May 26, 2012
I believe Nokia when it says that the company has no Plan B, or that Plan B is to make Plan A a success – at least for now. Perhaps it would prefer not to consider such an alternative until it saw that Windows Phone was failing to make inroads after an extended period of time. Of course, the big question is, how long would that period be?
The line from Nokia is that the ecosystem of Windows Phone must succeed for Nokia to succeed. But I’m not sure it’s so black and white. Apple, and for years before it, RIM, succeeded with no other licensees of its operating system. There was that brief window where PalmOne was the only successful licensee of Palm OS, owned by PalmSource. And, really, which major handset provider besides Nokia was wildly successful with Symbian?
Indeed, while few doubt that Nokia will be the most successful Windows Phone licensee, a successful ecosystem does not necessarily make for a successful licensee. Some would argue that, if Windows Phone proves a failure beyond Nokia, than Microsoft should just purchase Nokia. But Stephen Elop, in recounting the story of how Nokia came to license Windows Phone, says that that was never on the table. Indeed, Nokia would be about as comfortable inside Microsoft as Motorola Mobility still looks inside Google. Not needing the IP, or being able to leverage it without purchase, Microsoft would be loath to buy Nokia no matter how high its share of Windows Phone became.
Tags: ecosystems, Google, Googorola, licensing, Microkia, Mokia, motorola, Plan B, Tizen, webOS, Windows Phone
May 3, 2012
Google Play may not be the least confusing name for a digital storefornt and the collection of wares that it offers exclusives the Web apps that are offered via its Chrome Web Store. But the rebranding of what was primarily Android Market best represents what an integrated way to purchase the main digital media types – apps, music and video, and books and magazines – should be. While Amazon has subbrands e-books (Kindle Store) and its music and video service (Amazon Instant Video), but these are under the Amazon umbrella brand that is synonymous with retailing..
Apple, though, remains stuck with three different stores for music and video, apps, and books. And two of those storefronts use the iTunes name which, in addition to mixing the function of an organization tool and a storefront, is far out of date with respect to what might be considered relevant to a “tune.” Yes, Apple, can take its time in revealing how a brand makes sense after all, but “iPod” connoted something general. In contrast, iTunes connotes something specific.
Indeed, Microsoft has been on a similar path. It has the Windows (Phone) Marketplace for apps, Zune for music and videos, and its new partnership with Barnes and Noble will result in a Nook-branded e-book store. If iTunes is too broadly associated with the success of one type of digital media, though, Zune of course has the opposite problem, and I’ve never understood why Microsoft would hang on to a brand so strongly associated with a device that failed in the market. The company has decided to move on from its branding of Windows Live, but it also has been known to keep services limping along forever.
Tags: Amazon, app stores, Apple, digital retailing, ecosystems, Google, Google Play, Microsoft
April 12, 2012
In a recent Switched On column about the iPad, I talked about how Apple can lavish “a level of favoritism that Google and Microsoft can never have for any given device running its licensed software.” Keeping the software consistent has been one of the hallmark’s of Apple’s iOS device appeal, but there is also something to be said about keeping the industrial design relatively consistent as Apple has done between the iPhone 4 and 4S and now between the iPad 2 and third-generation iPad. I don’t expect that this will be the last form factor revision for either device although Apple has stayed very faithful to the current designs of the iMac and Mac Pro line for years.
Particularly for these mobile products, keeping a consistent form factor amplifies the advantage that Apple has versus competitors in the accessory-rich tablet and smartphone markets. Obviously, every case-maker breathed a sigh of relief when it saw the dimensions of the latest iPhone and iPad did not stray from the previous generation. But there are also a large number of keyboard clamshells, stands, mounts, clips, docks and all manner of other accessories. By preserving continuity across iDevice generations, Apple may forfeit some excitement that comes at the differentiated shape of a new thing, but it gains in preserving the consistency of the platform (in the broadest sense) with a device that hits the ground running in a ready-made accessory ecosystem, one where the hardware may even be optimized ahead of the third-party software.
Tags: Accessories, Apple, continuity, ecosystems, form factors, industrial design, iPad, iPad 2, third-generation iPad