tag:blogger.com,1999:blog-82058605340775397662024-03-16T03:08:26.256-04:00Strategy 2.0: Winning in a Network EraAnonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.comBlogger148125tag:blogger.com,1999:blog-8205860534077539766.post-43924075917659409782009-05-03T09:43:00.000-04:002009-05-03T09:43:21.052-04:00Getting Back to this Blog...Over the last four months, my students and I have been blogging around many themes related to IT Strategy. The course blog is <a href="http://is7142009.blogspot.com/">here</a>. I designed the course around how IT transforms business operations and what lessons can we learn by looking at strategies of a set of technology companies such as Microsoft, Apple, IBM, Sony, Amazon, Facebook, Google and others. We also took a look at a set of sectors that are undergoing transformations now--automotive, healthcare, media and entertainment, retail, financial services and telecoms. It was interesting to see a mix of rapid shifts in some sectors (media and entertainment) and slow changes (e.g., automotive). Teaching the course has allowed me to develop better clarity on some of the challenges of crafting strategies in a network era. It has energized me to do more writing this summer. And, needless to say that I will be using this blog as a vehicle to get draft ideas out.Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com55tag:blogger.com,1999:blog-8205860534077539766.post-47103386195073288492008-12-12T05:54:00.000-05:002008-12-12T06:02:13.369-05:00Zune Phone?I read this column that there will be no Zune phone at CES. I am not disappointed because I was not expecting a Zune phone..<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjI6cgfvwkKzpuVUrIYQK5QKSfjeSz3f9RT-l4KktgD0ZgIq9fo2NIxRVua9ezZ8GQ_WR0nf-8K6sM3ADgbhSLACQXNiwFOVP2JByu2lp5PZmih25ResdpvW52JKLLrGhEKTySQREaIfSw/s1600-h/no-zune-phone-ces2.jpg" imageanchor="1" linkindex="12" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjI6cgfvwkKzpuVUrIYQK5QKSfjeSz3f9RT-l4KktgD0ZgIq9fo2NIxRVua9ezZ8GQ_WR0nf-8K6sM3ADgbhSLACQXNiwFOVP2JByu2lp5PZmih25ResdpvW52JKLLrGhEKTySQREaIfSw/s320/no-zune-phone-ces2.jpg" /></a></div>It got me thinking. <br />
Why would Microsoft launch a Zune phone and cannibalize its Windows Mobile OS? It is better off not launching the phone in this crowded, competitive market and capitalize on the network effects of third-party developers licensing Windows Mobile. Has Microsoft--which practically wrote the book on how to set up third-party ecosystems to win with Windows and Office--moves away from what has made it successful so far? I doubt that Microsoft seriously considered launching Zune phone because it will be counter to their playbook. But again, who said that strategy is always rational? <br />
--Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com1tag:blogger.com,1999:blog-8205860534077539766.post-86842646236994342272008-12-02T13:26:00.001-05:002008-12-02T13:41:07.493-05:00How will newspaper industry transform for the network era?I think the newspaper industry is about to be transformed in some radical ways. Here are some good overview data from <a href="http://www.naa.org/">NAA</a> that can serve as raw material for research. Also, I found this <a href="http://newsosaur.blogspot.com/2008/12/where-extreme-cuts-may-come-at-papers.html">blogpost</a> to be well written and timely. I will develop a more detailed analysis of the transformation underway in the media and newspaper industry in due course. <br />
--Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com139tag:blogger.com,1999:blog-8205860534077539766.post-20720690950352415972008-11-21T11:02:00.000-05:002008-11-21T11:09:56.832-05:00GM versus ToyotaWho could have seen this in the beginning of 2008? <br />
--<br />
Today, the stock market levels could not be sharper. Toyota is worth about $ 97B and GM is worth about $ 2 Billion! <br />
---<br />
I think it is time to rethink not only the car industry but also the overall transportation systems and patterns of use in the US. So, I do not support the bailout if the money is to be used just to rectify past mistakes but if it is to be used to jump start the new (transformed) auto industry. It will be interesting to see how it evolves and shapes up in the coming months.Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com0tag:blogger.com,1999:blog-8205860534077539766.post-39818850720132669702008-11-21T05:27:00.001-05:002008-11-21T05:32:37.490-05:00Making Search Personal, Social and DynamicI think this is a useful feature to make search personal, social and dynamic. <br />
<object width="425" height="344"><param name="movie" value="http://www.youtube.com/v/t8Pl1H0dIXE&color1=0xb1b1b1&color2=0xcfcfcf&hl=en&fs=1"></param><param name="allowFullScreen" value="true"></param><embed src="http://www.youtube.com/v/t8Pl1H0dIXE&color1=0xb1b1b1&color2=0xcfcfcf&hl=en&fs=1" type="application/x-shockwave-flash" allowfullscreen="true" width="425" height="344"></embed></object><br />
--<br />
Nice feature!<br />
For more details, see this <a href="http://googleblog.blogspot.com/2008/11/searchwiki-make-search-your-own.html">link</a>.Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com3tag:blogger.com,1999:blog-8205860534077539766.post-71632388658875437832008-11-17T03:12:00.002-05:002008-11-17T03:17:52.233-05:00WiFi in the CarGM may be in trouble but that does not mean that technology developments pertaining to auto industry are slowing down any dramatically. <br />
Here's an update on <a href="http://www.autonetmobile.com/">Autonet</a> that Walt Mossberg reviews. <br />
<br />
<embed src="http://s.wsj.net/media/swf/main.swf" bgcolor="#FFFFFF" flashVars="videoGUID={FEBC4EAD-A417-4810-AAB3-02D9659A9695}&playerid=1000&configURL=http://wsj.vo.llnwd.net/o28/players/&autoStart=false” base="http://s.wsj.net/media/swf/" name="flashPlayer" width="512" height="363" seamlesstabbing="false" type="application/x-shockwave-flash" swLiveConnect="true" pluginspage="http://www.macromedia.com/shockwave/download/index.cgi?P1_Prod_Version=ShockwaveFlash"></embed><br />
<br />
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I see this as a starting point. I also wonder if GM <a href="http://www.onstar.com">OnStar</a> should have partnered with them. Autonet could learn so much from OnStar. Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com0tag:blogger.com,1999:blog-8205860534077539766.post-5895110879607397592008-10-10T10:48:00.000-04:002008-10-10T10:50:30.210-04:00GM CEO Goes to YouTubeHere's an interesting move by GM CEO, Richard Wagoner to go direct to the public about GM.. It's stock is at a 50-year low in the midst of the current global financial crisis. <br />
<br />
<object width="425" height="344"><param name="movie" value="http://www.youtube.com/v/NhJ7LXxShCc&color1=0xb1b1b1&color2=0xcfcfcf&hl=en&fs=1"></param><param name="allowFullScreen" value="true"></param><embed src="http://www.youtube.com/v/NhJ7LXxShCc&color1=0xb1b1b1&color2=0xcfcfcf&hl=en&fs=1" type="application/x-shockwave-flash" allowfullscreen="true" width="425" height="344"></embed></object><br />
--<br />
Effective? Desperate? What's the purpose..??<br />
Just wondering.... what GM may look like by 2010..Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com0tag:blogger.com,1999:blog-8205860534077539766.post-44211318338346715352008-10-06T18:59:00.001-04:002008-10-06T19:05:29.595-04:00Financial CrisisIt is scary to see the gyration in the markets.....<br />
<embed src="http://www.cbs.com/thunder/swf/rcpHolderCbs-prod.swf" width="370" height="361"allowFullScreen="true" FlashVars="link=http://www.cbsnews.com/video/watch/?id=4502673n&releaseURL=http://release.theplatform.com/content.select?pid=ih5WfcpuJ8p7c8_mOqMfY6pSqBl5I1Lu&partner=newsembed&autoPlayVid=false&prevImg=http://thumbnails.cbsig.net/CBS_Production_News/839/210/60_wallstreet_105_480x360.jpg" type="application/x-shockwave-flash" pluginspage="http://www.macromedia.com/go/getflashplayer" /><br />
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Some thoughts going through my mind are--<br />
Is this the end of investment banking as we know it? Is this the end of uncontrolled deregulation? Is this the result of herd mentality? or Blind leading the blind..? What happened to creative checks-n-balances in markets? Does this represent a turning point in business school education? business school as a place for smart young people to study? etc. etc..<br />
One this I know is that we have not seen the end of this crisis....<br />
<br />
<br />
Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com1tag:blogger.com,1999:blog-8205860534077539766.post-61379678475993991872008-09-12T02:53:00.002-04:002008-09-12T06:14:14.119-04:00Suddenly, It's All About Network ConnectionsOf late, there have been a lot of discussions about network connections of different kinds. They all point to framing strategic opportunities and challenges from a network-centric points of view. <br />
--<br />
1. <b style="color: red;">Mobile App Stores</b>. Apple, Google and Microsoft are jockeying to get third-party developers to write applications on their mobile platforms. All three have mobile application stores with different names (naturally!). Not be left behind, RIM <a href="http://www.reuters.com/article/marketsNews/idCAN1134486820080911?rpc=44" linkindex="271">announced</a> relationships with TiVo, Ticketmaster and MySpace. It will be interesting to see how Handango responds to these recent shifts. Till now, <a href="http://www.handango.com/home.jsp?siteId=1" linkindex="272">Handango</a> served as a multi-platform aggregator of applications. Its role is now challenged by each of the major mobile companies seeking to establish their own proprietary app strore.<br />
<br />
2. <b style="color: red;">Yahoo opens up</b>. The battle between Yahoo and Google continues despite their attempted relationship, which may be running into problems. Yahoo is striving to create the platform so that third-party widgets can be <a href="http://biz.yahoo.com/ap/080912/tec_yahoo_makeover.html?.v=2" linkindex="273">created</a> to enhance its services. <br />
<blockquote> Yahoo plans to open up more with the first major redesign of its home page since May 2006. The changes will enable Yahoo users to plant more mini-applications known as "widgets" on personalized versions of the home page, said Ash Patel, executive vice president of the company's audience product division.</blockquote>WSJ is <a href="http://online.wsj.com/article/SB122116793296225073.html?mod=2_1571_topbox" linkindex="274">reporting</a> that:<br />
<blockquote>On Friday, Yahoo is hosting a "Hack Day" for developers to start building versions of their service that integrate with its home page or that can be used by Yahoo Mail's 275 million monthly users...... [and....]</blockquote><blockquote>Scott Moore, head of Yahoo's media group, said Yahoo's media sites, which include heavily trafficked staples like Yahoo Finance and Yahoo News, have strong track records of drawing on outside content but see opportunities to expand. "We are not just doing this open thing because it is the flavor of the month," he said. "This open approach is really in our DNA." </blockquote>3. <b style="color: red;">Apple iTunes patches things up with NBC. </b>When Apple launched its new Nano earlier this week, it also announced that it was patching things up with NBC. As <a href="http://www.nytimes.com/2008/09/10/technology/10apple.html?bl&ex=1221278400&en=139555dd265b8c71&ei=5087%0A" linkindex="275">reported</a> in NY Times,<br />
<blockquote>Mr. Jobs also announced that <a href="http://topics.nytimes.com/top/news/business/companies/nbc_universal/index.html?inline=nyt-org" linkindex="276" title="More articles about NBC Universal.">NBC</a>, a division of <a href="http://topics.nytimes.com/top/news/business/companies/general_electric_company/index.html?inline=nyt-org" linkindex="54" set="yes" title="More information about General Electric Co">General Electric</a>, was bringing its television lineup back to iTunes, 10 months after the two parties clashed over how much flexibility NBC would have on the pricing of new NBC programs. Both sides now say they got what they wanted. Television shows from NBC and other networks will all cost $1.99 for standard video quality, and $2.99 for high-definition video quality. Older shows like “Kojak” will sell for 99 cents...... [and..]</blockquote><blockquote>Mr. Jobs said in an interview that the resolution came through personal discussions with <a href="http://topics.nytimes.com/top/reference/timestopics/people/z/jeff_zucker/index.html?inline=nyt-per" linkindex="56" set="yes" title="More articles about Jeff Zucker">Jeff Zucker</a>, the chief executive of NBC Universal. “We both knew we wanted to get this together, and our mutual customers wanted us to get this together,” he said. “They let us know, we worked it out, and everyone is happy.”</blockquote>These three examples tell a lot about the challenges of developing winning strategies in the network era.<br />
--<br />
1. The criticality of attracting key developers as complementors to platforms. The mobile applications is now a major battle front and all the key companies are seeking to attract complementors. What is important is to see who links preferentially to one platform like iPhone compared to another.<br />
<br />
2. Yahoo (somewhat belatedly) is opening up its platform. Perhaps it lost some valuable time because of the deal/counter-deal with Microsoft but its value hinges on how vibrant its third-party community becomes in the coming months. It is not just competing againt Google and Microsoft. It is competing against Facebook and MySpace. The one way that Yahoo can survive and be counted is if it attracts the requisite number (and exclusive) applications that make Yahoo a must-visit destination site. If that happens, Yang would have succeeded and its stock might be re-energized.<br />
