Amazon plans to launch a smartphone this fall, according to The Wall Street Journal (reported based on undisclosed sources in the SF and Seattle area who have seen the device).
A few common questions:
1) Will they succeed?
Well, it depends on Amazon’s definition of success.
Is it about media? Amazon is still somewhat new to developing, building, distributing, and supporting hardware. If this device adds to its portfolio of PC, Kindle, and Fire TV to be yet another screen for Prime subscribers, that may be enough. The notion of subsidized hardware to support an extended media play is interesting. My colleague James McQuivey leads our research there.
Is it about commerce? mCommerce is a big deal in mobile, but not a big deal within the broader context of consumer spending. Offline commerce dwarfs eCommerce and eCommerce dwarfs mCommerce. The big opportunity in mobile is the influence of sales locally. But Amazon also plays in this space.
Is it about payments? I’d say unlikely in the near term, but I like the idea of using my Amazon account (linked to my credit card) for quick and easy online payments. However, it’s hard to imagine the same level of convenience translated into the physical world – with the greatest possibility in mCommerce. My colleague Denee Carrington is our expert here.
Dropbox has 275 million users. It's steadily improving the business capability of its Internet file system. That makes it important to understand what Dropbox is doing and why it matters to business. Here's what they are doing:
Last week, Dropbox secured a $500 million line of credit. My take is that Dropbox will use this money to build datacenters as well as global business capacity. Today, the company uses cheap storage from Amazon S3, but it keeps all the juice (like user permissions, search metadata, and application data) in its own data centers. This cheap funding (debt is much cheaper than equity) gives it a reasonable capital structure to buy lots of servers to build global applications.
Yesterday, Dropbox made its new Dropbox for Business "linked folders" generally available. This feature lets technology managers give employees a business Dropbox that it can secure and own. Employees can link the business Dropbox to their personal Dropbox so they see all their files in a consistent way. When an employee leavers the firm, the business Dropbox disappears from personal devices (if it works as designed). Customers like Facebook are using this product and seeing a big shift in its employees moving business files from a personal Dropbox to the new business Dropbox.
Dropbox has attracted 100,000 disrupters -- many of which are targeting mobile moments. Mobile moments open up a universe of new personal and business applications to get things done in a small moments of need. This level of partner investment is a huge deal because it signals that Dropbox is becoming a file system for the Internet era. Using Dropbox, these innovators can simply inherit the entire file management and storage sub-system they need.
Up until this week, Google had remained reticent about speaking of Google Glass as an enterprise tool. Google is a mass-market consumer company whose main revenue streams derive from huge scale; its aspirations for Glass are, presumably, both ambitious and far-reaching. In consequence, Google's leaders want Google Glass on the faces of as many consumers as possible. Enterprise represents, at best, a bit of a diversion from that mass-market ambition.
Nevertheless, as I pointed out in January, Google has begun to tell stories about how Glass can create value in an enterprise setting. Theirvideos of public safety officials using Glass for firefighting tugged at the heart-strings, even as the NYPDpilots the device as well. But April has seen a flurry of enterprise-related Glass news, including an explicit posting on Google+ about enterprise.
In addition to all those consumer Glass Explorers, "Something we've also noticed and are very excited about is how Explorers are using Glass to drive their businesses forward," Google wrote. "A number of companies have already teamed up with enterprise software developers to create new ways to serve their customers and reach their business goals."
As per the FDA press release "the diverse and rapidly developing industry of health information technology requires a thoughtful, flexible approach,” said HHS Secretary Kathleen Sebelius. “This proposed strategy is designed to promote innovation and provide technology to consumers and health care providers while maintaining patient safety. Innovative health IT products present tremendous potential benefits, including: greater prevention of medical errors; reductions in unnecessary tests; increased patient engagement; and faster identifications of and response to public health threats and emergencies. However, if health IT products are not designed, implemented or maintained properly, they can pose varying degrees of risk to the patients who use them. The safety of health IT relies not only on how a product is designed and developed, but on how it is customized, implemented, integrated and used"
How do you start to narrow your choices when you are looking for the right customer service solution for your group. Start by asking whether your team is large or small, and whether your needs are primarily phone based, or whether you support your customers over a variety of voice, digital and social communication channels.
Chief information officers (CIOs) are dedicating more of their budgets to what we call “systems of engagement” (technologies that help win, serve, and retain customers) rather than “systems of record” (back-office technologies). According to research here at Forrester, new business investment in the former will be eight times that of the latter in 2014. All of which means CIOs are re-examining their back-office legacy spend to see what savings can be made to fund new front-office innovations.
But releasing back-office spend is not easy. For many companies, most of the ‘easy’ savings have already been achieved - so squeezing even more savings has become a tougher game. For example, you can only try to re-negotiate legacy support costs a few times before the vendors say ‘enough is enough’. While such comments may have discouraged negotiators in past, the advent of third party software support in the last five years has, for Oracle and SAP users at least, kicked the cost savings door back open and given fresh impetus to procurement people seeking to reduce software support costs.
I am sure that many of you have read some of my previous comments on the emergence of the third party software support market over the past number of years. Companies like Rimini Street, Spinnaker Support and Alui have saved some Oracle and SAP clients a lot of money. For companies who have moved to third party support, or who have simply used the threat of moving to third party support in order to drive the vendor’s costs lower, the savings they are enjoying have freed up cash to spend on new innovations and front-office client engaging stuff.
When I was maybe 2 years old, my mother lost track of me in a Toys-R-Us store. After a dozen stressful minutes, she finally found me - holding a Fisher-Price airplane. And so began my love affair with airplanes and aviation. So as I looked through the break-out schedule while attending NVIDIA’s GPU conference two weeks ago in San Jose, California, Gulfstream Aero’s session on transforming manufacturing and field service with desktop virtualization caught my eye. It didn’t disappoint.
There are 2 reasons why I liked this session so much and why I think it’s worth sharing with you:
It’s a nice example of technology that makes the work easier for employees, and helps them improve the customer experience directly.
It’s also an example of how a technology that’s not necessarily a money saver (in this case, VDI) shines when it enables workers do something that would be difficult or impossible any other way.
Forrester recently attended the Telefónica Leadership Conference 2014, its annual global customer event that brought together more than 600 customers, partners and its Global Solutions leadership team. This year’s event was an exemplary mix of Telefónica and external content, including a keynote live video interview with former US President Bill Clinton on day one, and also a keynote speech by Sebastián Piñera, President of Chile 2010-2014 on day two. Additionally, well known academics presented research findings related to how cloud and social are changing marketing (Jonathan Zittrain, Harvard), and how multigenerational workforces are reshaping business – from how they use technology to interact, and also to learn and transfer skills (Dr. Paul Redmond, University of Liverpool).