Now that Apple has apologized and the uproar over Mapplegate is starting to subside, it's time to step back and focus on why Apple had to do what it did. The fact is, Apple had to replace Google Maps for three reasons:
iPhone map users are too valuable to leave to Google. According to ComScore, the iPhone users account for 45% of all mobile traffic on Google Maps, with the remaining 55% coming from Android. This means approximately 31 million iPhone users access Google Maps every month. iPhone users also use Google Maps more intensively than Android users. On average, iPhone users spend 75 minutes per month in Google Maps versus 56 minutes per month for Android users. And iPhone users access Google Maps more frequently than Android users, averaging 9.7 million visits daily versus 7.1 million visits for Android users. Given this data, Apple has a vital strategic interest in moving its iPhone users off Google Maps and onto an Apple mapping solution. Doing so not only deprives Google of its best users but also gives Apple the customer base they will need to drive adoption of new location-based services.
Marketers and strategists at tech vendors who sell tablets won’t want to miss a webinar co-hosted by Simon Yates and me this Friday, September 28th. Aimed at a CIO audience, our webinar leverages a great deal of data from Forrsights and Tech Marketing Navigator on the opportunity for tablets, how to engage enterprise tablet buyers, on the effects of bring-your-own (BYO), and other, related topics. Tech marketers and strategists won’t want to miss our presentation: You'll gain insights into the challenges tablets present for CIOs, and you'll also see hard data on both the opportunity for selling tablets and on how best to engage potential buyers.
When: Friday, September 28, 2012, 1:00 p.m. -- 2:00 p.m. Eastern time (17:00--18:00 GMT)
Overview: It’s safe to say that the early adopters of Apple’s iPad didn’t go out and buy the device because they wanted a new gadget for work. They purchased the iPad because of what they could do in their everyday lives. But it didn’t take long for employees to bring their iPads to the office. If we mark the modern tablet era by Apple’s 2010 iPad launch, then an astounding 84 million iPads and as many as 120 million tablets in total have flown off the shelves. Forrester’s global workforce and decision-maker surveys and client conversations show just how fast tablets are being adopted:
Apple's new iPhone 5 is a case study in incremental improvement. Nearly every aspect of the product -- the CPU, display, cameras, radio modem, size, weight, etc. -- are all improved over the iPhone 4S and at the same $199 price point. No doubt, the iPhone 5 and iOS 6 will sell millions of units, preserve Apple's momentum, and hold off the competition, but significant threats are mounting that Apple cannot afford to ignore:
Nokia is delivering Apple-quality innovation. As Nokia demonstrated last week at its Lumia 920 event, Nokia's innovation engine is firing on all cylinders. When the Lumia 920 launches (rumored for November 2), it will outclass the iPhone 5 in key areas such as imaging (PureView imaging, Cinemagraph) and location (Maps, City Lens, Transit) as well as bring wireless charging and NFC into the mainstream. While the breadth of accessories will be nowhere near what the iPhone offers, Nokia gets strong marks for showing Apple how NFC can enhance the accessory experience.
Quick review: iPhone launches in 2007. CIOs don't care. I perk up. 2008. Apple launches App Store and Exchange ActiveSync support. CIOs start to wake up. Kraft's Dave Dietrich uses iPhone to revitalize Kraft's technology culture. As a software developer, my spidey senses start tingling. 2009-10. Apple adds hardware encryption, hooks to device management suppliers like MobileIron and Good Technology and Boxtone, a hundred million customers, and oh yeah, CEOs start bringing Christmas iPads to work and asking for email support. 2011. Apple App Store really picks up steam. (Android does, too.) iPad at work reaches 67% of the installed base according to our global information worker survey of 10,000 of your employees. iPhone gets slimmer, and Apple sells more of them than ever.
Now it's 2012. Apple sells over half a billion iOS devices since 2007. Apple is the major go-to smartphone for CIOs coming off a BlackBerry addiction. Apple is the dominant supplier of business tablets. Microsoft introduces v8 of its Windows Phone OS (not so many of them sold yet) and announces a tablet. And as colleague Thomas Husson points out, Google lights up 1.3 million Android devices a day. And Apple launches iPhone 5 running iOS 6.
