier, and the top end of the second tier. They're likely to be much more open than the leaders to new ideas and radical business changes.
What matters is the business model. Qualcomm claims that other mobile broadband technologies will be more effective than WiMax, and for all I know that might be true. But if Sprint really executes on the things that Shen described, it may not matter. The thing that's broken in mobile data isn't the technology, it's the business model, and Sprint is promising to fix that. As Microsoft has proved numerous times, the right business model paired with mediocre technology often wins decisively.
Come to think of it, what Sprint really ought to do is apply the same open model that it's planning for WiMax to its EVDO data network. That would be truly spectacular.
It's worth an intense look. I've been critical of Sprint in the past when they've done things that I thought were unwise, so now I think I owe them some credit. I believe they're on the right track with WiMax. There are a lot of uncertainties about execution, but I think companies working on new mobile devices should look intensely at WiMax. It generally takes about 18 months to develop a new hardware product, so right now is the time to get started.
When I first heard Sprint describe that business model, in a panel discussion late last year, I felt like I ought to pinch myself. Did he just say that? I thought. Did a VP at a US carrier really say that?
He said it. What I'm not sure of is whether Sprint has the will and persistence to see it through. If they do, I think the Sprint WiMax network might be very special indeed.
Background on WiMax and Sprint
WiMax is a marketing name for 802.16, a wireless broadband communication specification. Some people call it WiFi on steroids, and although there are some significant technical differences, that's a reasonable way to think about it. WiMax promises to provide about 10 megabits per second of upload and download, at a distance of 10 kilometers from a base station (although Sprint has said that the real-world throughput will probably be more like two to four megabits per second download and half a megabit per second upload).
There are a lot of different frequencies on which WiMax can be deployed. Sprint owns rights in much of the US to the 2.5 megahertz band, which is considered to be very good for deploying WiMax because it has relatively little interference and because the signals carry well at that frequency. From what I've read online, it's possible that some unlicensed spectrum will also be used for WiMax (so you won't have to pay anyone to use it, like a WiFi base station), but if that happens it's likely to have more interference and shorter range. Unfortunately, WiMax is likely to be deployed on different frequencies in other parts of the world. I presume we'll end up with multi-frequency radios (just as we have for GSM today), but that sounds messy.
In summer of 2006, Sprint announced plans to build out a nationwide WiMax network in urban areas across the US. Motorola and Samsung were listed as key equipment suppliers, and Intel as a chip supplier.
Some other companies also own WiMax related spectrum, most notably Craig McCaw's new company, Clearwire. He has already raised about $1 billion from investors including Intel, and is planning an IPO for another $400m.
(Intel is a consistent theme here, and some of the people I've spoken with fear that Intel will end up dominating WiMax the way it did PC microprocessors.)
If you want more details on WiMax, Wikipedia has a good article. There are some other interesting tidbits here.
The panel
The setting was a Churchill Club evening forum on WiMax. On the panel were senior execs from four companies: Qualcomm, PacketHop, Motorola, and Sprint.
Qualcomm is widely seen as an opponent of WiMax, because it doesn't control a lot of the patents around it (unlike just about any cellular technology you can think of). The Motorola speaker even cited the absence of Qualcomm patents as a key advantage of WiMax, which tells you everything you need to know about the relationship between Qualcomm and the handset companies.
Sure enough, the Qualcomm speaker, marketing VP Ronny Haraldsvik, spent most of the evening expressing gentle skepticism about WiMax. "Take the hype, add some reality and a couple of years to it," he said. He predicted that fixed-location WiMax will be successful, but said mobile WiMax will be surpassed by other mobile broadband technologies.
PacketHop provides mesh network wireless broadband that can be deployed quickly for government and business. Basically, it's a way to get wireless broadband at the site of an emergency or special project, in an area that's not covered by 3G. I'm not sure why PacketHop was in this particular panel, since Sprint's plans are focused more on consumers than business.
The Motorola speaker was Raghu Rau, SVP of strategy and business development for the company's networks business (presumably he'll be providing network equipment to Sprint). And the Sprint speaker was Bin Shen, Sprint's VP of broadband.
The panel featured all the usual rhetoric you'd expect from competitors and suppliers, but in between the posturing, Shen said some very interesting things about Sprint's plans for the network. The excerpts below are paraphrases of what he said, with my comments in italics.
The vision: personal broadband. Mobile broadband will be much more interesting, powerful, and important than landline (DSL or cable) in the long term. Landline is for a family, but mobile broadband will be personalized to the individual. This creates the possibility for all sorts of personalized advertising and services. In the future, mobile broadband reaches beyond homes and handsets; it shows up everywhere in all sorts of consumer electronics devices.
It's a very starry-eyed vision. You can find some more examples of the sort of story Sprint is telling here. Personally, I'm not very enthusiastic about the idea of building broadband into every consumer electronics device imaginable – it reminds me too much of the Bluetooth-equipped refrigerators that people were predicting in 1999. But I do think that new types of mobile devices paired with mobile broadband will be important.
Mobile data demand is anemic today because it's forced through handsets. The handset is primarily for voice, Shen said. Among the US operators, Sprint has the largest share of ARPU coming from data (over $10 a month) , but it's a small percentage of total revenue, with limited growth. There's always a limitation on how much people will use and pay for data on a handset. On the other hand, the laptop is a data device. So are the iPod and the Playstation Portable. People expect to use data on those devices. How do we connect them to the Internet wirelessly?
I thought that was a stunning statement from a company that has invested heavily in 3G networks and smartphones. He basically said that smartphones are a cul-de-sac; that the future of mobile data will come from devices designed from the ground up to use data.
Right on. I don't think smartphones are a dead end, but we need a lot more diversity in mobile devices.
Openness is essential. Broadband requires a much more diverse ecosystem. You can't predict what will be the popular data device. You need an open model with a lot of people participating. There must be a different structure and business model to encourage that. A key issue is partnership and ecosystems. Get the right set of players.
The US carriers exercise lots of control over handsets and application developers. On the one hand that's very good; it provides a consistent experience for users. But it's probably not good for innovation. The next generation will be open, with a very robust SDK and API, open for the Internet community to come in.
Another striking admission for an operator: We strangle innovation. This is where I started wanting to pinch myself.
No contract required. WiFi doesn't have broad coverage. But 200 million units of WiFi have been shipped in the US. That's one element of why we chose WiMax -- it can share a lot of common components with WiFi. We want a WiFi+WiMax chip, at very low cost, so device manufacturers can replace their WiFi-only chip with a dual chip. This enables a very interesting consumer model. Consumers don't have to decide which network to sign up for; they have a choice to use WiFi or use WiMax whenever they want. If they want to use WiMax, they can pay for it on the fly, without a contract.
Okay, so let's add this up: an open, broadly-deployed, high-speed wireless network that welcomes any device, open APIs that allow any application, and no contract required. This is everything that the computer and Internet industries have been asking of the operators, and Sprint is apparently saying yes to all of it. The audience at the Churchill Club should have given this plan a standing ovation, but the information came out in dribs and drabs during a 90-minute panel, and it was very hard to assemble all the pieces.
If Sprint really wants to build an alliance around this thing, it needs to do a much better job of outreach to Silicon Valley.
The killer app is open access to the Internet. There are a lot of interesting apps you can do for mobile broadband – location services, video, etc. But the fundamental one is intelligent mobile Internet access. That's what people want. We did a survey -- the number one need is Internet everywhere.
Ouch. Whenever you do a survey on this sort of subject, people ask for the things they already know. So if you ask them what sort of data they want in a mobile setting, of course they'll say the Internet because that's what they know from their PCs. What they'll actually use is a different matter. But if Sprint really makes its network as open as it claims, that will sort itself out because the best mobile apps will naturally rise to the surface.
Hurry up and wait. The most frustrating thing Shen said was that Sprint will start deployment of the new network in late 2007 in Chicago and Washington, DC, with nationwide buildout in 2008. Aside from being frustrated at the length of the wait, I thought their choice of cities was poor -- if they really want software developers and consumer electronics devices, they ought to roll out the network first where the software and hardware developers are. Chicago's a great place, but it's not exactly a hotbed of Web 2.0 development.
What it all means
Can Sprint stay the course? Sprint's subscriber base has been growing more slowly than the other US operators, and it has gone through a lot of management turmoil. (As one friend who deals with Sprint told me recently, "they have fired pretty much everyone they could blame for the situation.") When this sort of change is happening, it's very difficult to maintain focus on a long-term goal. To make its WiMax plan take off, Sprint will need to get a lot of details right. In particular, evangelism of hardware and software developers is a black art, and not many companies know how to do it well. If Sprint can't keep consistent management on the WiMax project, and give them the resources and time needed to build up an ecosystem, its new network could become yet another costly mobile data failure.
This has strong implications for Sprint's management (stay focused, evangelize creative hardware and software companies now). It also means that companies planning to work with WiMax should monitor Sprint's progress carefully. More management changes, and shifts in strategy, would be major warning signs.
