This summer Switzerland’s incumbent carrier, Swisscom, launched a simple but revolutionary new mobile tariff, Natel Infinity. Infinity is a speed-based tariff that comes in the versions XS, S, M, L, and XL, which represent download speeds ranging from 200 kbit/s to 100 Mbit/s. Prices range from CHF59 to CHF169 per month (€49 to €139). Significantly, the tariff throws in unlimited national voice, SMS messaging services, and data usage without any additional charge (XL even comes with unlimited international calls to most destinations and SMS).
The idea is simple: The greater your urge for fast mobile services, the more you pay — irrespective of which apps you use and how you wish to communicate. All that matters is speed. In this respect, Swisscom has replicated for the mobile world a tariff approach that is already fairly common in the fixed-line world. I believe this move by Swisscom is noteworthy in two respects:
· It effectively pulls the rug from under the OTT voice and messaging services like WhatsApp and Tango by removing the arbitrage potential created by time- or distance-based pricing schemes.
· It brings in line capital spending on and actual demand for network infrastructure capacity.
But speed-based pricing is a clever move as:
· Users always experience “speed” but don’t feel “data download.”This makes it easier for carriers to emphasize their comparative advantage vis-à-vis over the top providers of voice and messaging services, as well as “lame” carrier peers with a poor-quality network infrastructure.
SAP Has Managed A Turnaround After Léo Apotheker’s Departure
In February 2010, after Léo Apotheker resigned as CEO of SAP, I wrote a blog post with 10 predictions for the company for the remaining year. Although the new leadership mentioned again and again that this step would not have any influence on the company’s strategy, it was clear that further changes would follow, as it doesn’t make any sense to simply replace the CEO and leave everything else as is when problems were obviously growing bigger for the company.
I predicted that the SAP leadership change was just the starting point, the visible tip of an iceberg, with further changes to come. Today, one year later, I want to review these predictions and shed some light on 2010, which has become the “Turnaround Year For SAP.”
The 10 SAP Predictions For 2010 And Their Results (7 proved true / 3 proved wrong)
Facebook made yet another big announcement today. The company introduced a new communications systems aimed at enhancing digital dialogue between friends and family. It isn't yet live, but you can request to be an early user of the new system here. To get a sense of what Facebook's new messaging platform is about, check out its official 4-minute video at the end of this blog post.
Since it involves a new Facebook.com email address, some people shrugged the new functionality off as a weak email tool. They're right — but that's like complaining an apple makes a poor orange. The new platform is a poor email client because it isn't intended to be an email client. Instead, this is a new form of communications; as Mark Zuckerberg said (more than once) "This isn't email," and he's right. Here's why it's worth paying attention to the new Facebook messaging platform:
It's a Gmail wounder. There's been a lot of buzz about Facebook's messaging platform being a "Gmail killer." It isn't, but it's certainly going to wound Gmail and other popular email clients. With the combination of individuals’ social graphs and Facebook’s new functionality, Facebook will succeed at pulling away some time and attention from Gmail, but it won't kill Gmail or other email clients. Facebook isn’t interested in being a management or response tool for your flood of bills, email newsletters or other communications; instead, it’s about facilitating and enhancing your personal relationships. Facebook wants to be the platform for personal communications and leave the boring stuff to Gmail and others.
Why are sales and marketing professionals seemingly in a constant firefighting mode, moving from one fire drill to the next, one meeting to another? We are in the middle of a major transformation in the B2B sales model. Your company is caught between a rock and a hard place because your investors want to see accelerated growth and improved margins. However, your customers have the same pressures, and all have some form of enterprise-wide strategic procurement initiatives under way. Your goal: sell at a higher price. Their goal: buy only what they need at the lowest possible price. Something has to give.
In response to these tectonic forces, we find many companies have a variety of internal projects designed to combat the commoditization trend. Some common efforts include: