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News out today confirms that Sony has indeed sold off its Vaio PC arm, ending 17 years in the personal computer business. And that CEO Kazuo Hirai has also decided to separate the TV division into a standalone unit in order to better heal it. Although he insists for now that Sony has no plans to sell that division, it would be foolish of the company not to consider any good offers. If there are any.
Because really, who would want that business? It has lost nearly $8 billion in the last 10 years and has been rapidly losing share to Samsung and LG and is about to get attacked by Chinese TV makers eager to have more influence in the US and other Western markets. I saw a very impressive offering from Hisense, TCL, and Haier at this year’s CES and expect them to make inroads against the more expensive panels from Sony, Panasonic, and Sharp, all of which have struggled to keep up.
Monday’s The New York Times offers a defense of authors’ rights from bestselling author and head of the Authors Guild, Scott Turow. In the piece, Turow interprets a Supreme Court decision that allows the importation of books purchased abroad for resell in the US, making it seem like all of Western culture would henceforth be at risk. Later the same day, I read a brief statement from News Corp in which the company threatened to make the FOX broadcast network a premium pay channel in order to get its just compensation for its creative works ahead of the likely decision that Aereo is not illegally capturing and restreaming broadcast content.
These individuals and organizations have the right to do what they feel they must as they pass through the phase known as denial. But may I offer this one small suggestion to help them through the stages of grief yet to come: Stop pretending that the foe you face won’t eventually win because it will. That goes for all of you. Digital disruption will eliminate your structural advantages someday, too.
We’ve been through this before, dating back to the first time the music industry sued someone to prevent the future. No, it wasn’t Napster or the users of BitTorrent in the 2000s. It was actually Diamond Multimedia, makers of the new PMP300 MP3 players, and the year was 1998. The argument then was the same as it is today: We, the people who currently benefit from an artificial monopoly in either the creation or distribution of value, don’t want that monopoly to end.
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.
Last week, we released our newest report about the future of TV and argued in it and the accompanying blog post that the battle for the TV is not really about TV. It’s about the future of the platform giants like Apple, Google, and Microsoft that want to add the TV to their platform ambitions. Surprising to some was our claim that Microsoft was in the lead in the US TV platform battle with its base of millions of Xbox 360 owners generating more online video views on the TV screen than viewers of any other device. Many have challenged this assertion, putting the data about current use aside and asking a good question:
Won’t Apple easily walk away with the TV business once it releases its next big thing, presumably a TV?
You’re in for a big surprise. Microsoft is winning one of the most important battles in the digital world: The battle for the TV. The TV battle is important for reasons you already know: TV consumes more time than anything else and it generates annual revenues from $140 to $160 billion each year in the US alone.
But the stakes of the battle have risen sharply. The fight over the TV is really a fight over the next massive consumer platform that is coming up for grabs. Of platforms there are few: Google owns search, Amazon owns digital retail, Facebook owns social, and Apple owns consumer devices. Microsoft owns, well, nothing at the moment, despite its handsome revenue stream from Windows and Office.
That could change soon. Microsoft’s Xbox 360 is already the most-watched net-connected TV device in the US and soon, the world. With more than 70 million consoles in households worldwide – as many as half of them connected to the Internet, depending on the country – Microsoft can rapidly drive new video services into tens of millions of households.
At our Marketing Leadership Forum in April, Forrester Researcher Mike Glantz will be talking up TV in its future state with a panel made up of Comcast, ABC, and others. Here is a post written by Mike about his upcoming panel and a report he is working on. Enjoy!
Marketers have struggled with accurately measuring their reach across TV and digital media platforms. Today’s TV watchers multitask with digital devices, fluidly moving between platforms and expecting a seamless experience. In this complex world, marketers need standardized data sets to measure:
Cross-platform reach. In an increasingly fragmented ecosystem, marketers need to know their total reach across TV and digital video platforms.
Social engagement with their TV brand. The connection between social media and TV can no longer be denied after this year’s Super Bowl. With viewers embracing social media to chat about what they are watching in real time, brand marketers need to be able to measure their brands’ reach across the social graph.