What about battery life? Small implementation details can easily doom a mobile product, and one I worry about for WiMax is battery life. Transmitting lots of data over long distances takes a lot of power. WiFi, for example, consumes far too much power to leave it connected all the time in a handset. I have to assume that Sprint and Motorola are working this issue, and you can find a lot of claims about low power consumption from the WiMax component makers. But I've been burned on this issue in the past, and I won't believe the problem is solved until we see working devices whose battery life we can test directly.
Let's hear it for desperate operators. I've had this conversation with several friends who work in the mobile space. We all agree that the best operator is a desperate operator. When operators are financially secure, they see no need to change their proprietary ways. But when they get scared, they become open to all sorts of interesting, formerly heretical ideas. The situation is similar to what the music industry faced at the turn of the century. They were so scared of music piracy that they willingly helped Apple to set up a music store with radically different pricing than had ever been used in the music industry before. If it hadn't been for the fear of piracy, do you think iTunes would have ever happened? I don't.
What you need is an operator that has enough financial resources to make interesting investments, but not so much that it feels secure. Sprint is the ideal example. The Three network is another, and look what they've been doing with flat-rate pricing. T-Mobile in the US is another example, although I worry that it's just going to focus on playing 3G catch-up now that it has bought a lot of new spectrum in the US.
If you're looking to do business with an operator, I think it's worthwhile to bypass the top companies and look at the bottom end of the top tier, and the top end of the second tier. They're likely to be much more open than the leaders to new ideas and radical business changes.
What matters is the business model. Qualcomm claims that other mobile broadband technologies will be more effective than WiMax, and for all I know that might be true. But if Sprint really executes on the things that Shen described, it may not matter. The thing that's broken in mobile data isn't the technology, it's the business model, and Sprint is promising to fix that. As Microsoft has proved numerous times, the right business model paired with mediocre technology often wins decisively.
Come to think of it, what Sprint really ought to do is apply the same open model that it's planning for WiMax to its EVDO data network. That would be truly spectacular.
It's worth an intense look. I've been critical of Sprint in the past when they've done things that I thought were unwise, so now I think I owe them some credit. I believe they're on the right track with WiMax. There are a lot of uncertainties about execution, but I think companies working on new mobile devices should look intensely at WiMax. It generally takes about 18 months to develop a new hardware product, so right now is the time to get started.
Selasa, 26 Desember 2006
Mobile gaming in Japan: A different world
From time to time I like to drop in on What Japan Thinks, a website that translates into English an enormous number of market research studies conducted in Japan. That's where I recently came across an astonishing survey conducted earlier this year on mobile game use in Japan.
In the US, game-playing on mobile phones is seen as a fairly popular activity, and I think the view in Europe is similar. But neither place holds a candle to Japan, if you can believe the survey. Here are some highlights:
More than 90% of the people surveyed play video games. That seems like an incredibly high figure, but the survey was conducted by InfoPlant, a reputable Japanese market research firm. The survey base was supposedly users of DoCoMo mobile phones, which sounds a little unconventional but is a fairly representative sample of the overall Japanese population. It's better than surveying PC useres, which is what's typically done in the US. PC usage rates are a lot lower in Japan than in the US, so surveying via mobile phone actually reaches a greater share of the population.
It's surprisingly hard to find directly comparable game-playing statistics for other countries, but the reports I could find implied lower levels of activity:
--A report from the Entertainment Software Association , a trade group, claims that 69% of US "heads of households" play video games.
--Back when I was at Palm, we had access to Forrester Research's excellent consumer tracking surveys. At that time (a couple of years ago), they said 32% of US households had videogame consoles, and 24% had handheld game systems.
--At Palm we also did our own surveys of consumer interest in mobile gaming. We found that about 13% of the population in the US and Europe were mobile entertainment enthusiasts -- people who were willing to pay extra to have an entertainment device with them when they were on the go. We never ran the survey in Japan, and now I wish we had.
The InfoPlant survey figure appears to indicate that there's a much higher percentage of gaming enthusiasts in Japan than we have in the US and Europe. That fits the stereotype of gaming in Japan, but I always question stereotypes like that unless they've been tested objectively.
At least three-quarters of the people surveyed play games on mobile devices. Mobile phones are the devices most often used for game-playing, but about half of the respondents said they also own a dedicated mobile gaming device like a Gameboy (about double the ownership rate Forrester found in the US). Half of those users, a quarter of the Japanese population, said they use their game devices frequently.
Here's the breakdown of gaming device usage by sex (numbers total to more than 100 because many people play games on more than one type of device). Game usage on mobile phones and portables was a little more popular among women, while console gaming was more popular among men.
On what kind of machine do you usually play games?
Women prefer Nintendo. There are some interesting differences between men and women in what brand of mobile gaming device they use. The women were a bit more likely to use Nintendo products, while the men were more likley to have Sony PSPs.
Select all the portable game machines you own.
In case you're wondering what a Wonder Swan is, it's a mobile game system sold by Bandai in Japan.
Most people use mobile game devices at home, not in transit. This is a great example of why I distrust stereotypes. The stereotype of Japanese mobile gaming is that most people would do it on trains, while they slog through their commutes on those endless subways beneath Tokyo.
The survey confirmed that some people genuinely do use mobile games in transit, but the most common usage of a mobile game platform is at home. I guess the pattern would be to come home, stretch out on the futon, and play a little Pokemon:
Where do you usually play on your mobile device?
I wish we knew more about why people would use a mobile game system so heavily at home. Is the TV being used for other purposes? Or in a relatively small Japanese home, does the portable game system just fit in better?
Old folks dig the DS. The greatest surprise to me was a finding that Nintendo DS ownership is vastly higher among older people than young people. The chart below shows the percent of people in each age group who own Nintendo DS systems:
Percent of respondents in each age group who own a DS:
What Japan Thinks attributes this to Brain Age and other "brain training" games for the DS that are supposed to protect against mental decline as you age. Apparently this is driving vast usage of the DS by older Japanese people.
It's a fascinating difference from the US, where the DS is generally seen as a kids device, at least for now.
What it all means
As I noted earlier, without knowing more about the study's methodology, it's hard to say how much we should trust it. But even if some of the numbers are off by a bit, I think they teach a couple of good lessons:
Convergence doesn't necessarily destroy specialized products. Mobile gaming is heavily deployed on Japanese mobile phones, and yet standalone mobile game devices continue to sell well. Why? I think it's because the mobile consoles do things that the game-equipped phones can't. Convergence kills markets only when the converged product is a complete and affordable replacement for the dedicated one. That's very important to keep in mind when you read the forecasts saying things like, "cameraphones will destroy sales of digital cameras." That will happen only to the extent that cameraphones have all the same features as standalone digital cameras. If the camera vendors keep innovating, I think they can survive indefinitely.
Don't assume a market's boundaries are fixed. The standard assumption in the industry has been that mobile gaming is primarily a kids and young adults thing, with GameBoy + Pokemon being the prototypical example. Even the PSP, which shoots for a more mature audience than GameBoy, is still aimed at hardcore gamers. But Nintendo has been very up-front about aiming both the DS and the new Wii console at mainstream adults. That strategy has apparently been very successful for the DS in Japan, and you can read an update on Nintendo's Wii marketing plan, targeting soccer moms, here.
(I first started believing that Nintendo's Wii strategy might work when my wife abruptly told me she wanted one for this Christmas. She said it's a great way to get exercise if you don't want to go through the hassle of traveling to a tennis court. About half of her friends agree and also want Wiis. This from women who have never shown serious interest in a game console before, and who barely even know what an Xbox is. Remarkable.)
It's very common for tech companies to assume that the people who make up a market today will always be the core of the market in the future. But that's like driving a car by staring at the rear-view mirror; you can only see where you've been.
Looking ahead and growing a market is a lot harder to do, but it's one of the most effective ways to fight a larger competitor who's invading your turf. If the other guy has a volume or resource advantage, the worst thing you can do is stand still and let them spend you into the ground. Change the rules of the competition by innovating in unpredictable ways, or by growing the market in a new direction. That turns the biggest advantage of a large corporation, its scale, into a disadvantage. The larger a company is, the slower it reacts, and the more its internal politics will interfere. If you change the rules frequently enough, the big guys will never be able to get their cannons fully aimed at you.
That's what Nintendo is doing in its fight with Microsoft and Sony. There's no guarantee it'll work, but I admire Nintendo's vision and courage.
In the US, game-playing on mobile phones is seen as a fairly popular activity, and I think the view in Europe is similar. But neither place holds a candle to Japan, if you can believe the survey. Here are some highlights:
More than 90% of the people surveyed play video games. That seems like an incredibly high figure, but the survey was conducted by InfoPlant, a reputable Japanese market research firm. The survey base was supposedly users of DoCoMo mobile phones, which sounds a little unconventional but is a fairly representative sample of the overall Japanese population. It's better than surveying PC useres, which is what's typically done in the US. PC usage rates are a lot lower in Japan than in the US, so surveying via mobile phone actually reaches a greater share of the population.
It's surprisingly hard to find directly comparable game-playing statistics for other countries, but the reports I could find implied lower levels of activity:
--A report from the Entertainment Software Association , a trade group, claims that 69% of US "heads of households" play video games.
