Sunday, December 19, 2004

VoIP (4) Dual-network Handsets Will Die of Subsidies

Without the support of telecom operators, handsets cannot expect to be sold well.








[+] Can VoIP be taken along with you?

Pretty soon, Skype is going to affect the landline sector, as ADSL is already available in almost every household. Like traditional phone calls, VoIP calls can be made at home, too. It is relatively easier to cultivate the consumption habit of making VoIP calls at fixed spots.

However, Skype is also clear that it would be impossible to become a popular service around the world if it could not break away from the tie of computer screens. The most important thing to achieve the goal of "Skype, you cannot do without it anytime" is to allow the use of the service on mobile devices.

With the spread of WLAN and hotspots (the base station for accessing WLAN), it seems VoIP can be used in the mobile environment. With a notebook or PDA connected to a WLAN hotspot, a consumer could run the Skype program and use the VoIP service.

Now that the dream is about to become true, handset manufacturers around the world are beginning to make the so-called WLAN/Cellular dual-network handset. Particularly, the Taiwan government has identified the dual-network handset as a powerful weapon to upgrade the industrial competitiveness.

The dual-network handset is actually a handset embedded with both GPRS (3G) and WLAN modes. The user can access the Internet through a WLAN in hotspot locations, or through a 3G/GPRS network outside the coverage of WLAN.

That seems to be a complementary to each other. WLAN has high speed but small coverage and poor mobility, while GPRS has much larger coverage but lower speed. The problem is: if all handset users shift to WLAN and Skype for the VoIP service, wouldn't it be a tremendous loss for mobile operators?

[+] Sales of dual-network handsets requires the support of mobile operators

In October 2004, the first dual-network handset was launched in Taiwan. With an appearance like a PDA and an embedded Microsoft operating system, the smart phone was bound with Skype. If you had gone to the market you would have found that the product was sold at a price as high as USD 850.

A handset that cost nearly USD 850 and no telecom operator was willing to provide subsidy! Of course, it is understandable that the handset is so expensive because of the dual-network feature. Even if a subsidy was available, it could be still expensive. However, the subsidy means a cut in the retail price and more consumers' willing to buy it.

The fact that mobile operators could control the handset sales through the subsidy has a terrible impact. If a handset manufacturer has the support of an operator, it could easily achieve sales goal. Without the "favor" of operators, otherwise, a manufacturer would have to depend on itself and pray for good luck.

Telecom operators have all reasons not to support VoIP enabled handset. How could they support some little brother that could grow up to be their terminator? As the mobile communication industry depends to a large extent on the handset sales, it will not be impacted immediately like the fixed landline sector will.

[+] Telecom operators, the enabler and the terminator

Japanese mobile operator NTT DoCoMo introduced its dual-network handset not long ago. Of course, it was a handset integrated with 3G and WLAN modes. The question is: was NTT DoCoMo not afraid of being replaced by VoIP?

The primary target of that dual-network handset, which is coded as N900iL, is corporate users. An Employee can use the handset to access the Internet through WLAN of his/her company. Of course, he/she can use it to make free VoIP calls too, so long as the other party is also an employee of the same company.

Once the employee gets out of the coverage of the company WLAN, the VoIP service becomes unavailable immediately. He/she can still use the 3G network to access the Internet and get linked to the mainframe of the company for data inquiry, but cannot dial VoIP calls through the 3G network.

You see? NTT DoCoMo smartly limits the biggest threat of VoIP within the scope of corporate service. They also know that VoIP is the trend. Therefore, they have chosen the corporate market to test water. With that strategy, they are putting WLAN expenditures of corporate clients into their own pockets.

In addition, the handset manufacturers in Taiwan have received orders for dual-network handsets from telecom operators in the United States and Europe. The point is: all those operators offer their own WLAN service. For example, the largest mobile communication operator in the United States Verizon Wireless offers the WLAN service across the country.

Whether to make mobile phone call or access the Internet through WLAN with notbook computers, subscribers have to use Verizon Wireless service. Therefore, it is nothing strange for that telecom operator to buy dual-network handsets and sell them to its subscribers. After all, the money eventually will fall back into its own pocket!

[+] Wireless bandwidth is not an unlimited resource

One of the distinct identities of mobile communication is the scarcity of frequency bands. As communication frequency bands belong to the public, governments issue licenses to allow competent ones to run mobile communication companies. Once a frequency band is issued, no others are allowed to use it.

Also, the base station resource is limited too. Once the capacity of a base station is full, other people will not be able to access it, whether they want to make phone calls or to access the Internet. Otherwise the connection speed of each computer would be extremely slow, because each person could get only a tiny portion of the bandwidth.

Because of that identity, a comparatively low monthly fee to allow as many calls as you want would be hardly possible, even if VoIP through handsets would become a reality in the future. With so many people squeezing for the limited wireless resource, communication rates for mobile VoIP will not be as cheap as you expect. To mobile operators, the threat of VoIP is much smaller.