As the world’s largest advertiser, any move by Procter & Gamble (P&G) is closely watched. So much attention has been paid to its recent announcement that it will cut $10 billion from its marketing budget over the next five years. In an interview last week with The Wall Street Journal, P&G’s Global Chief Marketing Officer Marc Pritchard elaborated on the company’s intent to lean more heavily on digital media at the expense of higher-ticket TV advertising as part of its cost-savings strategy. The Wall Street Journal interview is part of a PR push from P&G around its digital ambitions, highlighted in a Signal event in Cincinnati last week that focused on brand building in a digital world. The event brought in digital players and experts from Facebook and Google to Buddy Media and Flipboard as well as Forrester’s own eBusiness experts Sucharita Mulpuru and Andy Hoar. So why is P&G making this digital shift, and what does it mean?
The public event and announcements are, as the event name suggests, a signal — a welcome signal to Wall Street that P&G will be faster and more efficient (the company’s stock rose 3% with the budget-cutting news). It's a return shot across the bow to competitors such as Unilever and L’Oreal, which are both making high-profile advances in their digital ambitions, and a signal to P&G employees around the world that their leaders are serious about digital and that they need to accelerate change in the slow-moving P&G ship.
Our Researcher Mike Glantz has been tracking the changes in TV media buying for us. Here are some thoughts from him on a new announcement from Nielsen and Kantar:
Although TV controls the lion’s share of the budget for most marketers, it has rarely been the most innovative or accountable medium. However, as TV becomes more fragmented and has to compete with digital, mobile, and over-the-top (OTT) video for viewers’ attention, marketers will need more granular data sets that allow them to track viewers across multiple platforms. In our Q4 2010 report “TV’s Currency Conversion” we made the call that set-top-box (STB) data will emerge as a parallel data currency with Nielsen for TV marketers. STB data allows marketers to accurately measure audiences across the tiniest cable networks, measure second-by-second commercial data, and compare audiences across TV and digital. We argued that STB data adoption would start with local marketers, since local marketers:
I'm in the business of identifying when there's a change in the wind coming that will push us in a new direction. On balance, I've been successful. So much so, that when something I staked my career on becomes commonplace, people are so used to it that they look back and think I was only pointing out the obvious. Like when the most senior faculty member in the advertising department at Syracuse University rejected the "Interactive Advertising" course I proposed to teach in 1996 because online advertising was "just a fad." I took a stand and got to teach the class, over his objections. Fast forward to today and online advertising is so obvious that predicting it is a thankless task.
I say this because I am about to take a stand I want you to remember. Ready? Starting November 4th, Kinect for Xbox 360 will usher us into a new era Forrester has entitled the Era of Experience. This is an era in which we will revolutionize the digital home and everything that goes along with it: TV, internet, interactivity, apps, communication. It will affect just about everything you do in your home. Yes, that, too.
I've just completed a very in-depth report for Forrester that explains in detail why Kinect represents the shape of things to come. I show that Kinect is to multitouch user interfaces what the mouse was to DOS. It is a transformative change in the user experience, the interposition of a new and dramatically natural way to interact -- not just with TV, not just with computers -- but with every machine that we will conceive of in the future. This permits us entry to the Era of Experience, the next phase of human economic development.
The Hulu-will-charge-you-money rumor mill is churning once again and the blogosphere has lit up with preemptively angered Hulu viewers vowing that they will never darken Hulu’s digital door again. Some call it greed, others point to nefarious pressure from ailing broadcast and cable operations, while some decry the end of a freewheeling era. They are all wrong.
Hulu charging for content is a good thing. In fact, it’s a necessary next step to get us where we need to be. Let me explain.
This comes at an awkward time, to say the least. The site’s CEO, Jason Kilar, admitted just weeks ago that the free site is profitable, taking in more than $100 million last year and on a run-rate to more than double that this year. Blunting that momentum would be foolish. But letting it run absent the burden of helping to pay for the shows it profits from would also be irresponsible, and not in a Father-knows-best “charging for content builds character” kind of irresponsible, but in a more “not taking advantage of the opportunity to take Hulu to the next level in benefit of the consumer” kind of irresponsible.