<br />
3. The NBC-Apple reengagement shows the criticality of mutual dependence. NBC needs Apple and Apple needs NBC and they have to mutually work out their differences. And they have done so. Often such skirmishes derail successes and both companies do not recover. It is refreshing to see that these two have worked out their disagreements. Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com0tag:blogger.com,1999:blog-8205860534077539766.post-76035086101921483392008-09-09T07:30:00.000-04:002008-09-09T08:04:52.769-04:00Microsoft's Ad Campaign: Not Just for End-Customers but for the Ecosystem<div style="font-family: "Trebuchet MS",sans-serif;">The Fall seasons opens with a new advertising campaign. </div><div style="font-family: "Trebuchet MS",sans-serif;"><embed base="http://admin.brightcove.com" bgcolor="#FFFFFF" flashvars="videoId=1782378430&playerId=452319854&viewerSecureGatewayURL=https://console.brightcove.com/services/amfgateway&servicesURL=http://services.brightcove.com/services&cdnURL=http://admin.brightcove.com&domain=embed&autoStart=false&" height="412" name="flashObj" pluginspage="http://www.macromedia.com/shockwave/download/index.cgi?P1_Prod_Version=ShockwaveFlash" seamlesstabbing="false" src="http://services.brightcove.com/services/viewer/federated_f8/452319854" swliveconnect="true" type="application/x-shockwave-flash" width="486" /></div><div style="font-family: "Trebuchet MS",sans-serif;">---</div><div style="font-family: "Trebuchet MS",sans-serif;">At a first blush, one may think this is just about getting end-consumers to not give up on Windows, That is partly true. It is equally about keeping its business network (ecosystem) excited and committed to the Windows platform. We have come a long way from the tight network of Wintel (Windows and Intel) architecture embraced by companies such as Dell, HP, Sony, Adobe and others. Intel chips power Macintosh computers. Sony competes against Microsoft. Dell and HP are looking for ways to add their own flavor to their branded machines. </div><div style="font-family: "Trebuchet MS",sans-serif;">--</div><div style="font-family: "Trebuchet MS",sans-serif;">Business Week <a href="http://www.businessweek.com/technology/content/sep2008/tc2008095_077474.htm" linkindex="12">ran</a> an interesting story recently about the activities within HP. </div><blockquote style="font-family: "Trebuchet MS",sans-serif;">HP's "customer experience group"—formed nine months ago and headed by vice-president Susie Wee, a former director in the company's research labs—is developing software that can complement Microsoft's Windows operating system to make it accessible to more users. Wee's team is tackling touchscreen technology and software that lets users circumvent Vista to watch movies or view photos, as well as transferring ideas from HP's Halo videoconferencing system to mass-market products. "Our customers are looking for insanely simple technology where they don't have to fight with the technology to get the task done," says Phil McKinney, chief technology officer in HP's personal systems group. "For us, it's about innovating on top of Vista." </blockquote><div style="font-family: "Trebuchet MS",sans-serif;"> It went on to say that:</div><blockquote style="font-family: "Trebuchet MS",sans-serif;">Others in HP's PC division are exploring the possibility of building an HP operating system for mainstream desktop and notebook computers based on the open-source Linux system, which competes with Windows, say people familiar with the company's plans. The goals may be to make HP less dependent on new releases of Windows, and to strengthen HP's hand against Apple, which has gained market share with computers that boast innovative features and inspire a loyal following of users. </blockquote><div style="font-family: "Trebuchet MS",sans-serif;">--</div><div style="font-family: "Trebuchet MS",sans-serif;">This points to the inevitable tension about the roles of different entities in an ecosystem over time. During 1995-2005, Microsoft and Intel orchestrated the ecosystem and others played supporting complementary roles. Dell and HP were happy to ride the wave of network effects enjoyed by the Windows platform--acting as 'branded resellers' of Wintel machines (assembled through Asian contract manufacturers). Now, that Vista has received rather lukewarm support, they are examining ways to create differentiation on top of Vista. If that differentiation sticks, then they can run Linux or any other variant. If that differentiation is marginal, they are consigned to be branded resellers within the Windows ecosystem. </div><div style="font-family: "Trebuchet MS",sans-serif;">--</div><div style="font-family: "Trebuchet MS",sans-serif;"><i style="color: red;"><b>Networks are dynamic and roles continually shift and evolve. Examining alternative trajectories of network evolution is key to crafting winning strategies for the network era. </b></i></div>Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com0tag:blogger.com,1999:blog-8205860534077539766.post-73434819165388654612008-09-05T10:01:00.000-04:002008-09-05T10:23:29.137-04:00Reflecting on Amazon's VOD Initiative<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh6fd3xKNZF_ky514R1M1tfuoZbHfDJ9yNScs0VOfOwRHZO-etBV6hyphenhyphentnUIyCJxJ8UmAIjbFpjSGcNMHT8u0BhQo9MWkdvHXK5zZ4v9VfDPi6GXo7J2EKtG9hk_q3MzL_yl02PF6meSlrE/s1600-h/amazon-VOD.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiEynSEHVNi715x8JpigZ48SI9y9i-zxpXDUPrnW_N1prw6vutDJ32hNzUrkgA07-UIU96biOsMN0IqSu15pPue9NFshGJPABHa_JuljBmclMOBOFhCsKnbAMJcb3uo0jBKFAdTKb8SuU8/s320-r/amazon-VOD.jpeg" /></a></div>--<br />
So, we now have a new alternative to Apple <a href="http://www.apple.com/itunes/overview/">iTunes</a>, <a href="http://www.netflix.com/">Netflix </a>and <a href="http://www.hulu.com/">Hulu</a>. Amazon has launched its video on demand <a href="http://www.amazon.com/exec/obidos/tg/browse/-/16261631/ref=topnav_storetab_atv">service</a>. It will stream to Windows, Macs, Sony TVs with Internet conenctions, TiVo devices as well as Xbox 360. Now, we will have to wait till next Tuesday (Sept 9) to see what Steve Jobs will announce to further shift the goal-post.<br />
--<br />
From a network-strategy point of view, what's key is how well does Amazon orchestrate multiple networks? So, I am interested in the following indicators besides the obvious one about pricing and advertising-supported subsidy.<br />
1. How extensive is Amazon's content library?<br />
2. How exclusive is the content? (What content--if any--is only available here?<br />
3. What content is not available? (for example some of the NBC shows are not available on iTunes because of prior contract disputes)<br />
4. How sticky are Amazon's customers with this service compared to being part of two or more services?<br />
--<br />