--Back when I was at Palm, we had access to Forrester Research's excellent consumer tracking surveys. At that time (a couple of years ago), they said 32% of US households had videogame consoles, and 24% had handheld game systems.
--At Palm we also did our own surveys of consumer interest in mobile gaming. We found that about 13% of the population in the US and Europe were mobile entertainment enthusiasts -- people who were willing to pay extra to have an entertainment device with them when they were on the go. We never ran the survey in Japan, and now I wish we had.
The InfoPlant survey figure appears to indicate that there's a much higher percentage of gaming enthusiasts in Japan than we have in the US and Europe. That fits the stereotype of gaming in Japan, but I always question stereotypes like that unless they've been tested objectively.
At least three-quarters of the people surveyed play games on mobile devices. Mobile phones are the devices most often used for game-playing, but about half of the respondents said they also own a dedicated mobile gaming device like a Gameboy (about double the ownership rate Forrester found in the US). Half of those users, a quarter of the Japanese population, said they use their game devices frequently.
Here's the breakdown of gaming device usage by sex (numbers total to more than 100 because many people play games on more than one type of device). Game usage on mobile phones and portables was a little more popular among women, while console gaming was more popular among men.
On what kind of machine do you usually play games?
Women prefer Nintendo. There are some interesting differences between men and women in what brand of mobile gaming device they use. The women were a bit more likely to use Nintendo products, while the men were more likley to have Sony PSPs.
Select all the portable game machines you own.
In case you're wondering what a Wonder Swan is, it's a mobile game system sold by Bandai in Japan.
Most people use mobile game devices at home, not in transit. This is a great example of why I distrust stereotypes. The stereotype of Japanese mobile gaming is that most people would do it on trains, while they slog through their commutes on those endless subways beneath Tokyo.
The survey confirmed that some people genuinely do use mobile games in transit, but the most common usage of a mobile game platform is at home. I guess the pattern would be to come home, stretch out on the futon, and play a little Pokemon:
Where do you usually play on your mobile device?
I wish we knew more about why people would use a mobile game system so heavily at home. Is the TV being used for other purposes? Or in a relatively small Japanese home, does the portable game system just fit in better?
Old folks dig the DS. The greatest surprise to me was a finding that Nintendo DS ownership is vastly higher among older people than young people. The chart below shows the percent of people in each age group who own Nintendo DS systems:
Percent of respondents in each age group who own a DS:
What Japan Thinks attributes this to Brain Age and other "brain training" games for the DS that are supposed to protect against mental decline as you age. Apparently this is driving vast usage of the DS by older Japanese people.
It's a fascinating difference from the US, where the DS is generally seen as a kids device, at least for now.
What it all means
As I noted earlier, without knowing more about the study's methodology, it's hard to say how much we should trust it. But even if some of the numbers are off by a bit, I think they teach a couple of good lessons:
Convergence doesn't necessarily destroy specialized products. Mobile gaming is heavily deployed on Japanese mobile phones, and yet standalone mobile game devices continue to sell well. Why? I think it's because the mobile consoles do things that the game-equipped phones can't. Convergence kills markets only when the converged product is a complete and affordable replacement for the dedicated one. That's very important to keep in mind when you read the forecasts saying things like, "cameraphones will destroy sales of digital cameras." That will happen only to the extent that cameraphones have all the same features as standalone digital cameras. If the camera vendors keep innovating, I think they can survive indefinitely.
Don't assume a market's boundaries are fixed. The standard assumption in the industry has been that mobile gaming is primarily a kids and young adults thing, with GameBoy + Pokemon being the prototypical example. Even the PSP, which shoots for a more mature audience than GameBoy, is still aimed at hardcore gamers. But Nintendo has been very up-front about aiming both the DS and the new Wii console at mainstream adults. That strategy has apparently been very successful for the DS in Japan, and you can read an update on Nintendo's Wii marketing plan, targeting soccer moms, here.
(I first started believing that Nintendo's Wii strategy might work when my wife abruptly told me she wanted one for this Christmas. She said it's a great way to get exercise if you don't want to go through the hassle of traveling to a tennis court. About half of her friends agree and also want Wiis. This from women who have never shown serious interest in a game console before, and who barely even know what an Xbox is. Remarkable.)
It's very common for tech companies to assume that the people who make up a market today will always be the core of the market in the future. But that's like driving a car by staring at the rear-view mirror; you can only see where you've been.
Looking ahead and growing a market is a lot harder to do, but it's one of the most effective ways to fight a larger competitor who's invading your turf. If the other guy has a volume or resource advantage, the worst thing you can do is stand still and let them spend you into the ground. Change the rules of the competition by innovating in unpredictable ways, or by growing the market in a new direction. That turns the biggest advantage of a large corporation, its scale, into a disadvantage. The larger a company is, the slower it reacts, and the more its internal politics will interfere. If you change the rules frequently enough, the big guys will never be able to get their cannons fully aimed at you.
That's what Nintendo is doing in its fight with Microsoft and Sony. There's no guarantee it'll work, but I admire Nintendo's vision and courage.
Sabtu, 16 Desember 2006
Hollywood's view of the Web: Through a glass, strangely
The LA Times is a wonderful place to watch the entertainment industry try to figure out the Internet. Some issues that aren't a big deal in Silicon Valley fascinate them endlessly, while other things that Silicon Valley thinks are important are completely ignored.
A great example of this process is the newspaper's recap of 2006 on the Web, "Ten moments the web shook the world."
So what made up the deluge, according to the Times? Some highlights:
Snakes on a Plane is described as the first time that the Web took control of the production of a movie. Most folks in the blogosphere viewed Snakes as a cool example of participatory marketing, but if you view it through the eyes of a Hollywood producer, it's a threat to power.
LonelyGirl15. This mysterious personality on MySpace was the subject of endless coverage and speculation in the Times throughout the summer. They analyzed it with the same intensity that many websites reserved for Britney Spears' underwear. I think the idea of someone using the Web to launch an acting career blew their minds.
The rise of celebrity websites. The Times viewed this as the year in which celebrity-focused websites first started to drive (read: debase) the standards of what constitutes a celebrity. People like Paris Hilton (and our gal Britney) proved to be willing to do just about anything to get a little online attention.
The common theme in all of these cases is the loss of power by parts of the traditional entertainment industry: producers, agents, and journalists. For years the Web has been eating away at power structures in lots of industries, but this was apparently the year in which Hollywood first really felt the impact.
The Times asks: "As traditional media interact with new media and vice versa, whose values will infect whom? Will old media arrive like the cavalry on the scene, Good Book in hand, to lift up the Web rabble with the promise of Bedrock Standards and High Production Values? Or when the drawbridge is lowered just a little bit, will the masses simply storm the castle and repaint it electric blue and pink?"
That's easy to answer. I heard the same questions almost 20 years ago when desktop publishing started to challenge the printing industry. The answer is that you'll get both -- the high-standard material will coexist side by side with amateur hour. People will prove to be very accepting of poor production values if the material is compelling in some other way (YouTube already demonstrates this, where we cheerfully watch video of such poor quality that you'd call the cable company and complain if it came over your TV).
There will always be a market for the best productions, but in the future I think it'll be much harder to get away with charging high-quality production prices for shows or movies that aren't truly entertaining, because people will have a cheap alternative. The threat isn't to HBO, it's to the CW.
A great example of this process is the newspaper's recap of 2006 on the Web, "Ten moments the web shook the world."
"This was the year wishful thinking -- that this Internet phenomenon might just go away -- evaporated, and those media companies still standing began to seek anything that might see them through the deluge."
So what made up the deluge, according to the Times? Some highlights:
Snakes on a Plane is described as the first time that the Web took control of the production of a movie. Most folks in the blogosphere viewed Snakes as a cool example of participatory marketing, but if you view it through the eyes of a Hollywood producer, it's a threat to power.
LonelyGirl15. This mysterious personality on MySpace was the subject of endless coverage and speculation in the Times throughout the summer. They analyzed it with the same intensity that many websites reserved for Britney Spears' underwear. I think the idea of someone using the Web to launch an acting career blew their minds.
The rise of celebrity websites. The Times viewed this as the year in which celebrity-focused websites first started to drive (read: debase) the standards of what constitutes a celebrity. People like Paris Hilton (and our gal Britney) proved to be willing to do just about anything to get a little online attention.
The common theme in all of these cases is the loss of power by parts of the traditional entertainment industry: producers, agents, and journalists. For years the Web has been eating away at power structures in lots of industries, but this was apparently the year in which Hollywood first really felt the impact.
The Times asks: "As traditional media interact with new media and vice versa, whose values will infect whom? Will old media arrive like the cavalry on the scene, Good Book in hand, to lift up the Web rabble with the promise of Bedrock Standards and High Production Values? Or when the drawbridge is lowered just a little bit, will the masses simply storm the castle and repaint it electric blue and pink?"