As we talk about VoIP, we should never forget that traditional telecom operators are still powerful. In face of the inevitable trend of VoIP, the way traditional telecom operators react will re-shape the landscape of the entire telecom industry. (
2004/12/19 - By Digitalwall.com - Way to
China Internet/Telecom
)






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- Today in History



The Fourth Generation of Internet Marketing (1) RSS Marketing - 2006/12/17

Internet and Books (2) the Supply for Content Exceeds the Demand - 2005/12/11

VoIP (4) Dual-network Handsets Will Die of Subsidies - 2004/12/19

VoIP (3) Phone Number Is Vital - 2004/12/12

Sunday, December 12, 2004

VoIP (3) Phone Number Is Vital

Ten dollars a month for unlimited international calls, do you accept this deal if you are the VoIP business owner?








[+] Software economy and hardware economy

Skype is a new model of VoIP. Its most distinct feature is that, instead of buying and installing VoIP telephone sets, users need only to download the software into their computers to make calls. Perfectly matching the feature of the cyber economy, it spreads rapidly around the world within a short period of time.

Yet the model has its own defects, too. Users must have computers, which must be turned on, know how to install the software, and buy special earphones and microphones before they can make phone calls. From my own experience, I tried a lot of times to get the best voice quality for the first time I used the service.

If there is a VoIP phone set, which looks exactly like an ordinary phone set, installed in the living room and connected with an ADSL broadband cable and allows direct dialing just like any other phone set, isn't that a lot easier and straight forward than the current way of using Skype? As it offers VoIP service, the call rate would be cheap, too.

As it involves hardware (the phone set), such a VoIP service model will not spread as fast as the Skype software does. However, it is easier to use. At least, people who cannot handle a computer may also enjoy the low VoIP call rates.

Seemingly difficult as it is for sales, that model has been extremely successful in Japan. While marketing its ADSL service, Yahoo!BB, an ADSL broadband service provider, also sells VoIP phone sets and services, which has pushed traditional telecom operators to a corner.

Within one year, Yahoo!BB accumulated five million subscribers, resulting in the downslide of the revenue of NTT, a traditional telecom operator in Japan, by 20%. Consequently, NTT had to follow its step by offering VoIP services to prevent additional loss of subscribers. Yet, by the present time, it is the only case in the world. Could that story happen again in other countries?

[+] Phone Number is the key

In Taiwan, many Type II telecom operators have already introduced the VoIP service similar to that offered by Yahoo!BB, for example, Seednet'sWagaly Talk. Such a service, often treated by business runners as a value added service of ADSL, is intended to develop a new revenue source as the profit margin of ADSL is narrowing.

The service has a similar billing model with Yahoo!BB. Subscribers pay monthly fee. Calls between two subscribers of Yahoo!BB (known as on-net calls) are not charged. Calls between a Yahoo!BB subscriber and a conventional phone number are charged at a much lower rate. The model is exactly identical with that of Skype.

What if I use such VoIP phone in Taiwan and a friend in the United States gets a VoIP phone of the same type? Isn't it still an on-net call? Isn't it free? The answer is yes, VoIP is eliminating the geographical borders, bringing everybody into a large global telephone network.

If even international calls can be free, doesn't that mean the end of traditional telecom operators coming closer? However, the paradox is: if it continues in that way, even VoIP operators could not make any money. Imagine this: ten dollars a month for unlimited international or long distance calls, do you accept this deal if you are the VoIP business owner?

VoIP operators are clear that the biggest money lies in the calls from VoIP to traditional phone subscribers, i.e., the difference between the wholesale and retail prices of the traditional voice service. The idea is exactly the same as that of SkypeOut. However, at the current stage, they have to depend on the traditional telecom industry for living.

In addition, all VoIP services, whether they are of hardware based type or software based type, have a vital vulnerability. It cannot receive any call from any traditional number, as VoIP does not have its own numbers. Nobody believes that such a service that allows outgoing but not incoming calls could become the mainstream across the world.

[+] Government's attitude decides the direction of further developments

How did Yahoo!BB defeat the traditional telecom industry? In 2003, the Japanese government issued numbers prefixed with 050 to Yahoo!BB for the development of its VoIP service. Therefore, Yahoo!BB was able to upgrade into one with full functions, including both dialing and receiving.

Having seen this painful example, telecom operators around the world got even fiercer against the number issuance. Nevertheless, the South Korean government still insisted on granting VoIP operators with numbers prefixed with 070 in November 2004. Taiwan has announced its plan to open the service, too. The follow-on developments are worth more attentions.

Type I operators have to invest huge amount of money to develop their infrastructures, and suffer years of loss before they could eventually make profits (which, of course, are huge, too). Now they are challenged by a little brother who has been depending on them for living. That is an embarrassment.

Here's an extreme example: if all Type I telecom operators were replaced by VoIP operators, then you would not have the ADSL service in your home. Without those Type I telecom operators, and the tremendous investment they have made in laying and maintaining cables and in customer services, there will not be a single ADSL line for you to make VoIP calls.

Type I operators know, too, that the VoIP trend is inevitable. Therefore, a more possible development is to allow Type II operators to take the lead, stimulate some Type I operators to provide the service then accomplish a paradigm shift. When it gets completely into the VoIP era, the telecom industry will have to face a very thin profit margin, because the entry barrier of this sector will get very low, result in bringing more competitors.

