Potential Nook Spinoff: Unlocking Value But At What Cost?

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Sarah Rotman Epps

In a press release today, Barnes & Noble announced its intention to explore a potential separation of its successful Nook business in order to "unlock that value" and build upon its rapid growth (the Nook business will have an estimated $1.5 billion in revenue this year, according to the company). As PaidContent.org notes, international expansion could be a key motivation for the move.

I have been impressed with how Barnes & Noble has managed its Nook business thus far and I imagine that they have good reasons for exploring this separation. Nook has grown rapidly, but continued growth and international expansion will take sustained investment that B&N shareholders may not have the patience for. However, the Nook business has benefitted from synergy with Barnes & Noble in two key areas: 1) Barnes & Noble's channel (retail stores) and 2) Barnes & Noble's publisher relationships. It's not clear how a separate Nook business would function without the benefit of Barnes & Noble's retail stores and publisher relationships.

Nook has fueled Barnes & Noble's growth: What will be the value of Barnes & Noble without the Nook business? Where will the growth come from?

A key model for Barnes & Noble to consider is that of News Corp. and The Daily. News Corp. owns The Daily but it's managed independently, with its own P&L. The best scenario for B&N may be to pursue a similar structure, giving Nook the independence to grow and attract new investment but maintaining the synergy between Nook and B&N's retail stores.

Top 10 Cloud Predictions For 2012: The Awkward Teenage Years Are Upon Us

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James Staten

As 2011 begins to wind down, we can look back on the progress made over the last 11 months with a lot of pride. The market stepped significantly forward with big gains in adoption by leaders Amazon Web Services (AWS) and Rackspace, significant growth in the use of clouds for big data, training, test and development, the creation of landmark new services and the dawning of the App-Internet era. Cloud technologies matured nearly across the board as did transparency, security and best practice use and adoption. But there’s much more growth ahead as the cloud is no longer a toddler but has entered the awkward teenage years. And much as found in human development the cloud is now beginning to fight for its own identity, independence and place in society. The next few years will be a painful period of rebellion, defiance, exploration, experimentation and undoubtedly explosive creativity. While many of us would prefer our kids go from the cute pre-teen period straight to adulthood, we don’t become who we are without surviving the teenage years. For infrastructure & operations professionals, charged with bringing

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With Barnes & Noble’s Nook Tablet, David Takes On Two Goliaths

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Sarah Rotman Epps

Today Barnes & Noble (B&N) announced the Nook Tablet, a beefed-up version of the Nook Color that, in our view, gets everything right. My colleagues J.P. Gownder, James McQuivey, and I spoke with several product strategists from B&N about the Nook Tablet, including CEO William Lynch, President of Digital Jamie Iannone, and GM of Digital Newsstand Jonathan Shar. Our conversations and hands-on time with the device led us to conclude that the Nook Tablet:

  • Is a “wow” product. No, it’s not an iPad lookalike, and it doesn’t need to be. The Nook Tablet improves upon the Nook Color in key areas that matter for tablets, including a dual-core processor and a screen that’s fully laminated with no air gap—two technical details that add up to a better Web and video experience. Compared with Amazon’s Kindle Fire, the Nook Tablet has longer battery life (9 hours vs. 7), 2x the memory, and nearly twice the RAM—feeds and speeds that will make the device more convenient to use and snappier for media consumption and app multitasking. In addition, the Nook’s software update includes innovative experience improvements, such as the integration of recommendations into the navigation UI—think of it as a “Netflix-ization” of navigation.
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Amazon Kindle Fire: Tablet Product Strategy Done Right

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Sarah Rotman Epps

Today Amazon revealed its new Kindle lineup, including a touchscreen E Ink eReader and Amazon’s first color touchscreen tablet, the Kindle Fire. I can’t say I’m surprised. The day the iPad launched, my colleague James McQuivey wrote that Amazon should “go head to head with Apple on a media tablet.” In March of this year, I wrote that “iPad 2 won’t have much competition in 2011, unless it’s from Amazon,” and more recently I published a report outlining the competitive advantages and disadvantages Amazon’s product strategists will face if they launch a tablet.