That's easy to answer. I heard the same questions almost 20 years ago when desktop publishing started to challenge the printing industry. The answer is that you'll get both -- the high-standard material will coexist side by side with amateur hour. People will prove to be very accepting of poor production values if the material is compelling in some other way (YouTube already demonstrates this, where we cheerfully watch video of such poor quality that you'd call the cable company and complain if it came over your TV).
There will always be a market for the best productions, but in the future I think it'll be much harder to get away with charging high-quality production prices for shows or movies that aren't truly entertaining, because people will have a cheap alternative. The threat isn't to HBO, it's to the CW.
Rabu, 13 Desember 2006
Understanding Palm: What Ed Colligan really said
I sympathize with reporters sometimes. If you attend an event, you're expected to write about it -- even if there isn't any news. That's what I think happened a few weeks ago when Palm CEO Ed Colligan did a breakfast Q&A for the Churchill Club, a local discussion forum here in Silicon Valley.
About 50 people attended, and while Colligan said some interesting things, an informal breakfast talk is not the sort of place where you deliver major news. But two reporters from the San Jose Mercury News were there, and they had to write about something. So they picked on Colligan's answer to a question about competition from Apple and others entering the mobile phone market. He pointed out that it's hard to make a successful phone product.
Unfortunately, there's no effective way to answer one of those theoretical competitive question when reporters are in the room. If you say, "we're very worried about the new competitors," the headlines will scream, "Palm CEO says company is doomed." If you say you're not concerned, the story will be, "Palm CEO overconfident." I've been there. You can't win.
Sure enough, the Mercury-News headline read, "An Apple phone? Palm CEO says, 'What, me worry?'"
Then, of course, the culture of Internet outrage ran with the story. The high-visibility Mac weblog Daring Fireball (#345 on Technorati's worldwide list) headlined its commentary, "Palm CEO Ed Colligan’s Head Seems to be Stuck Somewhere." No need to read the article; you can tell what it's going to say just from the headline.
There were three ironic things about all of this:
1. The question didn't actually focus on Apple. Colligan was asked about all of the new competitors who might be entering the market: Apple, Google talking about free phones and hiring Andy Rubin of Danger, and so on. "The phone market could look intensely crowded."
Colligan's response: "It's also intensely big, we just have to get our fair share." "Let me tell you this, it's not as easy as it looks." He cited the Motorola Q as an example -- it was supposed to take over the world but didn't. "I just would caution people that think they're going to walk in here and do these.... I don't think it'll be so easy as everybody thinks. It's a tough space...I'm not trying to be cocky about it. It is a tough business. We've really struggled through that." "We struggled for years figuring out how to make a decent phone."
He said making world-class radios that work consistently on world networks with all the right applications is very hard.
I thought that was a pretty nuanced, honest answer to the question. He didn't sound dismissive to me; he was just pointing out that it's hard to make a phone. He's right that until you've lived through the process of producing a phone, you have no idea how many little decisions have to be made, how many things can go wrong, and how many tweaky little features the operators will make you add. Although you might think phone features are standardized, in reality they often require all sorts of small customizations for every operator. That's incredibly expensive to do, the process is hard to learn, and if you fail on even a couple of small things the operator may refuse to sell your phone. It's several times more complex than creating a PC, and I believe no company can easily ace all of that stuff on the first try.
2. Even if that had been the question, it was the wrong question. The Treo is an e-mail phone for people who want business productivity. If Apple's making an iPhone, it'll be a music phone for people who want entertainment. Those are completely different markets. If you think there's a huge competitive overlap between them then you've got your head stuck someplace. (Colligan didn't say that, but I wish he had.)
3. The competitive comment was not the most interesting part of the talk. Not even close, in my opinion.
If you want to hear the whole speech, you can listen to it here. Or if you want to save an hour of MP3 time, below is my summary of what I heard, with some color on what I think it means. (Most of what follows is paraphrased. The text in quotes is pretty close to what he said, but I probably missed a few words here and there. My comments are in italics.)
My nomination for Colligan's most important quote. "We're not in the handset business, we're in the mobile computing business....Voice is a killer app of the future of mobile computing. That's how we look at the world."
Think about that for a while. It's not as newsy as an imaginary cheap shot at Apple, but that quote says everything you really need to know about Palm: Mobile computing first, voice telephony second, and if you don't want that you should buy something else. I can tell you from personal experience that's how most of the folks at Palm really think.
Technologies and trends
Eric Schmidt of Google says that in the future cell phones will be free and ad-supported. Do you believe it? "Everything in the world looks like an ad" to Eric because he's in the business of selling ads. Google sees a phone as a great way to target ads, but the phone is one of the few private spaces left. People may resist intrusions there. The ads will have to be incredibly creative in order to be accepted.
Colligan then branched to a discussion of Google Maps on the Treo, which he says is a great application. He wants to use it to look up nearby pizza restaurants and then phone an order to one of them automatically. He was very enthusiastic about this sort of functionality.
On voice over IP. People don't want to give up the ability to use the phone anywhere. He's skeptical that there will be enough coverage to make WiFi phones a replacement for cellular anytime soon. "Maybe on college campuses." Mesh networks will take a long time to deploy.
What's the market for video on mobiles? Short clips, a la carte selection. I agree. I can picture people watching short YouTube-style content on a mobile a lot more readily than a half-hour TV show. It's bon-bons, not a full meal. Mobile games are the same way -- quick reward, nothing too involved. That's why Bejeweled has been so successful.
On 3G. He loves EVDO. It's very fast. Less enthusiastic about UMTS – it's more of an incremental bump in performance, but there are latency problems. You need HSDPA to get reasonable performance.
About the iPhone. The rumor mill says that Apple will produce an unlocked GSM/GPRS phone sold at retail, so users can buy phone service separately and slip their SIM card into the phone. Colligan said he thought that would be very difficult to sell, that the only approach in the US if you don't want to sell through the operators is to focus on WiFi only. Did he have some inside information on what Apple's doing? Was he trying to seed some skepticism about Apple's product? Was he talking about what a non-operator Palm product would be like? Or was he just trying to answer honestly? I don't know.
On the Motorola Q. (The general tone of rumors around the mobile industry is that the Q is a failure, with low sell-through and lots of returns. Colligan did nothing to contradict those rumors.) Integrating a whole mobile computer and OS is difficult. Also, it's nice to make a thin product, but not if you make the battery so small that the device can't get through a day's use. It's hard to balance all the features and user experience and get them all right. "I think they got some of those things wrong."
Are we in another tech bubble? Things are exuberant, but not irrationally so. There's not too much excess yet. But there is too much money chasing too few ideas. "I look at the traffic patterns" on Bay Area freeways, and traffic has been getting worse. That means the economy is heating up.
About the operators
On mobile phone subsidies paid by the operators. He wishes subsidies would go away. He would prefer to sell through retail rather than through operators. "I love retail. We have a huge retail presence. We'd love to have the retailers have more power." He wants to compete head to head with other device companies without the operators saying what features to put on the device.
But on the other hand, he said, the operators spend a lot of money advertising your products, which is a good thing.
European vs. US operators. Coverage is better in Europe. "In Europe, nobody says, 'how many bars do you have?'" In Europe there's one mobile technology, and more operators. The US is split between two phone technologies, and has fewer operators.
Will the operators lose control over the market? "The sentry breaks down over time." I thought that was a nice zen-like way of saying "yes." He avoided a Mercury-News headline screaming "Palm says carriers are doomed," which would not have helped him sell Treos.
He went on to contrast the PC model (open gardens) vs. the videogame platform model (apps controlled by the vendor). Who's to say which one will do better in phones long term, he asked.
Working with Microsoft
About Microsoft. Windows Mobile is "becoming a bigger and bigger part of our business." They are very good launch partners. "They are great the day you come out...beyond my wildest dreams." (He implied that Microsoft is a lot less helpful after you've launched.) The relationship has been difficult to develop because Palm actually partners with Microsoft at an engineering level, which most Microsoft customers don't do.
Do you worry about Microsoft being a monopolist in phones? "No. Not in this space. There are so many countervailing forces that they'll never get to that position."
Is Palm OS easier to use than Windows Mobile? "I think David Pogue is right" that Palm OS is easier. But it's a matter of customer choice; some people like the Start button. He wants to create a situation where a Windows user chooses the OS platform he wants, looks for the best device on that platform, and finds that "Palm makes the best Windows product."
On Palm and its future
Future Treo products. Palm is working on products that will combine WiFi and cellular. "Stay tuned." I took that to mean a Treo with WiFi built in. I hope the operators will be willing to sell it.
Beyond smartphones. "Are there are other segments of the market that we could go after with new designs and new form factors and are we going to do that? Sure. Absolutely."
"We're a mobile computing company...so you can expect us to do more products...that leverage the fact that every one of you is going to have a broadband modem in your pocket which is instantly accessible to the Internet and the outside world. We think that's a pretty cool thing and we're working on products that take advantage of that."
"They (users) have a high-speed connection...to their pocket...Boy, is there things we can deliver to them, and is there compelling experiences that we can deliver to them, that are going to help us differentiate our products? I think there are, and we're working on things like that."
Same vague hints that Palm has been giving for a year: Broadband modem, lots of local storage, think what we could do for that. What I think I'm hearing is: A mobile product with WiFi, which Palm pairs with Web services that deliver content and do other things for the user. I wish I knew what those things are -- that'll be the interesting part.
Do Palm PDAs (no phone built in) have a future? It's been shrinking, because we've been cannibalizing it with the Treo. But it's still a $300 million business. My translation: We'll keep offering them as long as people buy. But we're not putting a lot of energy into them.
On the LifeDrive: "Too big, too late to the game" compared to iPod. Wow, if they expected that thing to compete with the iPod, they were even more naive than I thought. They didn't have the iTunes-like service, and they tried to be all things to all people. I hoped they learned the right lessons for their next generation products.
Is Linux in Palm's future? We look at Linux as being an interesting community to leverage. (He then branched to a discussion of Palm OS.) There are a lot of users who have loyalty to Palm OS and love it. "We want to take the Palm OS forward." That little quote makes a lot more sense now that we know he was in the process of buying rights to Palm OS Garnet. But what does he mean by leveraging the Linux community?
Is Palm for sale? Companies don't get sold, they get bought. We're trying to execute against a brand, to build a great brand. I think the implication was: 'we're not trying actively to sell ourselves, but we're publicly traded and would have to listen if somebody offered a bunch of money over the market price.' I have heard companies be a lot more vehement about "we're not for sale." So I'd call this a non-denial denial. Or maybe he was just trying to be polite.
Required reading for Palm executives. Colligan is having the Palm executive team read the book "From Good to Great" because it focuses on execution and is very practical. "What we need to do better is disciplined execution." (Shortly after his talk, Palm announced that it would have an earnings shortfall because a product was coming to market late. So you can understand why he's focused on execution.)
That's it. Nothing revolutionary, but I think it does help you understand the company. Like it or hate it, they really don't see themselves as a mobile phone company. They are a mobile computing company, and telephony is just a part of mobile computing. A lot of my phone-centric friends in Europe are going to throw up all over that idea, but I kind of respect it. I think Palm is not big enough to win as a mobile phone company, but as a mobile computing company it's a world leader.
The question is whether they can develop mobile computing into something distinct enough to stand as its own category. The jury's still out on that. I think a lot will depend on what they release in 2007. If they can establish a new product line beyond phones, they'll have a much better chance. If they can't...well, we'll find out how patient their investors are.
About 50 people attended, and while Colligan said some interesting things, an informal breakfast talk is not the sort of place where you deliver major news. But two reporters from the San Jose Mercury News were there, and they had to write about something. So they picked on Colligan's answer to a question about competition from Apple and others entering the mobile phone market. He pointed out that it's hard to make a successful phone product.
Unfortunately, there's no effective way to answer one of those theoretical competitive question when reporters are in the room. If you say, "we're very worried about the new competitors," the headlines will scream, "Palm CEO says company is doomed." If you say you're not concerned, the story will be, "Palm CEO overconfident." I've been there. You can't win.
Sure enough, the Mercury-News headline read, "An Apple phone? Palm CEO says, 'What, me worry?'"
Then, of course, the culture of Internet outrage ran with the story. The high-visibility Mac weblog Daring Fireball (#345 on Technorati's worldwide list) headlined its commentary, "Palm CEO Ed Colligan’s Head Seems to be Stuck Somewhere." No need to read the article; you can tell what it's going to say just from the headline.
There were three ironic things about all of this:
1. The question didn't actually focus on Apple. Colligan was asked about all of the new competitors who might be entering the market: Apple, Google talking about free phones and hiring Andy Rubin of Danger, and so on. "The phone market could look intensely crowded."
Colligan's response: "It's also intensely big, we just have to get our fair share." "Let me tell you this, it's not as easy as it looks." He cited the Motorola Q as an example -- it was supposed to take over the world but didn't. "I just would caution people that think they're going to walk in here and do these.... I don't think it'll be so easy as everybody thinks. It's a tough space...I'm not trying to be cocky about it. It is a tough business. We've really struggled through that." "We struggled for years figuring out how to make a decent phone."
He said making world-class radios that work consistently on world networks with all the right applications is very hard.
I thought that was a pretty nuanced, honest answer to the question. He didn't sound dismissive to me; he was just pointing out that it's hard to make a phone. He's right that until you've lived through the process of producing a phone, you have no idea how many little decisions have to be made, how many things can go wrong, and how many tweaky little features the operators will make you add. Although you might think phone features are standardized, in reality they often require all sorts of small customizations for every operator. That's incredibly expensive to do, the process is hard to learn, and if you fail on even a couple of small things the operator may refuse to sell your phone. It's several times more complex than creating a PC, and I believe no company can easily ace all of that stuff on the first try.
2. Even if that had been the question, it was the wrong question. The Treo is an e-mail phone for people who want business productivity. If Apple's making an iPhone, it'll be a music phone for people who want entertainment. Those are completely different markets. If you think there's a huge competitive overlap between them then you've got your head stuck someplace. (Colligan didn't say that, but I wish he had.)
3. The competitive comment was not the most interesting part of the talk. Not even close, in my opinion.
If you want to hear the whole speech, you can listen to it here. Or if you want to save an hour of MP3 time, below is my summary of what I heard, with some color on what I think it means. (Most of what follows is paraphrased. The text in quotes is pretty close to what he said, but I probably missed a few words here and there. My comments are in italics.)
My nomination for Colligan's most important quote. "We're not in the handset business, we're in the mobile computing business....Voice is a killer app of the future of mobile computing. That's how we look at the world."
Think about that for a while. It's not as newsy as an imaginary cheap shot at Apple, but that quote says everything you really need to know about Palm: Mobile computing first, voice telephony second, and if you don't want that you should buy something else. I can tell you from personal experience that's how most of the folks at Palm really think.
Technologies and trends
Eric Schmidt of Google says that in the future cell phones will be free and ad-supported. Do you believe it? "Everything in the world looks like an ad" to Eric because he's in the business of selling ads. Google sees a phone as a great way to target ads, but the phone is one of the few private spaces left. People may resist intrusions there. The ads will have to be incredibly creative in order to be accepted.
Colligan then branched to a discussion of Google Maps on the Treo, which he says is a great application. He wants to use it to look up nearby pizza restaurants and then phone an order to one of them automatically. He was very enthusiastic about this sort of functionality.
On voice over IP. People don't want to give up the ability to use the phone anywhere. He's skeptical that there will be enough coverage to make WiFi phones a replacement for cellular anytime soon. "Maybe on college campuses." Mesh networks will take a long time to deploy.
What's the market for video on mobiles? Short clips, a la carte selection. I agree. I can picture people watching short YouTube-style content on a mobile a lot more readily than a half-hour TV show. It's bon-bons, not a full meal. Mobile games are the same way -- quick reward, nothing too involved. That's why Bejeweled has been so successful.
On 3G. He loves EVDO. It's very fast. Less enthusiastic about UMTS – it's more of an incremental bump in performance, but there are latency problems. You need HSDPA to get reasonable performance.
About the iPhone. The rumor mill says that Apple will produce an unlocked GSM/GPRS phone sold at retail, so users can buy phone service separately and slip their SIM card into the phone. Colligan said he thought that would be very difficult to sell, that the only approach in the US if you don't want to sell through the operators is to focus on WiFi only. Did he have some inside information on what Apple's doing? Was he trying to seed some skepticism about Apple's product? Was he talking about what a non-operator Palm product would be like? Or was he just trying to answer honestly? I don't know.
On the Motorola Q. (The general tone of rumors around the mobile industry is that the Q is a failure, with low sell-through and lots of returns. Colligan did nothing to contradict those rumors.) Integrating a whole mobile computer and OS is difficult. Also, it's nice to make a thin product, but not if you make the battery so small that the device can't get through a day's use. It's hard to balance all the features and user experience and get them all right. "I think they got some of those things wrong."
Are we in another tech bubble? Things are exuberant, but not irrationally so. There's not too much excess yet. But there is too much money chasing too few ideas. "I look at the traffic patterns" on Bay Area freeways, and traffic has been getting worse. That means the economy is heating up.
About the operators
On mobile phone subsidies paid by the operators. He wishes subsidies would go away. He would prefer to sell through retail rather than through operators. "I love retail. We have a huge retail presence. We'd love to have the retailers have more power." He wants to compete head to head with other device companies without the operators saying what features to put on the device.
But on the other hand, he said, the operators spend a lot of money advertising your products, which is a good thing.
European vs. US operators. Coverage is better in Europe. "In Europe, nobody says, 'how many bars do you have?'" In Europe there's one mobile technology, and more operators. The US is split between two phone technologies, and has fewer operators.
Will the operators lose control over the market? "The sentry breaks down over time." I thought that was a nice zen-like way of saying "yes." He avoided a Mercury-News headline screaming "Palm says carriers are doomed," which would not have helped him sell Treos.
He went on to contrast the PC model (open gardens) vs. the videogame platform model (apps controlled by the vendor). Who's to say which one will do better in phones long term, he asked.