In Taiwan, almost every household has its fixed landline. Unlike handsets, which might sell more expensive each, fixed phone sets are cheap. Therefore, the fixed landline operators will be the first to suffer the challenge of VoIP. As to mobile operators, the impact will be felt much later. (
2004/12/12 - By Digitalwall.com - Way to
China Internet/Telecom
)






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- Today in History



The Fourth Generation of Internet Marketing (1) RSS Marketing - 2006/12/17

Internet and Books (2) the Supply for Content Exceeds the Demand - 2005/12/11

VoIP (4) Dual-network Handsets Will Die of Subsidies - 2004/12/19

VoIP (3) Phone Number Is Vital - 2004/12/12

Sunday, December 5, 2004

VoIP (2) Who Depends on Whom

The ball is always on the hand of telecom operators.








[+] Feasible profit model of Skype

Where is Skype, a free VoIP service provider, going to make money? It's been a decade since the Internet revolution, nobody would be so naive to provide free service forever and depend on advertisements for revenue.

Will Skype charge monthly fees some day? Similarly, after a decade of the Internet revolution, nobody would be so naive to charge monthly fees for such a service. Anything that was once free would never be charged for, otherwise ICQ, MSN and Yahoo! would have done it years ago.

That leaves Skype only one thing to collect fees for: the phone call service between Skype and traditional PSTN. Consumers have formed their mindset that phone calls between computers are free. However, if you call a telephone number through a computer, you will have to pay - whether that's a local landline number or a mobile number.

For this reason, Skype has launched SkypeOut, which allows the users to dial conventional phone numbers and charges them fees by minute. Consumers buy pre-paid points on its website and make phone calls with those points. There is also a detailed list of tariff for the service on the website.

With such a profit model, Skype, far from being a challenger of the traditional telecom industry, has to depend on the latter for living at the current stage. Having understood this, you will see that the media has over-exaggerated the so-called VoIP "revolution".

[+] A complicated landscape in the telecom industry

In almost every country, telecom operators are classified into two types: Type I and Type II. Although telecom regulations of different countries have different definitions for the two terms, in general, the business scope of the Type I telecom operator mainly involves the distribution and construction of telecom infrastructures.

For example, fixed line telecom operators spend a lot of time and money in laying cables along roads and in mountain areas till they reach each household. On the other hand, mobile operators have to build their base stations and sell phone numbers to enable subscribers to make phone calls wherever they are.

There are various kinds of the Type II operator. They mainly provide value added services based on the infrastructures of the Type I operator. For example, the ADSL ISP is one of such operator, which includes, for instance, Seednet and Sonet in Taiwan, who provide the Internet access service via the landlines of Chunghwa Telecom.

An easier distinction between the two types of telecom operator is the fact that the Type I is able to provide the subscribers with phone numbers, while the other is not. If you install a fixed phone set at home, you will get a fixed phone number; if you use mobile services, you will get a mobile phone number then. All these numbers are allotted to the Type I operator by the government.

The Type I operator assign the numbers to subscribers, who can therefore make phone calls and will receive bills for that. The "product" that the telecom operator sells is the "minutes of a phone call". The rate for a "minute" sold to public consumers may be called "retail price".

The Type I operator may also sell large amount of "minutes" to the Type II operator, who, in turn, sells them to public consumers, and this kind of business is known as voice resale. Of course, the Type II operator could get the minutes with lower prices, which are called "wholesale price".

[+] Skype relies on wholesale minutes prices

For example, if the retail price that a Type I operator offers public consumers is 4 dollars per minute, and the wholesale price that it offers a Type II operator is 2 dollars per minute, the resale price offered by the Type II operator might be 3 dollars per minute to public consumers. In this case, the Type II operator would earn 1 dollar for each minute sold.

So we can often see many Type II operators selling phone cards with a rate even lower than that of the Type I operator. The reason is that the Type II operator can get minutes at the wholesale price from the Type I operator.

When a consumer makes a call through such a service, he/she must dial a given number first, enter his/her user ID and password, and then the actual phone number he/she wants to dial after an authentication process. When the call is connected, the person is actually talking with the other one via the phone line provided by a Type I operator. While the Type II operator sells the card, it is the Type I operator that actually connects the call.

With the Type I operator's retail price of 4/minute, isn't the Type II operator challenging back with its resale price of 3/minute? As a matter of fact, the Type I operator is not worried at all, because it believes that the wholesale of minute to the Type II can bring it more income.

And to be frank, the price that the Type II operator offers public consumers are completely controlled by the Type I operator. In order to maintain the market order, the Type I operator will not reduce its wholesale prices at will. It is the Type II operator that, due to severe competitions, often has to suffer a narrow margin.

[+] The ball is on the hand of telecom operators

SkypeOut can enable calls to conventional phone numbers only because it has negotiated a "wholesale" price with the telecom operator. As the telecom operator has sold the minutes to Skype at considerably cheap prices, Skype could charge its customers with a relative low price. Eventually, the money has fallen back into the pockets of the telecom operators.

Type I operators around the world are either unwilling, or not allowed to do businesses with Skype, forcing the latter to buy minutes from Type II operators. Although Skype could get wholesale prices for its large orders, its profit margin is even narrower after rounds of resale. The money eventually will fall back into the pockets of telecom operators.