Then, there is the technical issue of seamlessly moving content across multiple devices within home and portability of content (cell phone, laptop etc.) without violating digital rights. The media and entertainment network is changing fast and Amazon's initiative is significant because of its distinctive recommendation engine. Sure, Netflix is good at recommending possible movies that may interest me. But, Amazon may be able to do across all my purchases and interactions on its website. Google may be able to recommend based on my broader searching profile and so on. So, what will Apple do to close this gap? Apple has clear design lead but how good is it in recommending movies? I have not seen a good systematic comparison of the different recommendation engines but winners in the converged network will have distinctive advantage based on consumer preferences and habits....Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com0tag:blogger.com,1999:blog-8205860534077539766.post-37542295455284729092008-09-03T07:14:00.002-04:002008-09-03T07:48:22.708-04:00Reflecting on the Scorecards on Multiple Wars Underway<div style="font-family: Georgia,"Times New Roman",serif;">Just reflections on the scorecards on multiple wars underway--not in Iraq or Afghanistan or Georgia. I mean the wars relating to (1) search; (2) browser and (3) mobile apps. These three wars (and related ones) will define--in the short term--who will dictate and specify the rules for winning in the network era. </div><div style="font-family: Georgia,"Times New Roman",serif;">----</div><div style="font-family: Georgia,"Times New Roman",serif;"><i><b>The Search Wars: Advantage, Google.</b></i> Yahoo and Microsoft are behind but hardly threatening Google for now. But as search morphs and evolves with social networks, Google may face competition from Facebook, MySpace and others. </div><div style="font-family: Georgia,"Times New Roman",serif;">--</div><div style="font-family: Georgia,"Times New Roman",serif;"><i><b>The Browser Wars: Advantage, Microsoft. </b></i> Microsoft's Internet Explorer is the leader, by far. Firefox is catching up and Apple's Safari is a distant third. Apple is trying to get Safari into Windows through iTunes but that is not gaining much traction. Now, Google has <a href="http://network-strategy.blogspot.com/2008/09/new-front-on-google-microsoft-battle.html" linkindex="175">launched</a> Chrome, which redefines the battle. </div><div style="font-family: Georgia,"Times New Roman",serif;">--</div><div style="font-family: Georgia,"Times New Roman",serif;"><i><b>The Mobile Apps War: Advantage Apple. </b></i> Apple led the way with third-part applications on the mobile phone with its App Store. This is the strategy that Microsoft has followed successfully with Windows and Office but has not somehow followed it in the mobile arena till now. Google has followed suit with Android Market and Microsoft has SkyMarket to support the Windows Mobile 7 platform. Will RIM--makers of Blackberry be far behind? </div><div style="font-family: Georgia,"Times New Roman",serif;">--</div><div style="font-family: Georgia,"Times New Roman",serif;"><i><b><span style="color: red;">The three wars are all </span></b><u><b style="color: red;">connected</b></u><b><span style="color: red;"> to the broader shift about how we search, access, consume, transact, share and store things on the network. Moves by these companies and others are worth tracking and watching to understand the pattern of evolution and shifts in competitive positions. </span></b></i></div>Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com4tag:blogger.com,1999:blog-8205860534077539766.post-84326169291116224842008-09-01T22:53:00.001-04:002008-09-01T23:10:02.627-04:00The New Front on Google-Microsoft Battle: Browser-Wars<div style="font-family: "Trebuchet MS",sans-serif;">WSJ is reporting that Google is launching its own browser, Chrome. Specifically, the WSJ <a href="http://online.wsj.com/article/SB122029908090487903.html?mod=2_1571_topbox" linkindex="196">article</a> notes that:</div><blockquote style="font-family: "Trebuchet MS",sans-serif;">Google executives have expressed concern that existing browsers might fail to support the sort of new Web-based applications they want to develop as they seek to expand the company's influence beyond search. By building its own Web-browsing software, Google is ensuring that it will have a platform for its Internet services that needn't conform to other companies' standards.</blockquote><div style="font-family: "Trebuchet MS",sans-serif;">Microsoft and Google battle each other in Internet search and in applications. Google leads in search while Microsoft is the leader in the applications with its Office Suite. They also fight in the mobile OS arena with Microsoft spearheading Windows Mobile while Google is orchestrating its Android OS ecosystem. </div><div style="font-family: "Trebuchet MS",sans-serif;">--</div><div style="font-family: "Trebuchet MS",sans-serif;">One may have thought that the browser war is long-over but it is not as it continues to be an important part of the tecnology architecture shaping business strategies and practices in the network era. Apple is slowly making Safari important not only for its Macintosh computers but also for its iPhones. It will be interesting to see the link between Chrome and Android. Here's a <a href="http://books.google.com/books?id=8UsqHohwwVYC&printsec=frontcover" linkindex="197">link</a> to the comic book that explains Chrome. This is a quick overview video.</div><div style="font-family: "Trebuchet MS",sans-serif;"></div><div style="font-family: "Trebuchet MS",sans-serif;"><object height="344" width="425"><param name="movie" value="http://www.youtube.com/v/ZpKWK6SEVIY&hl=en&fs=1"></param><param name="allowFullScreen" value="true"></param><embed src="http://www.youtube.com/v/ZpKWK6SEVIY&hl=en&fs=1" type="application/x-shockwave-flash" allowfullscreen="true" width="425" height="344"></embed></object> </div><div style="font-family: "Trebuchet MS",sans-serif;">--</div><div style="font-family: "Trebuchet MS",sans-serif;">The following paragraphs from Google's blog provides some more details--mainly their rationale to create their own browser to maintain their distinctive edge in related areas. </div><blockquote style="font-family: "Trebuchet MS",sans-serif;">All of us at Google spend much of our time working inside a browser. We search, chat, email and collaborate in a browser. And in our spare time, we shop, bank, read news and keep in touch with friends -- all using a browser. Because we spend so much time online, we began seriously thinking about what kind of browser could exist if we started from scratch and built on the best elements out there. We realized that the web had evolved from mainly simple text pages to rich, interactive applications and that we needed to completely rethink the browser. What we really needed was not just a browser, but also a modern platform for web pages and applications, and that's what we set out to build.<br />