Working with Microsoft
About Microsoft. Windows Mobile is "becoming a bigger and bigger part of our business." They are very good launch partners. "They are great the day you come out...beyond my wildest dreams." (He implied that Microsoft is a lot less helpful after you've launched.) The relationship has been difficult to develop because Palm actually partners with Microsoft at an engineering level, which most Microsoft customers don't do.
Do you worry about Microsoft being a monopolist in phones? "No. Not in this space. There are so many countervailing forces that they'll never get to that position."
Is Palm OS easier to use than Windows Mobile? "I think David Pogue is right" that Palm OS is easier. But it's a matter of customer choice; some people like the Start button. He wants to create a situation where a Windows user chooses the OS platform he wants, looks for the best device on that platform, and finds that "Palm makes the best Windows product."
On Palm and its future
Future Treo products. Palm is working on products that will combine WiFi and cellular. "Stay tuned." I took that to mean a Treo with WiFi built in. I hope the operators will be willing to sell it.
Beyond smartphones. "Are there are other segments of the market that we could go after with new designs and new form factors and are we going to do that? Sure. Absolutely."
"We're a mobile computing company...so you can expect us to do more products...that leverage the fact that every one of you is going to have a broadband modem in your pocket which is instantly accessible to the Internet and the outside world. We think that's a pretty cool thing and we're working on products that take advantage of that."
"They (users) have a high-speed connection...to their pocket...Boy, is there things we can deliver to them, and is there compelling experiences that we can deliver to them, that are going to help us differentiate our products? I think there are, and we're working on things like that."
Same vague hints that Palm has been giving for a year: Broadband modem, lots of local storage, think what we could do for that. What I think I'm hearing is: A mobile product with WiFi, which Palm pairs with Web services that deliver content and do other things for the user. I wish I knew what those things are -- that'll be the interesting part.
Do Palm PDAs (no phone built in) have a future? It's been shrinking, because we've been cannibalizing it with the Treo. But it's still a $300 million business. My translation: We'll keep offering them as long as people buy. But we're not putting a lot of energy into them.
On the LifeDrive: "Too big, too late to the game" compared to iPod. Wow, if they expected that thing to compete with the iPod, they were even more naive than I thought. They didn't have the iTunes-like service, and they tried to be all things to all people. I hoped they learned the right lessons for their next generation products.
Is Linux in Palm's future? We look at Linux as being an interesting community to leverage. (He then branched to a discussion of Palm OS.) There are a lot of users who have loyalty to Palm OS and love it. "We want to take the Palm OS forward." That little quote makes a lot more sense now that we know he was in the process of buying rights to Palm OS Garnet. But what does he mean by leveraging the Linux community?
Is Palm for sale? Companies don't get sold, they get bought. We're trying to execute against a brand, to build a great brand. I think the implication was: 'we're not trying actively to sell ourselves, but we're publicly traded and would have to listen if somebody offered a bunch of money over the market price.' I have heard companies be a lot more vehement about "we're not for sale." So I'd call this a non-denial denial. Or maybe he was just trying to be polite.
Required reading for Palm executives. Colligan is having the Palm executive team read the book "From Good to Great" because it focuses on execution and is very practical. "What we need to do better is disciplined execution." (Shortly after his talk, Palm announced that it would have an earnings shortfall because a product was coming to market late. So you can understand why he's focused on execution.)
That's it. Nothing revolutionary, but I think it does help you understand the company. Like it or hate it, they really don't see themselves as a mobile phone company. They are a mobile computing company, and telephony is just a part of mobile computing. A lot of my phone-centric friends in Europe are going to throw up all over that idea, but I kind of respect it. I think Palm is not big enough to win as a mobile phone company, but as a mobile computing company it's a world leader.
The question is whether they can develop mobile computing into something distinct enough to stand as its own category. The jury's still out on that. I think a lot will depend on what they release in 2007. If they can establish a new product line beyond phones, they'll have a much better chance. If they can't...well, we'll find out how patient their investors are.
Senin, 11 Desember 2006
Will flat-rate pricing make mobile data take off?
No. It's a nice start, but the operators need to take several other steps as well.
Recently flat-rate pricing for wireless data service has become a big issue in Europe and some other parts of the world. Data service to mobile phones there has often been metered, with users paying by the megabyte. This led to some frightening stories on the Internet of people accidentally ending up with 800-Euro monthly phone bills for browsing too much. Needless to say, this has made many people very cautious about using mobile data.
Recently T-Mobile in Europe offered a flat-rate data service, in which the user pays a single fixed monthly fee for virtually all the data access they want (the limit is about a gigabyte a month, which is a lot for a mobile phone). Then on November 16, Hutchison Whampoa, the owner of the "Three" wireless network in Europe and Asia, announced its own flat-rate plan (more details below).
The Mobile One network in Singapore just cut its unlimited 3G data price by about 2/3, to around $13 a month, in order to compete with fixed broadband services. And on December 1, the CEO of Vodafone went even further, predicting that within a few years we'll have flat-rate billing for all mobile services, including both voice and data.
All of this sudden price activity, especially the announcement by Hutchison, has created a big stir among mobile-focused commentators in Europe. For example, here's a sampling from a mobile discussion board run by Oxford University:
"I'm astonished, frankly.... this is clearly the mobile internet 'done right.'"
"It seems like a seminal event!...Now we have the makings of a new day in our industry.... Has mobile operator 3...discovered the holy grail of the mobile phone industry?"
"When all mobile operators realise they have no choice but to give in too, a torrent of innovation will rush forth I'm sure."
"I strongly applaud this development, and am looking forward to the next stage of competition in 3G/mobile with open gardens and flat data rate packages."
Are they right? Has Hutchison revolutionized the mobile Internet?
I don't think so. Unfortunately, just offering flat-rate pricing is not enough to make mobile data take off. This is one area in which the US mobile phone market has been a leader, believe it or not. The top four mobile operators in the US have offered flat-rate data for years, ranging in price from $15 to $40 a month. Some of them even let you use your mobile phone as a modem, something that Hutchison bans.
The result? Some happy Blackberry and Treo users, but nothing like a mass migration toward mobile data. In fact, the most aggressively priced data service, Sprint's seductively fast 3G network, is rumored to be producing some of the most disappointing subscriber growth.
Flat-rate pricing is a necessary condition for the success of mobile data, but it's not enough. In order for it to take off, the operators have to do some other things as well. I'll discuss those below, but first for context I need to give you an overview of Hutchison's new offer...
Hutchison's X-Series: Open network, all you can eat data
Hutchison Whampoa announced that Three is moving to flat-rate, all you can eat data with a very open business model. The most eye-popping things they promised were unlimited Skype calling over IP, and unlimited instant messaging. Those are both heresies to the operator world. Hutchison's rhetoric was also heretical:
"This charging structure overturns the traditional telephony model of charging per minute, per message, per click, per event and per megabyte."
"What is free to use on the net ought in principle to be free when you use it on the mobile net."
Hutchison made its announcement accompanied by a laundry list of prominent Web brands, including Google, eBay, Yahoo, and MSN, plus the prominent startups Sling Media and Orb. Some of them will be offering specially-configured services bundled with the phones. The first phones offered with Three's new "X-Series" service will be the N73 from Nokia and the w950i from SonyEricsson.
The price of the service is pretty nice. For five pounds a month (about $10), you get 83 hours of Skype a month, 10,000 MSN Messenger messages, and a gigabyte of browsing and e-mail downloads. That's equivalent to unlimited use for most people, unless you're downloading YouTube videos all day.
The Skype and MSN components are potentially frightening to operators, because they compete directly with the voice and SMS services that provide most operator revenue. The overt embrace of those services is, I think, the most radical of Three's changes.
For ten pounds a month ($20), you get everything above plus 80 hours of SlingBox and Orb service, allowing you to use your mobile to play TV shows, MP3s, and other files stored at home.
Although browsing is unlimited, Three notes that not all websites work well on mobile browsers (a polite understatement), and says it blocks access to adult websites. Also, you're not allowed to use your phone as a modem for your laptop computer.
What it means
A change in attitude. I think the most important impact of Hutchison's announcement is not the service itself, but the new agenda it sets for mobile operators. Hutchison was one of the first operators to deploy 3G, and had been an outspoken critic of open Internet access on mobile devices. In 2004, Three COO Gareth Jones said, "People don't want open access, that's not what our customers tell us they want. Anyone in their right mind who tries to do anything on the Internet with a screen that size has to be nuts."
Given that background, the vehemence of Hutchison's new commitment to openness amounts to a declaration of surrender. I think that changes the competitive situation for mobile operators in Europe and Asia. Hutchison is now competing in terms of who can be the most open, rather than who can come up with the most clever bundle of closed services. Assuming that Three doesn't explode or go bankrupt in the next six months, it is putting enormous pressure on the other operators to match or exceed its openness. That change in dynamic makes it much more likely that the mobile Internet will be freed to evolve as quickly as the wired Internet has.
Flat rate is not enough. But just charging a flat rate isn't enough to make mobile data take off. If it were, mobile data would be taking the US by storm.
