If software can be injected into an industry’s product it will bend to the will of the software writers.
This theory expands on Marc Andreessen’s observation that “software is eating the world”. The evidence is that software, coupled with microprocessors, sensors, batteries and networking becomes applicable to an increasingly larger set of problems to be solved. Software has “eaten” large portions of entertainment (e.g. Pixar, iTunes, video games), telecommunications (iPhone, Android, Messaging), various professions including journalism, management and law, and is entering transportation, energy and health care and poised over banking, finance and government.
As entry happens, asymmetries are enabled and disruption follows. This is the bending to the will of the writers–who tend not to be incumbents. The incumbents can’t embrace the changes in business models enabled by software without destroying their core businesses and thus, invariably, they disappear.
The pattern is easily observed but the speed and timing of it is difficult to predict and hence investment success is not certain. There are many entrants who try and few succeed and there are many incumbents who will survive longer than a prophet can stay hungry.
Nevertheless, this process of software-induced turnover in wealth–and, incidentally, vast, additional wealth creation–is inevitable.
But can we predict anything other than timing? For example, can we predict the next industry to succumb to this force?
My thanks to Eric Jackson for his thought-out questions on Apple. As published in Forbes, here is his Interview With Horace Dediu: What To Expect When Apples Expecting.
A few excerpts:
Q: Do you expect to see a sapphire cover on the new iPhone(s)? Is that material significant?
I expect Sapphire will become a signature feature across many products. I don’t know if they will have capacity to deploy on iPhone this year but on a watch it’s essential. Here’s a clue: if the screen has any curvature, especially around edges, it needs to be sapphire as glass can’t take strain in that shape. The scope of the plant they are building with GT implies that they will have massive volume potential with at least one major iPhone model using the material. It’s a significant material because it allows design freedom in new directions, especially curved (concave) touch surfaces that retain a jewel-like feel. This has Jony Ive all over it.
Q: Is it fair to conclude now based on the 5C and 5S that Apple will never launch a “cheap iPhone”?
Oscar Wilde said a cynic is someone who knows the price of everything and the value of nothing. When I see the word “cheap” I never know if it refers to price or value. And even when we talk about price, an iPhone is cheaper than buying all the things it replaces so it’s always been a low end disruptor in my mind. (I saw a tweet with an image of a Radio Shack ad from the 1980s and every single item available on that page is now a part of the iPhone. It would have cost thousands to buy all those things back then–and dollars were worth a lot more.) Furthermore, I think Apple holds a black belt in pricing. They seem to define their position in the market by anchoring certain prices and “owning” them. Given all that I would say that Apple is not going to move their price points much. They will expand the portfolio and offer some iPhones at $300 but they will be older models. The average selling price (ASP) I expect to remain constant on a year-long average.
Q: In the past, Apple critics were quick to dismiss the new iPad and 5C iPhone as failures upon their introduction. You never judge. You just report the facts and data. That said, is there anything about past new Apple products launches that we should look at as a predictor of how a new iWatch might be received by customers?
When the iPad was imminent the great debate was over whether it would run iOS or OS X. Many imagined a touch-based Mac rather than the “big screen iPod touch”. It was a tough call and one which Microsoft could not and still does not make. Therefore, the interesting question for me with respect to iWatch is: What OS it will run? I will be shocked to the core if it does not run iOS. It is my opinion that making iOS work on it is the entire reason Apple is sweating this segment. They are in it because they are trying to make a platform product with a novel user experience and all the power of an ecosystem run on a wrist. It’s as big a problem as getting a phone-sized device to run a touch UI was in 2007. That is the crucial contribution that Apple is making to this next generation of computing. Now you might ask what users are asking for in this segment. The answer is nothing. Nobody is asking for this. As nobody asked for the iPhone (or the Mac or the iPad). It’s a new computer form factor and how it will be used will be determined by the apps written for it. But it will work and be magical out of the box in version 1. This is in contrast to the single purpose or accessory model of wearables we see to date.
Q: As a student of disruption, where is Apple most vulnerable to being disrupted?
Apple is a new market disruptor but much of what is put forward as a threat to it is low-end disruption. I think Apple knows enough about how that happens that it can manage its way around it. The strategy they employ is one of attrition. If you wait long enough a low-end threat tends to wear itself out as it starves of profit and is constantly gnawed-at by alternatives. (You see, if the disruptor cannot manage a profit then they cannot climb up the trajectory to get on top of the incumbent. Being profitable is a key requirement for successful disruption in the long term.) The attrition strategy works as long as you have the fortitude to hold out and the deep pockets to keep improving your product as alternatives flame out. It is my belief that Jobs made sure that thinking is inculcated in the company. So if not low-end is the company vulnerable to new-market disruptors? This is more subtle and the threat here is what Google/FaceBook/Amazon and the other ecosystems are all about. It’s creating new usage models and shifting where consumers place brand value. I think this is more what keeps Apple’s management awake at night. They are not standing still however. iTunes and Software and Services (now with Beats on board) is the way they are staying on top of that threat.
Lots more here.
Part I is a review of the “automotive stack” and note how there is no singular event that seems to affect disruptive change. From changing jobs to be done, modular design and manufacturing processes, powertrain evolution, urbanization, environmental interests, regulation and taxation.
