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Urlocker On Disruption

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On Cannibalization: Big Disruption Ahead with iPhone

Iphone_and_jobs My colleague Paul Paetz, says Apple's new iPhone will disrupt the market but in a different way than most iPod cult-members think...

"The iPhone is disruptive because it isn't really a phone, or for that matter, an iPod. If it was either of these, then as cool and elegant and nicely designed as it is, it would still just be an incremental or "sustaining" innovation.

Telegraph"The iPhone is a trojan horse...We desperately need a single, small pocket-sized device that can handle all our business needs while on the road and enable us to leave our 10 pound paperweights at home."

Read the full post here...

**Other Sources**


If anyone is going to cannibalize Apple's iPod business, it had better be Apple
, CEO Steve Jobs tells employees, according to Infinite Loop Central.

Innosight's
views of RIM's BlackBerry vs Apple's iPhone: It's all about integration vs. modularity.

RIM blasts the doors off latest quarterly results... stock up $28 in after market trade... Palm wilts.

NY Times says AT&T's slow network may overshadow iPhone.

Wall Street Journal interview with Steve Jobs: "The iPod halo effect has been real."

VIDEO: Should We Cannibalize Our Business?

The question of cannibalizing your own business is one of the most critical decisions any executive can make -- but most avoid the issue or dismiss it out of hand. 

Don't make the mistake Sony made.

In this video excerpt (8:10 min) from a presentation to the Conference Board's change management conference, I discuss two tools to manage competitive disruption. I look at a case study of why Sony Records, the company in the best position to create and dominate the downloadable music business, couldn't capitalize on the emerging trend towards downloading because of conflicting values.

This is the second of three excerpts from the conference. Part 1.

   

Rolling Stone Asks Who Killed The Record Industry?

Rolling_stone_cover_june_21_2007 Rolling Stone has a great article on the decline and pending death of the record industry.

It's the first in a two-part look at the record industry including numerous candid inside comments from industry players:

"The record companies have created this situation themselves," says Simon Wright, CEO of Virgin Entertainment Group, which operates Virgin Megastores.

"They left billions and billions of dollars on the table by suing Napster -- that was the moment that the labels killed themselves," says Jeff Kwatinetz, CEO of management company the Firm.

Cd_sales_decline_20002007"The record companies needed to jump off a cliff, and they couldn't bring themselves to jump," says Hilary Rosen, who was then CEO of the Recording Industry Association of America. "

"A lot of people say, 'The labels were dinosaurs and idiots, and what was the matter with them?' But they had retailers telling them, 'You better not sell anything online cheaper than in a store,' and they had artists saying, 'Don't screw up my Wal-Mart sales.' " Adds Jim Guerinot, who manages Nine Inch Nails and Gwen Stefani, "Innovation meant cannibalizing their core business."

This is a classic case of disruption in six easy steps:

  • Early download technology initially looked inferior
  • Industry can't see a way to embrace the new thing without hurting its current business partners and destroying its business
  • Industry barricades itself with high-margin products and new proprietary technologies
  • Apple iTunes has an entirely different business model  without support initially from major record labels
  • Eventually the bottom drops out on the old market
  • The new market is hugely profitable and large for the disruptor.

The Rolling Stone analysis is correctly framed as a post-mortem because the disruption actually occurred several years ago.  Are other industries facing similar disruptions also in denial?

  • Newspaper mergers would not seem to cure the 40-year decline of readership or relevance of newspapers
  • Advertisers are increasingly turning away from television because its audience is shrinking
  • WiMax technology is deemed too low quality to replace cell phones and landlines so most telcos ignore it

**Other Information**

387pxipod_sales_totalsvg Ain't nobody at Apple complaining these days. Wikipedia has a great chart to track iPod sales.

Shelly Palmer says look for TV stations to reformat and automate the way radio did in the past 20 years. Fox's plan to sell 9 of its 35 profitable local stations may be the early warning sign. "One can easily imagine a vast network of fully automated television stations across America with most of their revenue coming from the use of their new government granted digital spectrum."

Forresters_video_pyramid Forrester Research has a good take on the shrinking of network television: "The top of the pyramid is getting narrower -- fewer big audience hits. And the bottom is getting broader -- more videos on YouTube and its brethren. The real problem happens next -- in this big morass, how do you find what you're looking for?"

A reader emailed in this comment: Remember when the Vinyl album industry was fighting off the dreaded eight-track menace of the 1970s? Look at this...