I think the most important fact about mobile data right now is that we don't know what users will do with it. Hutchison was right several years ago that just blindly transferring the Web to a phone won't please a lot of people. Screen size and the lack of a keyboard and mouse make the mobile browsing experience very different from browsing on a PC. Limitations in coverage, especially for 3G, make the thin apps development model used by web applications much less attractive on a mobile than it is on a constantly-connected PC.
Historically, the software leaders in one computing platform are almost never successful in a new one. When PCs switched from the command-line interface to graphical interfaces, the established software leaders -- Lotus, WordPerfect, Ashton-Tate, and so on -- were almost all swept aside. When the Internet arose, virtually none of the graphical applications leaders were able to make themselves leaders in Web apps. Now that the mobile Web is appearing, it is naive and foolish to think that the desktop Internet leaders will automatically be the leaders in this new space. They don't understand it, and their existing desktop-based businesses are a hindrance to learning.
What needs to be moved to mobile networks isn't just the Web's applications or price structure, it's the Web's open business model. We need to run a huge number of experiments in order to figure out what applications users will want in mobile data. No single company is capable of doing all that work on its own. The only way to make the experiments happen is to set up a vibrant, chaotic ecosystem in which thousands of developers will be free to rapidly try and fail at a huge number of things. It was that sort of random experimentation that permitted leaders like eBay, Amazon, and Google to emerge on the wired Internet while companies like RealNames, AltaVista, and Chemdex were left behind.
Five steps to make mobile data a success
In addition to offering flat-rate data, here are the other steps a mobile operator must take in order to make that mobile data ecosystem work:
1. Provide a consistent architecture that works offline. This is probably the most critical need. Web applications depend on having a constant connection between the user's computer and the Internet. That's not practical for the mobile Web. Even in countries with heavy 2G coverage, there are lots of gaps in the 3G network, and will be for many years. Mobile Web apps need to work like RIM's e-mail client, which stores both the program itself and the user's data locally and then sends the data to the network when a connection is available.
That means just bundling a browser is not enough. The phones will also need software installed on-device that can manage applications and data when the user is offline. That could be an operating system like Windows Mobile or Palm or Symbian, it could be an applications layer like Adobe Apollo or Java, or it could be other software that the web community will create if given the chance. This software layer will need to be consistent across phones, just as HTML is consistent across all browsers.
Three has already failed this test in the first two phones it picked for X-Series. The Nokia N73 runs Symbian OS with Nokis'a S60 software on top of it. The SonyEricsson w950i runs Symbian OS with its UIQ software on top, which is not compatible with S60 software. Guess what – Three just announced that the N73 is available now, but that the w950i is indefinitely delayed. Three didn't give the reason, but I'm not surprised, since all of the client software has to be rewritten to run on the SonyEricsson handset.
I don't think any operator is capable of setting a platform standard on its own, but they should be encouraging the rapid evolution of a standard, by making their phones open to new software (just as open as the PC is), by offering to help deploy new tools, and by providing free testing to make sure they work on the wireless network.
2. Kill security certificates. The line between websites and applications is blurring, as Web 2.0 architectures allow much more processing to be done on the client device rather than a server someplace in Idaho. Google is pretty much a traditional website, but Google Maps is a hybrid, and Skype is a full PC application that talks to the Web. In the future it will be impossible for a user to tell exactly where an application ends and the Internet begins.
But today the operators treat websites and applications completely differently. The new flat-rate data plans let you browse just about any website you want. But operators are starting to insist that applications obtain a security certificate before they can be installed. The certification process is slow, inconvenient, and unreasonably expensive for small software companies and those that create a lot of applications. Since small software companies are the most innovative, this has an enormous chilling effect on mobile innovation.
This approach is also completely inconsistent with the way the Web works. Can you picture a website paying for certification before it can run on your browser? How many sites would bother? If the operators insist on certificates, they will make the mobile Web a small and uninteresting subset of the real Web, permanently. Certificates have to go.
3. Unlock the user's data. This is the other security-related problem area. Many operators make it very difficult for an application to access the user's data stored on the device, such as the address book, the dialer, and the user's current location. But many of the most interesting new mobile applications need to be able to work with this information. Users should be informed when they give an application access to this information, but it should be very easy for them to say yes.
Like the previous point, this one is scary to the operators, because they worry that a rogue application could make thousands of phone calls or send huge numbers of premium messages, building up a huge bill.
Although that's a legitimate fear, strangling mobile data is a self-defeating solution. The operators will need to adopt the same security model used on the Web -- let the user do what they want, and defend the device via security software.
This isn't as dangerous as the operators fear it will be. We've used the same model for more than a decade on the fixed line phone and data networks, and millions of fully open Palm OS, Symbian, and Windows Mobile devices are on wireless networks today. Despite this, no one has taken down either the wired or wireless networks.
4. Make it easy to discover new content and services. The mobile data ecosystem will evolve faster if it's easy for users to find new services and applications. Today the content discovery tools and software stores on mobile devices, if they are installed at all, are often buried under several layers of icons, or are very hard to use. We need the mobile equivalent of an Amazon.com -- an online content store that's easy to find, browse and search, and that makes suggestions to you based on what you've used in the past.
5. Get ready to go to a flat rate for everything. Vodafone's comment shows that they understand this: the logical outcome of putting the open web on a mobile device is that voice and data merge under a single flat fee. If a Skype call is free, then eventually all calls need to be free, or the users will just switch everything to Skype. Same thing for SMS messages once they're directly in conflict with instant messaging. The operators' old financial model won't evaporate overnight, but it's now officially dying. And it's in Three's interest to move to the new model as quickly as possible -- the sooner it adopts the new model, the sooner it can cannibalize the customers of other operators. I think the race is now on for full flat-rate mobile pricing in Europe. Because the operators there are more competitive than the ones in the US, I think it's very possible that Europe's pricing evolution will move faster than in the US. But the same principle applies everywhere in the world: the operator that moves to the new model fastest stands to gain the most customers.
Let's hear it for desperate operators
Some people have been asking why Three chose to make such a radical change. It may be genuine vision, or it may just be desperation. Press reports say that Hutchison had been hoping to spin out the Three networks, but had to cancel the plans because Three is not making money. If that's the case, Hutchison may have decided that it might as well take a chance on aggressive new pricing.
Unfortunately, if Three is counting on the new pricing alone to bail it out, then I think it'll be disappointed. It needs to take all the steps I've outlined above. But I like the idea of desperate operators being willing to experiment. If we get enough of them desperate, someone will probably eventually make all the right changes. I like to believe it's just a matter of time.
Recently flat-rate pricing for wireless data service has become a big issue in Europe and some other parts of the world. Data service to mobile phones there has often been metered, with users paying by the megabyte. This led to some frightening stories on the Internet of people accidentally ending up with 800-Euro monthly phone bills for browsing too much. Needless to say, this has made many people very cautious about using mobile data.
Recently T-Mobile in Europe offered a flat-rate data service, in which the user pays a single fixed monthly fee for virtually all the data access they want (the limit is about a gigabyte a month, which is a lot for a mobile phone). Then on November 16, Hutchison Whampoa, the owner of the "Three" wireless network in Europe and Asia, announced its own flat-rate plan (more details below).
The Mobile One network in Singapore just cut its unlimited 3G data price by about 2/3, to around $13 a month, in order to compete with fixed broadband services. And on December 1, the CEO of Vodafone went even further, predicting that within a few years we'll have flat-rate billing for all mobile services, including both voice and data.
All of this sudden price activity, especially the announcement by Hutchison, has created a big stir among mobile-focused commentators in Europe. For example, here's a sampling from a mobile discussion board run by Oxford University:
"I'm astonished, frankly.... this is clearly the mobile internet 'done right.'"
"It seems like a seminal event!...Now we have the makings of a new day in our industry.... Has mobile operator 3...discovered the holy grail of the mobile phone industry?"
"When all mobile operators realise they have no choice but to give in too, a torrent of innovation will rush forth I'm sure."
"I strongly applaud this development, and am looking forward to the next stage of competition in 3G/mobile with open gardens and flat data rate packages."
Are they right? Has Hutchison revolutionized the mobile Internet?
I don't think so. Unfortunately, just offering flat-rate pricing is not enough to make mobile data take off. This is one area in which the US mobile phone market has been a leader, believe it or not. The top four mobile operators in the US have offered flat-rate data for years, ranging in price from $15 to $40 a month. Some of them even let you use your mobile phone as a modem, something that Hutchison bans.
The result? Some happy Blackberry and Treo users, but nothing like a mass migration toward mobile data. In fact, the most aggressively priced data service, Sprint's seductively fast 3G network, is rumored to be producing some of the most disappointing subscriber growth.
Flat-rate pricing is a necessary condition for the success of mobile data, but it's not enough. In order for it to take off, the operators have to do some other things as well. I'll discuss those below, but first for context I need to give you an overview of Hutchison's new offer...