So what does this announcement mean for CIOs? I'd say, CIOs need to tune into popular culture and divine what's happening in the consumer market. Because whither goeth the consumer market goeth the business market. You heard it here. Here's what iPhone5 means for the enterprise:
A lot has changed in a year. Samsung sold 20 million Galaxy S III devices this summer, while Google recently announced that more than 1.3 million Android devices are activated each day — and that it would soon reach the milestone of 0.5 billion Android users. The San José court’s recent decision to fine Samsung $1 billion for copying Apple raised a number of complex questions regarding what exactly innovation means in the smartphone era. While it badly affected Samsung’s brand image, Samsung has a larger portfolio of mobile devices and has also proved it was able to innovate with the Note.
Even more so than a year ago, Apple’s product strategists face an ongoing paradox: maintaining premium leadership with an annual product renewal while tapping the rapidly “mainstreaming” global smartphone market. Consequently, expectations were extremely high — often irrationally so — that Apple would once again truly innovate with hardware design and features.
Chances are that you have employees using Apple Macs at your firm today, and they’re doing this without the support and guidance of the infrastructure and operations (I&O) organization. IT consumerization has put an end to the days of one operating system (OS) to support. For I&O pros, this change carries new concerns about security, potential information loss, and unexpected support needs, to name a few. Forrester has found that IT organizations struggle in building a support and management strategy for Macs that works.
Fortunately, there are many firms who have blazed the trails and figured out how to support both employee-owned and company-owned Macs for their employees, and we've assembled our findings in the latest document on managing Macs. Hint: Leave the Windows PC management tools and techniques in the toolbox. It’s easy to understand why I&O professionals sometimes apply the same techniques and tools they are familiar with in the Windows world for managing Macs, but the reality is that they are different animals, and what is a best practice for one is irrelevant for the other — and can even cripple worker productivity.
Last year Netflix attempted to shift its business strategy to focus mainly on streaming video. Although I wasn’t present in the boardroom discussions, it’s a reasonable bet that Reed Hastings and his team had decided the future was online streaming and that physical discs were a dinosaur. Since the war for content would be fought over streaming, Netflix would focus on adding value to its streaming customers and spin off the disc customers. On the surface this seemed to many a reasonable strategy, especially since Netflix reported that its digital streaming customers and the disc-in-the-mail customers were mostly not one and the same. So Netflix execs crunched the numbers and decided this was the right move for them. Perhaps they had hoped to spin off the disc side of the business to raise some capital. Whatever their thinking, their strategy choices left some gaping unanswered questions for observers like me:
Are you or someone you know a Mac lover but brutally forced to use a PC at work? Don't fret or give up yet. Many firms such as Genentech are saying "no" to PCs and "yes" to Macs. And other firms are instituting BYOC (bring your own computer) programs that allow Mac followers to worship at work. Is this a trend that has legs, or have we entered the post-PC era where it doesn't really matter what hunk of hardware employees use?
Macs have less than a 10% share in enterprises. But, Senior Analyst and Forrester's resident Mac-whisperer Dave Johnson says that is changing and changing fast as a result of increasing BYOC programs and smaller firms that standardize on Macs.
Listen to Dave's authoritative, balanced analysis in this episode of TechnoPolitics to find out if Macs can make it in the enterprise.
The poorly kept secret that is the Google Nexus 7 tablet was just announced amid much developer applause and excitement. The device is everything it was rumored to be and the specs — something that only developers care about, of course — were impressive, including the 12 core GPU that will make the Nexus 7 a gaming haven. True, it's just another in a long line of tablets, albeit a $199 one that competes directly with Amazon's Kindle Fire and undercuts the secondary market for the iPad.
But as a competitor to the iPad, Nexus 7 isn't worth the digital ink I'm consuming right now.
But Google isn't just selling a device. Instead, the company wants to create a content platform strategy that ties together all of its ragtag content and app experiences into a single customer relationship. Because the power of the platform is the only power that will matter (see my recent post for more information on platform power). It's unfortunate that consumers barely know what Google Play is because it was originally called Android Market, but the shift to the Google Play name a few months back and the debut of a device that is, according to its designers, "made for Google Play," show that Google understands what will matter in the future. Not connections, not devices. But experiences. The newly announced Nexus 7, as a device, is from its inception subservient to the experiences — some of them truly awesome — that Google's Play platform can provide through it.