 

Wii Will Rock You: How Nintendo Beat Sony

Fortune_wii_cover Fortune magazine's cover story for the Asian edition highlights how Nintendo's new entry level gaming system Wii is whupping the tar out of gaming industry heavyweights Sony Playstation and Microsoft Xbox.

"The answer has something to do with reinvention... Nintendo has shown a knack for leapfrogging its industry.  The company rarely fails to surprise. And if the Wii shortage demonstrates anything, it's that this time, in changing perceptions of gaming, Nintendo has surprised even itself."

How did Nintendo do it?

  • Nintendo made games more accessible to non-gamers
  • Nintendo created a new economic model where consoles and software titles are more profitable
  • Nintendo did not incrementally improve games by making better graphics, as do its competitors
  • Instead, Nintendo offered lower quality graphics, but superior interaction through a $2.50 analog motion-detector chip

Iwata And, strangely, Nintendo's CEO Satoru Iwata told the world that competitive disruption was what he planned to do long before the product was released. Of course, few believed such a strategy would work.

That is the beauty of a disruptive strategy:

  • Customers love you
  • Competitors ignore you
  • You make money immediately
  • Imitators seldom cause serious competition

**Does this apply elsewhere department?**

  • Could a telephone company offering a me-too television service apply some disruptive lessons from Nintendo?
  • Could new cellular network operators inject a level of disruption to be more effective competitors?

**Blast from the past**
We ran a guest post by software industry exec Zack Urlocker that predicted the success of the Wii last year.

Business 2.0  in April showed why Wii is creaming the competition. Nintendo "zeroed in on two troubling trends: As young consumers started careers and families, they gradually cut back on game time. And as consoles became more powerful, making games for them got more expensive."

**Other sources**

Wii_vs_ps3_vs_x360_console_sales_tr BagleTurf has a chart that shows the steep sales climb of Wii vs PS3 and Xbox 360.

Cinema Disrupted: Opening Night Movies at Home

TV smart guy Shelly Palmer says it's about time to put an end to the hassles of going to the movies, just to see a film on the day it is released.  Palmer, author of Television Disrupted, lists the catalog of cinema woes:

  • Commercials
  • Previews
  • Expensive concessions
  • Noisy audience members

So when I will be able to watch a movie at home on opening day? How would I prefer to watch it (pay-per-view at a set time, on-demand or download-to-own)? And, what technology will be involved (set-top box, my computer, a combination)?

My friends at Comcast tell me "day & date" release, as it is known in the trade, is coming soon. There are no technical problems at all, just business rule issues. Comcast can distribute movies via standard definition pay per view today, they just need permission to do so.

Palmer points out that business issues between studios and cable cos are the biggest obstacle to giving consumers what they want. Of course, when you think you have a monopoly on an event or a type of media content, it's very hard to give it away or even rent it. Think about how this could change with the launch of Apple TV.

Ipod_market_share Hint: Don't ask the record companies for advice on this one. (Apple, which has no historic base in the music business, has 82% share of the download music market. Likewise, Apple has no historic base in TV or movies... yet.)

Categories

On My Desk

  • Edwin Lefèvre: Reminiscences of a Stock Operator

    Edwin Lefèvre: Reminiscences of a Stock Operator
    A great investment classic from 1923. The tale of the tape adds helpful insight and caution to any investor. Well written -- a rarity for this type of book. (***)

  • Benjamin Graham and Jason Zweig: The Intelligent Investor

    Benjamin Graham and Jason Zweig: The Intelligent Investor
    A wise counsel at the ready. Graham's book stands the test of time and will make better investors of careful readers. Zweig does a fantastic job flushing out Graham's 1973 book for modern-day readers. The lessons are the same, but it is great to get the additional reminders from the dot-com era and the subsequent bear market. (*****)

  • Scott D. Anthony and others: Innovator's Guide to Growth: Putting Disruptive Innovation to Work

    Scott D. Anthony and others: Innovator's Guide to Growth: Putting Disruptive Innovation to Work
    The latest from the team at Innosight. A how-to-guide for making disruptive innovation work. Several practical management tools and guides to help organizations do the tough work ahead. Curiously, one of the contributors is the head of strategy and business development for Motorola's handset business. If there ever was an organization that showed the need to disrupt and the failings of adapting successfully to disruptive innovation (hello iPhone), sadly to say, Motorola is it. (****)