Looking back at that report, here’s what we got right:

  • Amazon is competing on price, content, and commerce. The Kindle Fire, a 7-inch Wi-Fi only device, will retail for $199—less than half the price of the iPad, less than the 7-inch Barnes & Noble Nook Color, BlackBerry Playbook, and HTC Flyer. As I predicted, Amazon is indeed drawing on all its content and commerce assets including video, music, games, as well as magazines, apps, and services—the Kindle Fire comes with a 30-day free subscription to Amazon Prime, and a pre-installed Amazon shopping app. It also features a spiffy custom-built browser, called Amazon Silk, which interfaces with EC2, Amazon’s cloud server, to optimize performance. (Meaning: it’s really fast.)
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Sony Tablet S: Innovation Won’t Insulate Product Strategists From Amazon-Economics

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Sarah Rotman Epps

Sony is no copycat. Its Tablet S, revealed at IFA today, shows true innovation in hardware design. It’s slightly smaller than the iPad, but it feels completely different to hold, with its folded-magazine “wraparound” design. It has high-tech features that set it apart from the iPad and other Android Honeycomb tablets, including DLNA support, an IR blaster, and what Sony calls “quick view/quick touch,” which makes the screen and Web browser extremely responsive and fast-loading.

A bigger step for Sony is what comes on the device. The Tablet S comes preloaded with access to Sony Entertainment Network, including a six-month free subscription to its Music Unlimited service, plus two free PlayStation 1 games—finally, leveraging assets from across different business units, a huge step for Sony. Sony has also negotiated deals for an exclusive window to several new Android tablet apps, including Crackle and Foursquare, which will be preloaded on the device. These are all important product innovations, which combined with Sony’s brand should put Sony’s product ahead of many Android competitors in consumers’ minds.

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Amazon Will Be Tablet Product Strategists’ New Frenemy

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Sarah Rotman Epps

We’ve been beating the Amazon tablet drum for a while—in fact, as early as April 2010, my colleague James McQuivey wrote that Amazon's product strategists should “go head to head” with Apple and create its own tablet. Now, on the cusp of Amazon actually doing so (perhaps as early as October), we’re turning up the volume with a new report explaining exactly how, and why, Amazon will disrupt the tablet market.

This report has been in the works for months. We held off publishing it last week out of respect for Steve Jobs, and we have great admiration for his inventions and influence on our culture.

Even though Amazon taking on Apple is a bit like David taking on Goliath (compare the market cap, profits, and cash position of the two companies), Amazon’s willingness to sell hardware at a loss combined with the strength of its brand, content, cloud infrastructure, and commerce assets makes it the only credible iPad competitor in the market. If Amazon launches a tablet at a sub-$300 price point — assuming it has enough supply to meet demand — we see Amazon selling 3-5 million tablets in Q4 alone.

Amazon’s quick ascension in the tablet market will completely disrupt the status quo. Apple will retain dominant market share, but Amazon will cause product strategists at:

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How Are You Reacting When New, Disruptive Products Come Out?

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JP Gownder

We talk to product strategists in a wide variety of industries. Regardless of the vertical industry of their companies, they tell us that the release of new, disruptive products -- like Apple's iPad -- changes their relationships with their customers. Oftentimes, nearly overnight.

Whether their product comes in the form of “bits” (content, like media, software, or games) or “atoms” (physical products, like shoes, consumer packaged goods, or hardware), consumer product strategists must navigate a world filled with a dizzying array of new devices (like mobile phones, tablet computers, connected TVs, game consoles, eBook readers, and of course PCs). We call this proliferation of devices the Splinternet, a world in which consumers access the digital world across a diverse and growing number of hardware and platforms. And product strategists have to react by developing new apps, by crafting digital product experiences, and by rethinking their product marketing.