VoIP is an inevitable trend. Yet the transition will be completed slowly under the control of telecom operators. In addition to the price, there're also the issues of numbers (Skype does not have a number and, therefore, cannot receive calls) and handset subsidies in the case of mobile communication. The ball is always on the hand of telecom operators. (
2004/12/05 - By Digitalwall.com - Way to
China Internet/Telecom
)






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- Today in History



Mobile TV Market (3) Terminal Manufacturers & Content Providers - 2007/12/02

Great Future of Wireless Broadband (4) WiMax, 3G and 4G - 2006/12/03

Internet and Books (1) Dilemma of Online Publishing - 2005/12/04

VoIP (2) Who Depends on Whom - 2004/12/05

VoIP Gives out the First Cry - 2003/12/07

Sunday, November 28, 2004

VoIP (1) It's a Fool Not to Make Telecom Money

It's time to put an end to telecom operators?








[+] Telecom money, far bigger than media money

On October 31, 2003, I received a letter from a student studying at National Taiwan University. He believed that Instant Messenger (IM, e.g. Yahoo! Messenger, MSN and ICQ,) would have a great potential in the advertising market.

In the meantime, however, he was also greatly confused to find that neither Yahoo! nor Microsoft had made any serious attempt in this field. None of the studies he read was optimistic about it either, holding that IM users tended to be active in using the service but did not like advertisements.

I wrote back and said that, the future of IM was not to make media money, but to make telecom money. He was even more confused, for, despite the fact that IM had been a good communication tool, charging fees seemed to be an issue out of the question. Truly, there were tens of millions of users out there, but you could not make money from them yet.

My answer was:

"The revenue model of IM will be beyond your wildest imagination. It would be impractical to charge the users for using IM. However, once IM is integrated with VoIP and the mobile communication service, the entire business fundamental of the telecom and Internet industry would change.

What you see today as the combination of IM and the telecom service is just a beginning. The real revolution is going to happen in a few years. The profit margin of IM will be very attractive. Yet before that real, IM is used only as an advertising platform, a sideline of the service provider, not a source of big money.

If you are aware that the revenue and profit of the telecom sector (living on communication services) are many times larger than those of the media sector (living on advertising), you will see that it is a fool not to make money from the telecom sector."

[+] An over-panic to Skype

At the end of July 2004, during a visit to Taiwan for a joint launch of Skype's Traditional Chinese version with the local portal PC Home Online, Niklas Zennstrom, the founder of Skype, made a speech.

In appearance, the software is very similar to any other ordinary IM. Its main function is to enable those sitting in front of a computer to make phone calls through the Internet. It does not sound remarkable to any extent, as there have been a number of other VoIP software and services long before that. Traditional IMs, too, can support voice communication.

What's remarkable about Skype is, with the P2P (Peer to Peer) architecture, the quality of communication is unbelievably high, completely different from the impression that many people have, i.e. "VoIP has unreliable quality". As it is free, it is able to attract 16 million users around the world within a very short period of time.

With earphones and microphones, Skype enables voice communication between two computers for completely free. Therefore, many people use it as an alternative to the international call service. It allows to dial ordinary phone numbers too. In that case, it is fee based, but the cost is much cheaper.

The advantage of the P2P architecture is, the computers engaged in a Skype call are directed linked with each other, and no intermediary server is employed for processing the call. Therefore, unlike traditional telecom services, which depend on equipments that are expensive to purchase and maintain, Skype has much lower operating costs.

Niklas Zennstrom's speech in Taiwan attracted many telecom operators and Internet professionals. Everybody knew that although it was just a beginning and Skype had not made a profit, nobody dared to ignore its potential power in the future.

An interesting episode was, during his speech, Niklas Zennstrom stressed repeatedly: "I do not mean to stand in the opposite line against the telecom industry." However, no one really believed that statement in the speech. (Otherwise what do you think so many CEOs and VPs were there for?)

Yet when we study the telecom industry in depth, we will find that he was not lying. As a matter of fact, although Skype is enormously popular by providing the free VoIP service, it has not been able to make profit with it. It will have to depend on telecom operators to make real money in the future. Therefore, it cannot afford offending the traditional telecom industry.

[+] VoIP, the next tide in the Internet industry

To my delight, while portals have faded into a "traditional sector" today, many new revolutions are emerging in the Internet industry, among which, VoIP is one. During the past few months, a number of portals have accessed the VoIP market.

On October 25, 2004, Tom.com, whose prime market is in the mainland China, announced to cooperate with Skype to offer the free download of Simplified Chinese version of the software. In the meantime, the famous email service provider 263 launched its "eTelephone" video VoIP service.

In Taiwan, portal yam.com introduced its own VoIP service in November, too. Cooperating with Type II telecom operators, it offers computer-to-computer, computer-to-local landline and computer-to-mobile phone communication services. Consumers with VoIP phone sets could also call each other.

Feeling the pressure from the Internet companies, some Type I telecom operators in Taiwan are planning to offer the VoIP service, also by installing software on users' computer. However, it is a service that many Type II operators have been offering for a long time.