Part II is a review of a framework of analysis based on sources and uses of energy. Inputs, efficiency/losses, network effects and inertia, what can change and what can’t change.
For a shot of theory, Horace reflects on the dichotomy of efficiency vs. efficacy when it comes to predicting change in the sector.
via Asymcar 17: 27 Quadrillion BTUs | Asymcar.
Predictions of the iPhone Portfolio, big screen phones and what they are good for, and a tentative review of Ed Catmull’s “Creativity, Inc”
5by5 | The Critical Path #119: Creativity and Engineering.
Prior to implementing a dividend and share buyback plan, Apple had accumulated about $120 billion in cash and marketable securities. In the eight quarters since implementing the cash return plan, Apple has paid about $21.5 billion in dividends and spent another $53 billion of its shareholder’s money buying its own shares and retiring them. That’s $74.5 billion in cash that’s been removed from its balance sheet.
To avoid some repatriation taxes it also borrowed about $29 billion.
Of course, in the meantime, it also generated cash from operations.
Before the plan’s implementation, eyeing the cash allowed for easy tracking of the accumulation of retained earnings. After the plan it’s become a bit more complicated. The following graph shows all the quantities involved:
The graph lets us answer the question “What would have happened if Apple had not paid any dividends, bought back shares and taken on debt?”
The answer is in the blue line. It would be about $210 billion today. There are about a dozen companies other than Apple worth more than that amount.
As the company is not growing as quickly as it used to, the slope of the blue line is constant (i.e. it’s nearly linear.) Though that might be seen as evidence of failure, it’s more useful to treat this vast quantity as a recognition of past successes. The company’s beleaguered status needs to be carefully preserved.
Leap your toughest business problems in a single bound.
At Gaslight, we transform businesses with technology. Let’s work together to build custom software that gives your business superpowers. The kind that allow you to boost profits, innovate faster, launch a new revenue stream or radically improve productivity.
We believe in the power of:
Small, mighty teams: We’ll assign a strong dedicated team, often two developers and a designer, to work on your project.
Laser focused work: Our agile development process allows us to build software faster and focus on building the features that deliver the most value to your business.
True partnerships: We consider our clients part of the team and collaborate with them on a daily basis.
Read our case studies to see how we’ve given other businesses superpowers. Or reach out to kick off a project.
p.s. 5 signs your business needs custom software
Sponsored via Syndicate Ads
Amazon’s recent disputes with publishers (Hachette and Disney) shows a degree of market power that is closer to monopsony than to monopoly but this power is nevertheless real. It may not not be something that requires intervention, regulation or even scrutiny but market power is evident in both how companies operate and in how they are valued.
If you look at the following graph, it’s easy to spot those with “monopoly” power. The graph shows a short history of revenues/operating income and P/E ratios. Modest or no growth in earnings coupled with extraordinary high P/E ratios indicate that the market understands the business is not threatened by competition.
There are 80 million Mac users. The last 12 months saw sales of 18 million Macs.
As of the end of June there were 886,580,000 iOS devices sold. As of today the total is well over 900 million. One billion sold will happen well before this year is out. Estimates of current iOS users vary but they are probably at least 500 million and could be 600 million.
Apple claims 800 million iTunes accounts.
Therefore, in terms of revenues:
- Mac User = $289/yr
- iOS User = $262/yr
- iTunes User = $25/yr
Adding iTunes usage to either Mac or iOS yields
Gartner’s own press release has an interesting spin:
“After Two Years of Decline, Worldwide PC Shipments Experienced Flat Growth in Second Quarter of 2014, According to Gartner”
Gartner’s actual figure is 0.1% growth. Gartner and IDC measure slightly different quantities as “PC” but they don’t disagree much. IDC still shows declining PC sales at about -1.7%. However both also include the Mac in their accounting of PC. If we were to remove the Mac and measure “Windows PC” Gartner’s figures would show -0.8% drop in PC ex-Mac shipments.
The difference in growth between the Mac and non-Mac PCs is shown in the following graph.
As Apple puts it, the Mac grew faster (and hence gained share) for 31 out of the last 32 quarters. It missed on this perfect record during the fourth quarter of 2012 when the then fresh new iMac was impossible to buy due to production issues.
So as far as the Mac is concerned the slowing of the decline in PC unit shipments isn’t at its expense.
I will be conducting our 10th Airshow event in Tokyo on Thursday, 17 July 2014.
The purpose of Airshow is to:
- Understand how data can be used to persuade through an appeal to logic as well as through empathy.
- Understand the basics of “data cinematicism” including the techniques analogous to cinematography and direction.
- Understand story development techniques including how to facilitate the audience’s entry into the story.
- Learn how to build a cinematic presentation.
The method we devised borrows heavily from the techniques of cinematography and screenwriting to impart meaning to the audience beyond the literal words spoken or images shown on screen. These techniques are demonstrated with “feature presentations” and then deconstructed in interactive lectures. Throughout we also weave Aristotelian rhetorical tips and present from the Asymco repertoire of stories.
See Airshow Tokyo event page for more information. Registrations are available. Students may register for academic discounts.