<br />
On the surface, we designed a browser window that is streamlined and simple. To most people, it isn't the browser that matters. It's only a tool to run the important stuff -- the pages, sites and applications that make up the web. Like the classic Google homepage, Google Chrome is clean and fast. It gets out of your way and gets you where you want to go.<br />
<br />
Under the hood, we were able to build the foundation of a browser that runs today's complex web applications much better. By keeping each tab in an isolated "sandbox", we were able to prevent one tab from crashing another and provide improved protection from rogue sites. We improved speed and responsiveness across the board. We also built a more powerful JavaScript engine, V8, to power the next generation of web applications that aren't even possible in today's browsers.<br />
<br />
This is just the beginning -- Google Chrome is far from done. We're releasing this beta for Windows to start the broader discussion and hear from you as quickly as possible. We're hard at work building versions for Mac and Linux too, and will continue to make it even faster and more robust.</blockquote><div style="font-family: "Trebuchet MS",sans-serif;"> ---</div><div style="font-family: "Trebuchet MS",sans-serif;"><i><b><span style="color: red;">In network-era, the scope and shape of competition continually evolve. The playground is far from static. What will Microsoft do next? And, will this further cool the historically strong relationship between Google and Apple? </span></b></i></div>Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com3tag:blogger.com,1999:blog-8205860534077539766.post-42114759258047370282008-08-30T17:51:00.001-04:002008-08-31T11:03:41.842-04:00Google Map Maker: User-Driven Innovation of Content and Evolution of the Product Itself<div style="font-family: "Trebuchet MS",sans-serif;">How to tap into local, distributed user-expertise to create high quality content? <a href="http://www.google.com/mapmaker" linkindex="18">Google Map Maker</a> is an interesting example of a product that is in the spirit of collective user-generated content. It is also an example of a product created by specific local need to have high quality, rich data in countries like India that may not have reliable digital data sources. </div><div style="font-family: "Trebuchet MS",sans-serif;"><object height="344" width="425"><param name="movie" value="http://www.youtube.com/v/DjoXsot4Xao&hl=en&fs=1"></param><param name="allowFullScreen" value="true"></param><embed src="http://www.youtube.com/v/DjoXsot4Xao&hl=en&fs=1" type="application/x-shockwave-flash" allowfullscreen="true" width="425" height="344"></embed></object></div><div style="font-family: "Trebuchet MS",sans-serif;">--</div><div style="font-family: "Trebuchet MS",sans-serif;">It is now available in about 57 <a href="http://www.google.com/mapmaker/mapfiles/s/launched.html" linkindex="19">countries</a>. I see it as an example of emergent user-driven innovation where the product itself may evolve as users in these 57+ countries experiment and adapt the Map Maker. As Google's own <a href="http://googleblog.blogspot.com/2008/08/empowering-users-to-map-their-worlds.html" linkindex="20">blogpost</a> indicated: </div><blockquote style="font-family: "Trebuchet MS",sans-serif;">We hope Google Map Maker will result in rich local data which will benefit Google users both on the web and on mobile. The creation of base maps where there were previously none will encourage many mashups, mapplets and other cool applications that make use of this data. We're also excited to see Google Map Maker create a new breed of local map experts who bring their passion for their neighborhoods and communities into the online world, adding to local commerce, tourism and investment.</blockquote><div style="font-family: "Trebuchet MS",sans-serif;">--</div><div style="font-family: "Trebuchet MS",sans-serif;"><b><span style="color: red;"><span style="font-size: small;"><i>In the network era, customers and consumers are not external to the business system--but integral to it--continually shaping and evolving product characteristics and user experiences. And, corporations like Google create economies-of-expertise by leveraging local innovations for global advantage. </i></span><br />
</span></b></div><div style="font-family: "Trebuchet MS",sans-serif;"></div>Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com1tag:blogger.com,1999:blog-8205860534077539766.post-64436241687477317052008-08-21T10:26:00.009-04:002008-08-21T17:19:54.562-04:00Widgets for Television: Can Yahoo and Intel Control the Architecture?One of the holy grails of Web 2.0 is about the integration of television and Internet. The reason is obvious: the currency for monetizing Web 2.0 is advertising and major players are jockeying to be part of the shifts underway in the advertising business network. Microsoft's interest in Yahoo is part of this broader transformation underway. <br />
--<br />
Intel and Yahoo <a href="http://www.intel.com/pressroom/archive/releases/20080820comp_b.htm">announced </a>a new business relationship focused on creating the Widget Channel. It is a "TV application framework optimized for TV and related consumer electronics devices that uses the Intel architecture." <br />
<br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj_7LRQhTejKaSPdsydf2to1UJWgfkDbjXYNTvlW8CrqkLLx2imnIPhqMTEJhA9sAun8w0vDEsVgK81GPdof8quYem7xlRGS3tlL_VdkG0uHHOHArsXEs3KUz6PMQGEY8Buz5ZHuqJnXxg/s1600-h/Preview_of_the_Widget_Channel.jpg"><img style="cursor:pointer; cursor:hand;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj_7LRQhTejKaSPdsydf2to1UJWgfkDbjXYNTvlW8CrqkLLx2imnIPhqMTEJhA9sAun8w0vDEsVgK81GPdof8quYem7xlRGS3tlL_VdkG0uHHOHArsXEs3KUz6PMQGEY8Buz5ZHuqJnXxg/s400/Preview_of_the_Widget_Channel.jpg" border="0" alt=""id="BLOGGER_PHOTO_ID_5236984335037242018" /></a><br />
--<br />
Why is this development interesting? <blockquote>The Widget Channel will allow consumers to enjoy rich Internet applications designed for the TV while watching their favorite TV programs. The Widget Channel will be powered by the Yahoo! Widget Engine, a fifth-generation applications platform that will enable TV watchers to interact with and enjoy a rich set of “TV Widgets,” or small Internet applications designed to complement and enhance the traditional TV watching experience and bring content, information and community features available on the Internet within easy reach of the remote control. The Widget Channel will also allow developers to use JAVASCRIPT, XML, HTML and Adobe® Flash® technology to write TV applications for the platform, extending the power and compatibility of PC application developer programs to TV and related CE devices. In addition to supporting the Yahoo! Widget Engine, Yahoo! will also provide consumers Yahoo!-branded TV Widgets that are customized based on its category-leading Internet services. </blockquote><br />