Such a tide would lead many people to believe that it is time for the Internet sector to put an end to traditional telecom operators. However, it is too early and over-exaggerated for the media to make such a conclusion. For me, it would be a very hard and slow process, an "evolution", rather than a "revolution". (
2004/11/28 - By Digitalwall.com - Way to
China Internet/Telecom
)






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- Today in History



Mobile TV Market (2) the Subtle Role of Telecom Operators - 2007/11/25

Great Future of Wireless Broadband (3) Scarce Resources - 2006/11/26

Google's Choice (2) Lessons for the Software Giant - 2005/11/20

VoIP (1) It's a Fool Not to Make Telecom Money - 2004/11/28

Sunday, November 14, 2004

A Word of Advice for Small Online Stores

Trust me, you don’t need password protected membership, shopping cart, or newsletter for your site.








[+] Don't take things for granted, please

With the re-emergence of eCommerce, many people find it a temping idea to set up a website to do business. To take advantage of this market demand, many system vendors have in store all-around eCommerce system, a.k.a. online store solution, which instantly becomes the choice for many as the cost is highly affordable.

Systems of this sort often come with such three features as newsletter, shopping cart, and online payment, whose presence is, obviously, for the shopping convenience of consumers. Behind the scenes, these three customer-friendly services correspond to three website management functions: membership management system, merchandise management system, plus online credit card payment system.

These three sets of services are must-haves for many beginners of online store operations. So much so that new comers order these three functions by reflex. So much so that system vendors have had these functions packaged into a ready-made item. It makes perfect sense. After all, who are we to challenge what world-renowned eCommerce companies have been doing successfully for quite a while. After all, it's only natural to copy.

What slipped the minds of these smaller online stores is that size matters, so does market position, when it comes to website designs. What works just fine with large websites like Yahoo! and Amazon does not always suit smaller ones.

For example, has it ever hit you why we need to provide an ID and a password to our customer when we sell stuff on the Net? If it has, do you know the answer to this question? If you don't, what makes you think your website needs them?

[+] Smaller online stores should give up ID and passwords

With accounts, login names, and passwords comes the requirement that consumers must register for membership before they can shop in online stores. This means consumers must take time to fill in details about their gender, age, income or even social security number. The question is: why are these hassles impossible in the real world but indispensable in the virtual one?

Has it ever occurred to you that many consumers go on to other online store just because they want no part in the filling-out process on yours? How many who managed to go through the process forgot their ID and password in their next visit and were shut out?

For large online stores like Yahoo!, whose services are aplenty, it makes much more sense to required mandatory registration because people re-visit the website a lot so that it is less likely for the vital info to slip their minds. That is only the kind of convenience that Yahoo and its likes offer and the brand image that they project can make all the intolerables somewhat endurable.

As a stark contrast, there is no way smaller online stores can offer those perks to justify their obsession with ID/passwords. Since hits are mostly flukes, there is no predicting when this particular consumer will come again. If he/she returns, say, six months later, I guarantee he will have forgotten all about his ID and password.

[+] What good are the ID and password

For B2C eCommerce website runners, IDs and passwords are what they need to identify customers on the Net. By tracking the same ID/password combination, online store owners will be able to analyze the combination holder's buying behavior. That understanding, in turn, helps runners decide what products to recommend.

For consumers, registration serves the sole purpose of not having to fill-in personal data every time one log onto an online store.

However, small online stores would be risking driving customers away every time they require registration of web surfers knocking on their doors. Hence the question, how can an online store balance its own need to keep track of consumer behavioral pattern and the convenience of a registration-free shopping environment for buyers? That's a question we should all think about.

[+] Ill-designed shopping cart feature

The one who invented the online shopping cart function must have been a genius, because he took advantage of the easy-to-grasp notion of a shopping cart, which works just as well in the virtual world of Internet as in the physical world. Those who have difficulty figuring it out right off the bat should pay the nearest clinic a visit.

Big or small, most current online stores are featuring ill-designed shopping cart functionality. Online shoppers will find that one has no instant on-screen access to the contents of one virtual cart. You must click on "check cart" link icon to find out.

That click will lead you to a new webpage on which the contents of your shopping cart will be shown. After that information, you will be presented with a choice between checking out or continue shopping. With the former, it is clear what it means. But with the latter, what does it really mean to "continue shopping" ? What is the next webpage if I go for this option? Back to the previous product page or to the homepage?

That's not how it works in the real world. In the real world, you get to see what's inside your cart any time you feel like it, down to every second. If that is any indication, a desirable virtual shopping cart should be able to show cart contents and products on display on every webpage at all times, instead of requiring users to jump between different webpages.

[+] What are newsletters for, exactly?

Many a small-fry online stores publish newsletters, hoping that those who don't buy will at least subscribe to the newsletters. The subscription will leave a trail that online stores can retrace by, say, sending promotion e-mail. But that's only wishful-thinking, considering that oftentimes the websites are so small that nobody even bothers to subscribe to their newsletters. This never fails to empty a good bowl of icy water all over whoever produces those newsletters.

Come to think of it. If you'd like your newsletter to enjoy a decent number of subscriptions, you might want to publish it on other larger website. That makes much better sense, doesn't it? After all, when few people visit a website, it's only natural that fewer will subscribe to publication on it. And that brings us back to the fundamental question of why does an online shopping owner need to publish a newsletter?