Delivering digital products across the Splinternet isn’t easy: It requires understanding -- and acting upon -- an ever-changing landscape of consumer preferences and behaviors. It also requires reapportioning scarce resources -- for example, from web development to iPad or Android development. Yet product strategists who fail to contend with newly disruptive devices (like the iPad or Xbox Kinect) will find themselves in danger of being left behind -- no matter what industry they’re in.

We'd like to invite product strategists to take our super-quick, two-minute survey to help us better understand how you are reacting to disruptions caused by the Splinternet: 

UPDATED: THE SURVEY IS NOW CLOSED

Thank you!

Tablet Commerce: Amazon’s Tablet Heralds A New Phase In Tablet Product Strategy

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Sarah Rotman Epps

My colleague Sucharita Mulpuru and I just published a substantial new Forrester report on tablet commerce, Why Tablet Commerce May Soon Trump Mobile Commerce. Basically, it’s huge already: In a recent study of 2,333 tablet owners fielded by Forrester and Bizrate Insights, we found that 47% of tablet owners report shopping and buying for something on their tablet, and an additional 13% say they’ve shopped on their tablet without buying. Even though smartphones far outnumber tablets, retailers surveyed by Forrester report that 21% of their mobile traffic comes from tablets. With tablets forecasted to reach one-third of US adults by 2015, tablet commerce only has one way to go: Up.

These findings suggest there’s a sea shift coming in tablet product strategy, which we see unfolding in three phases:

  • Phase 1 (2010-2011): Apple’s iPad catalyzes a media revolution. There’s no doubt that the iPad is used for more than just media — 20% of iPad owners report creating and editing documents on the device, for example, and the massive catalog of business, education, and other non-media apps attest to the iPad’s versatility. But our data shows that after email, media (playing games, watching videos, viewing photos, reading) are the most popular iPad activities. Apple has wrangled the best content from premium publishers, inspiring News Corp to launch an entirely new company just to produce an iPad app.
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Barnes & Noble Upgrades Nook Color Today, Sets A New Bar For eReaders

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James McQuivey

That's right, I said eReaders. True, it looks like a tablet, runs like a tablet, and delivers a lot of the value that tablets deliver, but the Nook Color's 1.2 upgrade (which is actually a step up to Android 2.2; don't let the numbers confuse you too much) is really a foreshadowing of the future of eReaders, not the future of tablets.

First, the facts. With the new upgrade that will be gradually pushed out to all existing Nook Color devices for free over the next few weeks (or you can download now at www.nookcolor.com/update), the folks at B&N have added some very useful features: an integrated email client, Flash 10.1 support, a curated Android app store (see sidebar), and an improved user experience through a myriad of tweaks. These upgrades make the Nook Color look more and more like a tablet, with a very attractive $249 price point to boot.

Must the iPad now cower in fear? No, not really. Because even at this price point, the Nook Color remains a smaller, less powerful tablet than the iPad. And as we've seen, the range of competitors coming in after the iPad's territory are coming in at higher prices with more powerful features (for example, last week I dropped $529 for an LG G-Slate from T-Mobile with 3D video camera and 4G data plan). The tablet market is gradually moving into higher-power features, not lower-power experiences.

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Amazon’s Cloud Drive Is The First Step To Being A Personal Cloud Ecosystem Player

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Frank Gillett

Today, Amazon announced the Amazon Cloud Drive. I think it is the first salvo in a series of steps that will lead Amazon to compete directly for the primary computing platform for individuals, as an online platform, as a device operating system, and as a maker of branded tablets.

Amazon Cloud Drive logo, with puffy arc behind the words

Much of the attention is going to the Amazon Cloud Player, announced at the same time, which enables customers to stream music stored in Cloud Drive – Forrester’s Mark Mulligan blogged about that for Consumer Product Strategists (Amazon Beats Apple and Google to the Locker Room). But the general purpose design of Cloud Drive, combined with the long-term opportunities for personal cloud services, lead to a really interesting set of possibilities and insights into Amazon’s long-term strategy for Vendor Strategists trying to sort out the technologies and players of next-generation personal computing platforms.

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