--<br />
It can allow for the creation of new formats and new models for TV viewing. <br />
<blockquote>Underlying the Widget Channel will be a powerful set of platform technologies, including the Yahoo! Widget Engine and core libraries that expose the powerful functions enabled by the Intel Architecture. The Widget Channel framework will use established Internet technologies to dramatically lower the barrier of entry for developing applications optimized for TV. To help create new TV Widgets for the Widget Channel, Intel and Yahoo! plan to make a development kit available to developers, including TV and other CE device makers, advertisers and publishers. The Widget Channel will also include a Widget Gallery, to which developers can publish their TV Widgets across multiple TV and related CE devices and through which consumers can view and select the TV Widgets they would like to use.<br />
<br />
Intel and Yahoo! are working with a range of industry-leading companies that are planning on developing and deploying TV Widgets, including Blockbuster*, CBS Interactive*, CinemaNow*, Cinequest*, Comcast*, Disney-ABC Television Group*, eBay*, GE*, Group M*, Joost*, MTV*, Samsung Electronics Co., Ltd.*, Schematic*, Showtime*, Toshiba* and Twitter*. These and other companies and individuals will be able to innovate, differentiate and deploy TV Widgets across multiple TV and related CE devices using the Widget Channel framework.</blockquote>Here's a good overview <a href="http://intelconsumerelectronics.com/Consumer-Electronics-3.0/The-Next-Generation-TV-Experience.aspx">video </a>on the Next-Generation TV Experience. <br />
<br />
--<br />
The other attempts at integrating Internet and Television seem to be mor closed and proprietary--different from the business logic of Web 2.0. <br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjWl4B2feBspUi2D25cZc5xNIjEwydJtmsYT8ET7jvRaf2MFUU9E3hs-YSYbw7CgtlEJlHXojRPCips7oKqqhc4rWCe2YBYwfCu9cg-6gziu9-qIx7uPj4aT3ZOGBJsFkQWEjEPRFs9IAg/s1600-h/sony+Bravia+Internet+video+adapter.jpg"><img style="cursor:pointer; cursor:hand;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjWl4B2feBspUi2D25cZc5xNIjEwydJtmsYT8ET7jvRaf2MFUU9E3hs-YSYbw7CgtlEJlHXojRPCips7oKqqhc4rWCe2YBYwfCu9cg-6gziu9-qIx7uPj4aT3ZOGBJsFkQWEjEPRFs9IAg/s400/sony+Bravia+Internet+video+adapter.jpg" border="0" alt=""id="BLOGGER_PHOTO_ID_5236983723612364322" /></a><br />
For example, as Walt Mossberg reviewed in <a href="http://online.wsj.com/article/SB121866703271738583.html">WSJ</a>, Sony Bravia <blockquote>"adapter is the Bravia Internet Video Link. This is a $300 module that attaches to certain Sony HDTV models. It can either be set up beside the TV or snapped onto the back of the set. Once it's connected to your TV and to your home network for Internet access, a new menu appears on the TV allowing you a choice of videos from numerous online sources, including YouTube, Yahoo, Blip. TV, Sports Illustrated, AOL, Wired, and the Web sites of CBS, Showtime and more.</blockquote>But more important is that it does not work on non-Sony TV sets. <em><strong>Do we need another proprietary format from Sony?</strong></em> <br />
Mossberg also reviewed the Netflix player by Roku. <blockquote>The Netflix Player by Roku is much simpler. In fact, it was the simplest set-top box I have ever tested. It costs just $100 and does just one thing: It allows Netflix subscribers to view its movies and TV shows via the Internet on a television set instead of on a computer. It can't get you any other video content from the Internet.</blockquote><br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjuPuN9TGr4Gyx7nby8w2CejN-sT2NF3VVWS9yJ0nOMp9NPgg-oJpxwL8UsyyN9rVfBgYd9vHDhjb2-4TxZMjXkd9hWSJeYxacYs4nVQQQZdUyMPMmlrc8-mmBVuc__S_c6p0-0EA47yQM/s1600-h/Netflix_Player_by_Roku_1.jpg"><img style="cursor:pointer; cursor:hand;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjuPuN9TGr4Gyx7nby8w2CejN-sT2NF3VVWS9yJ0nOMp9NPgg-oJpxwL8UsyyN9rVfBgYd9vHDhjb2-4TxZMjXkd9hWSJeYxacYs4nVQQQZdUyMPMmlrc8-mmBVuc__S_c6p0-0EA47yQM/s400/Netflix_Player_by_Roku_1.jpg" border="0" alt=""id="BLOGGER_PHOTO_ID_5236983725127870866" /></a><br />
Again, closed connections in an era where the consumers clamor for openness. <br />
--<br />
Apple's iPhpne 3G <a href="http://www.apple.com/iphone/appstore/">App Store </a>is leading the way to create a broader network of applications from third-party developers. What Intel and Yahoo are trying to do is create a compelling Widget Channel for integrating TV and Internet. Will that succeed? It's too early to say but we will surely see lot more initiatives to influence the way we access, consume and share rich multi-media content. <br />
--<br />
<em><strong>Yahoo and Intel may have launched this as a way to establish their technical architecture. There will be other competing architectures and the shape of the business system will evolve, morph and shape over time.</strong></em>Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com0tag:blogger.com,1999:blog-8205860534077539766.post-74537163555565746612008-08-21T09:12:00.005-04:002008-08-21T09:20:52.188-04:00From Bluetooth and WiFi to WiTricity: Will It Happen Soon?I am not a big fan of wires (especially for charging electricity). There are just too many of them--different ones for different devices. Just as we have now taken WiFi for granted at many places, I have often wondered when might we have wireless charging of devices. NY Times is <a href="http://www.nytimes.com/2008/08/21/technology/21intel.html?ref=business">reporting </a>that a demonstration may be forthcoming tomorrow. <br /><blockquote>On Thursday, the chip maker plans to demonstrate the use of a magnetic field to broadcast up to 60 watts of power two to three feet. It says it can do that losing only 25 percent of the power in transmission. <br />“Something like this technology could be embedded in tables and work surfaces,” said Justin Rattner, Intel’s chief technology officer, “so as soon as you put down an appropriately equipped device it would immediately begin drawing power.”</blockquote>--<br />The label WiTricity come from the MIT project. <blockquote>The MIT group refers to the idea as WiTricity, a play on wireless and electricity. Both the M.I.T. group and the Intel researchers are exploring a phenomenon known as “resonant induction,” making it possible to transmit power several feet without wires. </blockquote>--<br />We are evolving towards a network era with Bluetooth, WiFi and WiTricity!Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com0tag:blogger.com,1999:blog-8205860534077539766.post-81201738484328294752008-08-19T09:08:00.002-04:002008-08-19T09:12:17.628-04:00Sliderocket--an interesting presentation tool for the network era<a href="http://www.sliderocket.com">Sliderocket </a>seems to be an interesting application to create compelling presentations--particularly suited for the collaboration requirements for the network era. It is in private-beta stage now. <br />--<br /><object width="425" height="274" id="embedded_player" type="application/x-shockwave-flash" data="http://service.twistage.com/plugins/player.swf?v=610ecb6829c02&p=fctv-homepage"><param name="movie" value="http://service.twistage.com/plugins/player.swf?v=610ecb6829c02&p=fctv-homepage"/><param name="allowfullscreen" value="true"/><param name="allowscriptaccess" value="always"/><param name="base" value="http://service.twistage.com"/></object>Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com0tag:blogger.com,1999:blog-8205860534077539766.post-19927461902118629982008-08-14T14:54:00.003-04:002008-08-14T15:07:52.705-04:00Google=Apple?<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjrhAtLK_f_lIXsh7mt1yiBoZ66z80ynr_PERSUMTbPm_uTFdaRpXWRnlGVFWuqdA9K3_1jTzUCwSsa4c_3evnZ_KlGs0fiSzMpeIuO-FJveSt7tUFyi-lQTm1g4B6QauIuRNnPzdbER8g/s1600-h/Picture+3.png"><img style="cursor:pointer; cursor:hand;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjrhAtLK_f_lIXsh7mt1yiBoZ66z80ynr_PERSUMTbPm_uTFdaRpXWRnlGVFWuqdA9K3_1jTzUCwSsa4c_3evnZ_KlGs0fiSzMpeIuO-FJveSt7tUFyi-lQTm1g4B6QauIuRNnPzdbER8g/s400/Picture+3.png" border="0" alt=""id="BLOGGER_PHOTO_ID_5234451993054892130" /></a><br />From a market capitalization point of view, Apple and Google are roughly equal in value (around $159 billion). That is a creditable achievement for Apple for sure. I doubt few could have made this prediction a year or so back. <br /><br />John Henderson and I derived a <a href="http://network-strategy.blogspot.com/2008/07/business-model-innovations-in-network.html">typology</a> of business model innovations in the network era. For that typology, Apple is prototypical of Design-and-Dominate approach and Google as reflecting the Explore-and-Exploit approach. <br />---<br />It is interesting to see that these two companies pursuing two different approaches to crafting winning strategies in the network era have arrived at the same level of market capitalization today. I expect to see Apple do well in the coming months with further enhancements to its design-and-dominate strategy with Macs, iPhone and iPod. I also expect to see a rejuvenated Google dominate the online advertising and related areas (and finally develop monetized business models with YouTube and Android mobile phones).Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com0tag:blogger.com,1999:blog-8205860534077539766.post-81078874089976322902008-08-13T07:51:00.005-04:002008-08-13T08:01:46.975-04:00Apple's Product Launch Cycle in the Age of BlogosphereThis is an interesting description of the hype (and reality) of Apple's product launch cycle in the age of blogosphere!. Enjoy reading it <a href="http://www.misterbg.org/AppleProductCycle/">here</a>. <br />--<br />So what will Jobs announce in September? or in January? If you cannot wait, here are two places to track--<a href="http://appleinsider.com/">AppleInsider</a> and <a href="http://www.macrumors.com/">Macrumors</a>. Or watch one of many videos of new product launches and mock-ups created by enthusiasts eager to be part of the web 2.0 movement!<br /><br /><object width="425" height="344"><param name="movie" value="http://www.youtube.com/v/3D4LOSUj44I&hl=en&fs=1"></param><param name="allowFullScreen" value="true"></param><embed src="http://www.youtube.com/v/3D4LOSUj44I&hl=en&fs=1" type="application/x-shockwave-flash" allowfullscreen="true" width="425" height="344"></embed></object><br />--Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com0tag:blogger.com,1999:blog-8205860534077539766.post-8014346888665373462008-08-09T20:09:00.001-04:002008-08-09T20:09:04.289-04:00Olympics-Opening Ceremony<div>Rise of China as a Global Power--Opening Ceremony 2008 Olympics</div><br /><script type="text/javascript" src="http://wgtclsp.nbcolympics.com/o/4812279165b55abb/489e3196d44bad47/4812279147dd6d78/9bf49f40/widget.js"></script><div style="font:10px arial;width:300px;margin-top:3px;">Exclusive <a href="http://www.nbcolympics.com/" target="_blank">Summer Olympics</a> news & widgets at NBC Olympics.com!</div>Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com0tag:blogger.com,1999:blog-8205860534077539766.post-58535317427554487732008-08-09T17:32:00.004-04:002008-08-09T17:35:50.916-04:00Global Collaboration: Emergent Tools (1)One of the biggest opportunities and challenges in the network era is global collaboration--not just standard outsourcing of structured tasks but unstructured tasks involving pooled interdependence of tacit knowledge among workers distributed globally. This tool provides a glimpse of how network-based global collaboration could happen. <br /><br /><object width="400" height="225"> <param name="allowfullscreen" value="true" /> <param name="allowscriptaccess" value="always" /> <param name="movie" value="http://www.vimeo.com/moogaloop.swf?clip_id=1450211&server=www.vimeo.com&show_title=1&show_byline=1&show_portrait=0&color=&fullscreen=1" /> <embed src="http://www.vimeo.com/moogaloop.swf?clip_id=1450211&server=www.vimeo.com&show_title=1&show_byline=1&show_portrait=0&color=&fullscreen=1" type="application/x-shockwave-flash" allowfullscreen="true" allowscriptaccess="always" width="400" height="225"></embed></object><br /><a href="http://www.vimeo.com/1450211?pg=embed&sec=1450211">Aurora (Part 1)</a> from <a href="http://www.vimeo.com/user524591?pg=embed&sec=1450211">Adaptive Path</a> on <a href="http://vimeo.com?pg=embed&sec=1450211">Vimeo</a>.<br />--<br />I am looking forward to seeing future parts of this series.Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com0tag:blogger.com,1999:blog-8205860534077539766.post-71239160095074002052008-08-06T07:07:00.002-04:002008-08-06T07:18:13.384-04:00Yahoo's 'Hanging Chad'The final result stands but the credibility of Yang and Bostock weakened by the recount. Under ordinary circumstances, such error-corrections are footnotes and not news. But, Yahoo's Aug 1 meeting was supposed to be anything but ordinary. With Icahn and Yahoo settling beforehand, the meeting was supposed formality of re-electing the Board without much fanfare. <br />--<br />So what happened after the <a href="http://online.wsj.com/article/SB121795327814413747.html?mod=2_1571_leftbox">recount</a>? Yang got 65% instead of 85%. Bostock got 60% instead of 80%. While both got re-elected, they hardly got the mandate to lead Yahoo with strong support from the shareholders. What Yang and Bostock needed on August 1 was a mandate and endorsement from the shareholders to lead Yahoo in the coming months and years. The recount puts further pressure on Yahoo to come up with a credible strategic plan and execute it to unleash shareholder value--a tall challenge given the <a href="http://finance.yahoo.com/q?s=YHOO">stock</a> is hovering around $20. <br />--<br />Time to focus on the future and regain shareholder credibility.Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com0tag:blogger.com,1999:blog-8205860534077539766.post-50196830885591759102008-08-02T08:25:00.002-04:002008-08-02T08:33:15.255-04:00Yahoo: One Chapter Ended; Has a New Chapter Begun?As I expected, there were no fireworks at the Yahoo meeting on August 1. Yahoo shareholders approved the expanded slate of directors. My guess is that they figured that this expanded Board has the best knowledge and mandate to get Yahoo going again after the Microsoft saga. I think the Microsoft saga is mostly over although some words were <a href="http://biz.yahoo.com/rb/080801/yahoo.html?.v=2">exchanged</a> over whether or not Microsoft was really seriously interested in taking over Yahoo. <br />--<br />What Yahoo needs is to deliver on the financial guidance for 2008. It is interesting that Yahoo is now capitalized at less than $20 Billion. At this price, will Yahoo get any new suitors? Only if Carl Icahn can orchestrate a different coalition to boost up the market value and make sure that his investments are not in the red. <br />--Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com0tag:blogger.com,1999:blog-8205860534077539766.post-27864001432367419252008-07-31T12:24:00.005-04:002008-07-31T12:49:04.265-04:00Yahoo's Much-Delayed 'Meeting' on August 1: Much Ado About Nothing or Articulating a Compelling Strategic Vision?The much delayed meeting at Yahoo is tomorrow. Nothing newsworthy may come out tomorrow because most thorny issues have either been already settled or need to be settled after August 1.<br /><br /><span style="font-weight:bold;">Question 1.</span> What role for Yang? Icahn has patched up and he along with two members are on Yahoo's Board now. Now, he is not an activist outsider. He needs to steer, lead and guide Yahoo to be a force in the online space. That will take time and patience. The unanswered question then is--Will Yang be forced out by the Board not simply because of Icahn but because the company may need new blood and new energy? <br /><br /><span style="font-weight:bold;">Question 2.</span> How will the Google relationship evolve? As of now, that relationship is still in play. No negative information from the Government; So, I expect that to continue as both assess the business value (and risk) of the experiment while they wait for the Government verdict (or inaction). <br /><br /><span style="font-weight:bold;">Question 3.</span> Does Microsoft have any serious part in Yahoo's strategy going forward? All indications are that the story is over. But, it is safe to say that a big chapter (and many be a big section) is over but the story may not be over. It is simply because any serious challenge to Google should involve Yahoo (which is still capitalized at around $28B). If the stock price falls much below today's price of about $20, all options and all price levels are in play. <br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh5igIihB7gEkSOMx_9k0zPw-_YIXsvtOjUm_8bTm2MCnp2WvYKtGqoY9MHfDQ-BAzR75Ofz0XsmXhbFR7prQpRjB00jef6aeaWjKe0KXCt1TnSqCawrjInfOwXCYv_JuHaLNqNvT6JDco/s1600-h/Picture+2.png"><img style="cursor:pointer; cursor:hand;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh5igIihB7gEkSOMx_9k0zPw-_YIXsvtOjUm_8bTm2MCnp2WvYKtGqoY9MHfDQ-BAzR75Ofz0XsmXhbFR7prQpRjB00jef6aeaWjKe0KXCt1TnSqCawrjInfOwXCYv_JuHaLNqNvT6JDco/s400/Picture+2.png" border="0" alt=""id="BLOGGER_PHOTO_ID_5229219112734028322" /></a><br />----<br />Tomorrow's meeting marks the beginning of Yahoo's next phase of evolution. While we may not see new news or theatrics (Carl Icahn will not even be present and T. Boone Pickens has sold his yahoo stake at a loss), we should watch for what Yang & Co. lay out as strategic directions and milestones. The market desperately is looking for some clarity now that the merger talks have ended. Will the expanded Board deliver on that expectation?Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com0tag:blogger.com,1999:blog-8205860534077539766.post-63267327628079996902008-07-24T18:16:00.003-04:002008-07-24T18:43:10.255-04:00Microsoft--Facebook Connection Gets Closer and Deeper (?)I have always felt that Microsoft was seeking the wrong partner in wooing Yahoo. After all, Yahoo had failed to capitalize on the potential and was losing ground fast to Google. The new kid on the block is Facebook--which is winning handsomely against MySpace. And, Microsoft essentially provided a public valuation for the privately-held Facebook when it <a href="http://www.microsoft.com/Presspass/press/2007/oct07/10-24FacebookPR.mspx">invested</a> $240 Million in October 2007. Essentially that investment valued Facebook then at $15 Billion. At that time, Kevin Johnson--who has since left Microsoft--made the following comments:<br /><blockquote>“Making this investment and expanding this partnership will position Microsoft and Facebook to better take advantage of advertising opportunities around the world, and is a great win for not only for our two companies, but also our collective users and advertisers,” said Kevin Johnson, president of the Platforms & Services Division at Microsoft. “We have partnered well over the past year and look forward to doing some exciting things together in the future. The opportunity to further collaborate as advertising partners is a big reason we have decided to take an equity stake, and is a strong statement of our confidence in the long-term economics of this partnership.”</blockquote><br />--<br />On the day after Kevin Johnson's departure, Microsoft announced that it is deepening the relationship with Facebook. Satya Nadella made the following comment as part of Steve Ballmer's <a href="http://www.microsoft.com/msft/speech/FY08/BallmerFAM2008.mspx">segment</a> at the 2008 Financial Analyst Meeting today. <br /><blockquote>One last thing I wanted to also talk about is an extension of our Facebook relationship where we are extending it to Search and Page Search. We will be providing an API to Facebook where they will create a rich search experience, including a Web search for the Facebook users. And that's something that they will launch in the fall, working with us, and it'll carry both our Web results as well as our Page Search advertising. So we're excited about even using that as an opportunity to further extend the Live Search reach.</blockquote>---<br />To me, this is an important relationship that Microsoft should nurture and grow. It is potentially as important as the relationship that Microsoft had with Intel during the heydays of the Wintel architecture dominating the PC sector. Microsoft-Facebook could evolve to be a powerful social network advertising platform that could potentially attract Yahoo, AOL and others to be part of the ecosystem that might one day be a dominant credible competitor to Google. I think Microsoft can do without the distractions of Yahoo for now. This cooperation is worth watching and tracking.Anonymoushttp://www.blogger.com/profile/17743943841569898151noreply@blogger.com1