The above are three main frequently made mistakes on the part of small and relatively small online stores and my advice to them. For those who are set to enter eCommerce, remember this: imitation of past success in the ignorance of why your predecessors succeeded can be risky; innovation may not always pay off, but when it does, it does big-time. (
2004/11/14 - By Digitalwall.com - Way to
China Internet/Telecom
)






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- Today in History



Mobile TV Market (1) Cell Phone plus TV, the Dream of Everybody - 2007/11/18

Great Future of Wireless Broadband (2) Public WiFi is Not Enough - 2006/11/19

Great Future of Wireless Broadband (1) Living in the WiFi City - 2006/11/12

Google's Choice (1) Lessons for Portals - 2005/11/13

A Word of Advice for Small Online Stores - 2004/11/14

Sunday, October 3, 2004

Three Musts of Digital Content Biz (4) Pricing by Consumers' Budget

The essence of digital content business is to turn fickle income into a stable one.








When a certain type of digital content is finally equipped with three musts of digital content business that are the monthly fees, the community, and the real-time connection, most clients will choose to pay a monthly fee, but that doesn't mean that a company is denied the options of a multitude of pricing strategies.

The most vivid example is online game. At this point most gamers pay US$10-12 for a monthly fee card to store value in and play within 30 days of depositing of value. This makes more sense to hard-core gamers who play the game as frequently as they can, usually daily.

For less addicted players, they have the option of paying US$5 for a card carrying 150 points of playing rights. For every entry of the game, 20 points will be deducted for the right to stay logged on for one day. Consumers will do the math. For a player who habitually logs on 18 days a month, buying a monthly fee card is the better deal.

By providing these two different ways of paying for log-ons, game companies have proposed the distinction between frequent gamers and less frequent ones and treat them accordingly. Frequent players are credited with guaranteeing constant income for game companies and are therefore rewarded with lower fees than that of less frequent players.

This is the beauty of the digital content business. It used to be that game companies needed to develop standalone game one after another and have then packaged in a box and sold on the market. As there was telling a particular game would be a hit or not before launching, game companies were subject to very unstable inflow of revenues. Here is where new online game business can come to their aid. That is, the whole point of converting to digital content is that such business can help induce a periodic, say monthly, cash in-flow.

This is an idea that must sink in for the digital content business to make sense. By selling digital music song by song and digital publications book by book, even digital content business can not bring in stable and sustainable income. Therefore, digital content operators must endeavor to increase the number of monthly subscriptions so that they can rake in monthly income the way telcos do.

But for those who aren't willing to pay a periodic fee, we should have something for them. Take the IT home newsletter from the previous article for example. For people who are only interested in certain standalone articles and won't pay US$50 for an extended subscription, IT Home newsletter service offers them the option of calling a number (not toll-free) to get a temporary set of account and password, with which one can log in to read one article. The phone bill will cost you about US$ one cent per minute. To read a second article, of course, you'll have to dial again.

As far as content producers are concerned, all the production cost are calculated on the basis of a book, a song, a movie, an article, a speech, so on and so forth. This is in stark contrast with consumers' demand to be charged by the month. How can this difference be reconciled?

To locate the answer, we must look into the value chain that threads up the entire digital content industry. As illustrated below, the answer to the problem is division of labor. That is, the role of content producer and that of content distributor should be assumed by separate enterprises.

As indicated by the illustration above, an Internet book renter can charge a monthly fee of US$10 or so for unlimited access to its book collection. Every time a book is ordered and read, the renter will pay about US$30 cents to the author or the publisher. By adopting this division of labor, the issues of charging the consumers and rewarding the producers can at gotten around at the same time.

Even so, websites might be worried that a system that grants free access to all the books all the time by charging only US$10 a month might leave the business vulnerable to consumers who set his heart on taking advantage of the website. But let's now forget that there are only 24 hours in a day. How many books do you suppose one can read in a month?

The monthly fee of US$10 is but an assumption of mine. Websites in their real operations have the liberty of setting up price they find reasonable. But this liberty is as much a curse as it is a blessing for such websites, because if one charges too much, consumers would find it too expensive and won't come, but if one charges too less websites will not be able to profit as planned from the business. To find the right price, there are a number of strategies.

As illustrated above, the rates are one book for US$4 and unlimited access to the entire book collection for US$10 in this particular instance. However US$10 a month on books might pose as a burden for many. That's when US$6-7 for two books of choice comes in as such rate is in the midst of two extremes and should serve as a good compromise.

The figures here are but examples. They are to show that when setting prices for digital contents, we need to first make out the target price range on the basis of consumers' average spending on the commodity. Also, we should help ourselves to some distinction of users of varying frequencies. Such strategy can be of use to operations of other digital contents than eBooks.

The introduction of monthly payment and real-time connection can help us break the chains of selling containers but it also sets us up for the crisis of price war. Image a competing eBook rental service charges only US$8 a month when it sees you charge US$10. Once such price war begins, it will not stop until people get hurt.

At a time like this, let's not forget that once digital content business adopts the monthly payment model, its success hinges upon maintaining long-term relationship with its subscribers. That is, how can the website make consumers stick around in the fact of price competition by peers? To do that, website operators must really put their hearts to their businesses. More importantly, they must resort to the force of community to make consumers stay.