Hutchison's X-Series: Open network, all you can eat data
Hutchison Whampoa announced that Three is moving to flat-rate, all you can eat data with a very open business model. The most eye-popping things they promised were unlimited Skype calling over IP, and unlimited instant messaging. Those are both heresies to the operator world. Hutchison's rhetoric was also heretical:
"This charging structure overturns the traditional telephony model of charging per minute, per message, per click, per event and per megabyte."
"What is free to use on the net ought in principle to be free when you use it on the mobile net."
Hutchison made its announcement accompanied by a laundry list of prominent Web brands, including Google, eBay, Yahoo, and MSN, plus the prominent startups Sling Media and Orb. Some of them will be offering specially-configured services bundled with the phones. The first phones offered with Three's new "X-Series" service will be the N73 from Nokia and the w950i from SonyEricsson.
The price of the service is pretty nice. For five pounds a month (about $10), you get 83 hours of Skype a month, 10,000 MSN Messenger messages, and a gigabyte of browsing and e-mail downloads. That's equivalent to unlimited use for most people, unless you're downloading YouTube videos all day.
The Skype and MSN components are potentially frightening to operators, because they compete directly with the voice and SMS services that provide most operator revenue. The overt embrace of those services is, I think, the most radical of Three's changes.
For ten pounds a month ($20), you get everything above plus 80 hours of SlingBox and Orb service, allowing you to use your mobile to play TV shows, MP3s, and other files stored at home.
Although browsing is unlimited, Three notes that not all websites work well on mobile browsers (a polite understatement), and says it blocks access to adult websites. Also, you're not allowed to use your phone as a modem for your laptop computer.
What it means
A change in attitude. I think the most important impact of Hutchison's announcement is not the service itself, but the new agenda it sets for mobile operators. Hutchison was one of the first operators to deploy 3G, and had been an outspoken critic of open Internet access on mobile devices. In 2004, Three COO Gareth Jones said, "People don't want open access, that's not what our customers tell us they want. Anyone in their right mind who tries to do anything on the Internet with a screen that size has to be nuts."
Given that background, the vehemence of Hutchison's new commitment to openness amounts to a declaration of surrender. I think that changes the competitive situation for mobile operators in Europe and Asia. Hutchison is now competing in terms of who can be the most open, rather than who can come up with the most clever bundle of closed services. Assuming that Three doesn't explode or go bankrupt in the next six months, it is putting enormous pressure on the other operators to match or exceed its openness. That change in dynamic makes it much more likely that the mobile Internet will be freed to evolve as quickly as the wired Internet has.
Flat rate is not enough. But just charging a flat rate isn't enough to make mobile data take off. If it were, mobile data would be taking the US by storm.
I think the most important fact about mobile data right now is that we don't know what users will do with it. Hutchison was right several years ago that just blindly transferring the Web to a phone won't please a lot of people. Screen size and the lack of a keyboard and mouse make the mobile browsing experience very different from browsing on a PC. Limitations in coverage, especially for 3G, make the thin apps development model used by web applications much less attractive on a mobile than it is on a constantly-connected PC.
Historically, the software leaders in one computing platform are almost never successful in a new one. When PCs switched from the command-line interface to graphical interfaces, the established software leaders -- Lotus, WordPerfect, Ashton-Tate, and so on -- were almost all swept aside. When the Internet arose, virtually none of the graphical applications leaders were able to make themselves leaders in Web apps. Now that the mobile Web is appearing, it is naive and foolish to think that the desktop Internet leaders will automatically be the leaders in this new space. They don't understand it, and their existing desktop-based businesses are a hindrance to learning.
What needs to be moved to mobile networks isn't just the Web's applications or price structure, it's the Web's open business model. We need to run a huge number of experiments in order to figure out what applications users will want in mobile data. No single company is capable of doing all that work on its own. The only way to make the experiments happen is to set up a vibrant, chaotic ecosystem in which thousands of developers will be free to rapidly try and fail at a huge number of things. It was that sort of random experimentation that permitted leaders like eBay, Amazon, and Google to emerge on the wired Internet while companies like RealNames, AltaVista, and Chemdex were left behind.
Five steps to make mobile data a success
In addition to offering flat-rate data, here are the other steps a mobile operator must take in order to make that mobile data ecosystem work:
1. Provide a consistent architecture that works offline. This is probably the most critical need. Web applications depend on having a constant connection between the user's computer and the Internet. That's not practical for the mobile Web. Even in countries with heavy 2G coverage, there are lots of gaps in the 3G network, and will be for many years. Mobile Web apps need to work like RIM's e-mail client, which stores both the program itself and the user's data locally and then sends the data to the network when a connection is available.
That means just bundling a browser is not enough. The phones will also need software installed on-device that can manage applications and data when the user is offline. That could be an operating system like Windows Mobile or Palm or Symbian, it could be an applications layer like Adobe Apollo or Java, or it could be other software that the web community will create if given the chance. This software layer will need to be consistent across phones, just as HTML is consistent across all browsers.
Three has already failed this test in the first two phones it picked for X-Series. The Nokia N73 runs Symbian OS with Nokis'a S60 software on top of it. The SonyEricsson w950i runs Symbian OS with its UIQ software on top, which is not compatible with S60 software. Guess what – Three just announced that the N73 is available now, but that the w950i is indefinitely delayed. Three didn't give the reason, but I'm not surprised, since all of the client software has to be rewritten to run on the SonyEricsson handset.
I don't think any operator is capable of setting a platform standard on its own, but they should be encouraging the rapid evolution of a standard, by making their phones open to new software (just as open as the PC is), by offering to help deploy new tools, and by providing free testing to make sure they work on the wireless network.
2. Kill security certificates. The line between websites and applications is blurring, as Web 2.0 architectures allow much more processing to be done on the client device rather than a server someplace in Idaho. Google is pretty much a traditional website, but Google Maps is a hybrid, and Skype is a full PC application that talks to the Web. In the future it will be impossible for a user to tell exactly where an application ends and the Internet begins.
But today the operators treat websites and applications completely differently. The new flat-rate data plans let you browse just about any website you want. But operators are starting to insist that applications obtain a security certificate before they can be installed. The certification process is slow, inconvenient, and unreasonably expensive for small software companies and those that create a lot of applications. Since small software companies are the most innovative, this has an enormous chilling effect on mobile innovation.
This approach is also completely inconsistent with the way the Web works. Can you picture a website paying for certification before it can run on your browser? How many sites would bother? If the operators insist on certificates, they will make the mobile Web a small and uninteresting subset of the real Web, permanently. Certificates have to go.
3. Unlock the user's data. This is the other security-related problem area. Many operators make it very difficult for an application to access the user's data stored on the device, such as the address book, the dialer, and the user's current location. But many of the most interesting new mobile applications need to be able to work with this information. Users should be informed when they give an application access to this information, but it should be very easy for them to say yes.
Like the previous point, this one is scary to the operators, because they worry that a rogue application could make thousands of phone calls or send huge numbers of premium messages, building up a huge bill.
Although that's a legitimate fear, strangling mobile data is a self-defeating solution. The operators will need to adopt the same security model used on the Web -- let the user do what they want, and defend the device via security software.
This isn't as dangerous as the operators fear it will be. We've used the same model for more than a decade on the fixed line phone and data networks, and millions of fully open Palm OS, Symbian, and Windows Mobile devices are on wireless networks today. Despite this, no one has taken down either the wired or wireless networks.
4. Make it easy to discover new content and services. The mobile data ecosystem will evolve faster if it's easy for users to find new services and applications. Today the content discovery tools and software stores on mobile devices, if they are installed at all, are often buried under several layers of icons, or are very hard to use. We need the mobile equivalent of an Amazon.com -- an online content store that's easy to find, browse and search, and that makes suggestions to you based on what you've used in the past.
5. Get ready to go to a flat rate for everything. Vodafone's comment shows that they understand this: the logical outcome of putting the open web on a mobile device is that voice and data merge under a single flat fee. If a Skype call is free, then eventually all calls need to be free, or the users will just switch everything to Skype. Same thing for SMS messages once they're directly in conflict with instant messaging. The operators' old financial model won't evaporate overnight, but it's now officially dying. And it's in Three's interest to move to the new model as quickly as possible -- the sooner it adopts the new model, the sooner it can cannibalize the customers of other operators. I think the race is now on for full flat-rate mobile pricing in Europe. Because the operators there are more competitive than the ones in the US, I think it's very possible that Europe's pricing evolution will move faster than in the US. But the same principle applies everywhere in the world: the operator that moves to the new model fastest stands to gain the most customers.
Let's hear it for desperate operators
Some people have been asking why Three chose to make such a radical change. It may be genuine vision, or it may just be desperation. Press reports say that Hutchison had been hoping to spin out the Three networks, but had to cancel the plans because Three is not making money. If that's the case, Hutchison may have decided that it might as well take a chance on aggressive new pricing.
Unfortunately, if Three is counting on the new pricing alone to bail it out, then I think it'll be disappointed. It needs to take all the steps I've outlined above. But I like the idea of desperate operators being willing to experiment. If we get enough of them desperate, someone will probably eventually make all the right changes. I like to believe it's just a matter of time.
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