Besides, the uniqueness of the digital contents is also a key. That is, even TV news broadcasters know that nothing beats a scoop, an exclusive piece of news. The same applies to digital content business. How can I give what other can't? How can I give the same thing faster than other? These are the things that should be on the mind of digital content sellers.

Post Script: This article uses eBook as an example. But the bottleneck of eBook operations lie not in the pricing but in the fact that PC monitors have too low a resolution to serve as an appropriate platform for an extended time of reading. That is what results in its low market acceptance. But we won't touch upon that issue here. (
2004/10/03 - By Digitalwall.com - Way to
China Internet/Telecom
)






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- Today in History



The Web 2.0 Revolution (6) Struggle of the Press Industry - 2006/10/08

It All Boils Down to Brand Names - 2005/10/09

Crime and Punishment of P2P (2) Fire of Greed - 2005/10/02

Three Musts of Digital Content Biz (4) Pricing by Consumers' Budget - 2004/10/03

Corporate Website a Handful (2) Division of Labor How? - 2003/10/05

Sunday, September 26, 2004

Three Musts of Digital Content Biz (3) Redefining Ownership

What does it mean to own a file?








The traditional thinking of selling the "container" has everything to do with consumers' psychological need to "own" something. I own a car-race game software when I can buy it and take it home. I own a music CD when I can buy it and stash it at home.

The seller offers the container for consumers to purchase for ownership. In an equation like this, it's only natural that the seller/producer will hold the completeness of the contents in the container in very high regard. For a music album that has ten songs, the ten songs must be in uniform in style and be arranged in a specific order, not to mention the design of the CD case and the wardrobe choice of the artist him/herself.

The same is true of newspapers, magazines, movies, PC games, curricula, you name it. The effort on the part of producers to edit or, if your will, compose the content and then have it wrapped up nice and neat in a package serves to endow the product with commercial appeal to consumers, who whip out their wallet when whey find the commodity standing as an indivisible item and a keeper.

This way of handling content, however, are being seriously challenged in the Internet age. After all, this is a time when a consumer will demand the option buying any three out of the ten songs from an album. By making such a demand, the consumer is rejecting the seven other songs that's not music to his/her ears as well as the CD case. However, by setting the music files free from the CD, people are making it possible to file owners to share them on the Internet at will, sometimes illegally.

What's being described here is a scenario in which consumers have narrowed down their unit of ownership to a song, instead of an entire CD album. With this change, the ownership of the songs tends to be diminished. It's so easy get hold of these three songs in electronic files via the Internet that people succeed in doing so won't think much of the transfer.

It used to be when a famous singer released an album that featured unique appearance and a set number of CDs released around the world, fans will go all out to get one. Even if the songs are bound to fall out of the Billboard rankings in due course, such CD will still appeal to collectors.

However, it's a far cry from that with the digital content, which can be copied an infinite number of times and then spread as far as the Internet can go. Compared to tradition existence of music on CD and movies on DVD, music and movie files, even when protected by copyright, can seem so ethereal that its ownership feels like nada.

The music downloading service has become a hit in Europe and US because it sells every song for US$0.99, which is considered cheap in Europe and US, and the files sold there are protected by copyrights. However, such a business model should run into trouble pretty soon.

How did you handle the old music CDs in your home? Those has-beens that were popular at the time and bought on the spur of the moment almost always ended up alone in a corner, never to be listened to again. Before you know it, there is a mountain of such CDs in you home, and you don't know what to do with it.

In a parallel universe, where you paid for ten music files by three recording artists every time, you will also soon become the owner of hundreds of songs in digital form. Again, new songs will keep on coming out to inundate your hard disc and push your old songs under wraps of memory, will you simply erase them or just leave them alone?

Same question, Alternatively put. If you are not a collector or someone whose heart is set upon starting a digital library since digital files hardly qualify as collectibles, what's the point of having the music download into your PC hard disk to take up storage?

Let me refresh your memory of the three musts of digital content business. They are monthly fees, community, and real-time connection. Image a place on the Internet where you can pick out songs to hear whenever you want, all the while no music files are downloaded onto your PC.

That is, all the songs are stores in a remote server, which delivers the songs you order to you only on request. When you're done listening to them, no files will be left behind in your PC. For such an all-you-can-hear service, one might be charged an annual fee of US$13 or so.

As a subscriber to such a service, you will always have the newest songs to hear and you will never need to buy any CDs, download any files, and clean out you hard disc again. ADSL broadband connection is already a household fixture now. Music is almost automatic whenever a PC is turned on. That is, it makes no difference if you have the files on your disc. They are yours on request.

This is what real-time connection is capable of. Scraping the obsession of selling containers started with giving up selling the compact disc and went on to giving up selling the files. At a time when bandwidth is no longer an issue, when music files are available through several mouse clicks, selling the music files seems simply pointless.

Earlier on, other types of digital contents have been revolutionized. Take audiovisual programs for example. Right now, Internet TV operators in Taiwan have all launched monthly fees that come in US$8-9 for an all-you-can-watch subscription. They have almost all turned profitable.

Subscribers do not need to download these programs onto their hard discs. Instead, they watch via video streaming. When they're done watching, there will be no digital leftovers in their PC. For one thing, audiovisual files are too big to be downloaded. Sure. But the truth is eBook and digital music can also find this mode of business applicable.

Only in one situation will the consumers want to download the files. That is, portable device owners might sometimes want the music files on their MP3 players or eBook files on their PDAs.

Even that may soon become redundant as future portable devices improve in capability of being connected to the Internet. In fact, almost all PDAs are Internet-ready, some via WLAN, other via GPRS nowadays, rendering it unnecessary to download digital contents on PC and then transfer them onto PDAs, as PDAs have Internet connection of their own.

When digital content is at one's fingertips any time on request, consumers virtually own the content. For people who still find this virtual ownership unacceptable, they can still fall back on CDs, books, DVDs, whose value as collectibles remains undeniable. (
2004/09/26 - By Digitalwall.com - Way to
China Internet/Telecom
)






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- Today in History



The Web 2.0 Revolution (5) Search 3.0 - 2006/09/24

Crime and Punishment of P2P (1) Liberalization of Power - 2005/09/25

Three Musts of Digital Content Biz (3) Redefining Ownership - 2004/09/26

Corporate Website a Handful (1) Accountability Where? - 2003/09/28

Sunday, September 19, 2004

Three Musts of Digital Content Biz (2) Stop Selling "Containers"

No business beats printing bills to collect fees at set internals.








In the digital content industry, PC game companies are among the first to stop selling the "containers," realizing what the Internet is all about. Earlier on, PC game companies made and sold games for playing on a standalone PC. That was a time when consumers got carton-packaged games, had the game installed, and played it by themselves at home.

Like I said, it could cost quite a lot to dispatch the containers through the retail network. A game software could thus easily cost up to US$30 or more, a price pretty daunting to students that made up the bulk of game consumers. This then gave rise to an army of pirated softwares circulating on campus for students to "share."

In the online game era, a software disc sells for only a tad more than US$1, meaning the game company practically gives away the disc free of charge as the price barely covers the costs of distribution and packaging. But the disc contains only software for consumers to install at home. To play, they must pay for connection to the game server by purchasing stored-value card or a monthly-fee card.

Since emergence of this business model, piracy has been snuffed out, as in this case, the purchase of the packaged game discs marks not the end of a transaction but the beginning of what should be an extended span of stable monthly fee inflow. Such customer relation can go a long way in helping pay for game development and content updates.

In fact, the new online game business model is a picture-perfect example of the convergence of the three musts of successful digital content business, which are a monthly fee, a community, and a real-time connection. The monthly fee helps companies rid themselves of the habit of selling containers; the existence of a community helps make players stick around, and the real-time connection helps consumers get over the obsession of tangible ownership.

Among other examples of success, Global Chinese Competitiveness Foundation (GCCF), founded by Dr. Zi-yi Shi, specializes in the provision of corporate management know-how to newsletter subscribers who pay an annual fee of US$80 or so for the right to search and read from a pool of over 10,000 continuously updating articles. This service has been in existence for over four years.

As to the question of whether newsletter makes a profitable business, many creative attempts have been made to find out. It'd be hard to argue against the reasoning that if a newspaper can be sold for a price, there is no reason why newsletters can't. However, any one who has tried would tell you that it's really difficult, if not impossible, to profit from sales of newsletter, especially when you try to sell them on a copy-by-copy basis.

Just imagine. If GCCE had attached a tag price to every single digital copy of newsletter, as in US$3 for a copy of newsletter on the topic of "six-sigma" and another US$3 for a copy of newsletter on "paradigm of leadership", you do the math, this business would not have gotten this far.

Another case in point is the IT Home newsletter that goes back a long way in Taiwan. Previously known as PC Home newsletter, IT Home newsletter's subscriptions hit 380k at one point before tapering off. What made the difference was the presence and absence of charge.

Following the traditional way of newspapers, IT Home newsletter should have been charging a daily fee the way daily newspaper charges US$30 cents a copy. But IT Home knew better and charged an annual fee of some US$50, which guaranteed daily delivery of newsletter to the subscriber's appointed e-mail account.

The annual-fee strategy proved a success as IT Home newsletter broke even in 2001. Other than the annual fees, IT Home newsletter also profited a great deal from leasing out ad spaces. IT Home newsletter's prevail corroborates my forecast five years ago. That is, I have foreseen that only newsletters that charge for reading can only boast ad spaces that are valuable. The rationale is simple. Only when the viewers are paying to read will advertisement clients take this media seriously.

Can news stories be sold on the Net for a price? If past experiences are any guide, the answer is yes. In 2001, UDN.com, a website maintained by a widely-circulated newspaper United Daily in Taiwan, launched a pay-to-use database service that provides access to back-number newspaper stories for an annual fee of some US$70. For that much money, subscribers can try your luck at finding reports and photos that might be of interest to you during the past 15 years in Taiwan.

What most consumers are not aware of is that while a newspaper contains many stories, there is inherent logic as to how these stories are arranged and picked as headlines. That is, a newspaper in print form is an integrated existence that can not be randomly.

These stories, once close-knit on conventional paper carrier, have to be broken apart on the Internet. When stories concerning earthquake during the past 15 years are retrieved from the UDNdata.com, they all stand independent of the daily edition of newspaper to which they originally belonged.

Given this nature of digitized existence of news stories, charging an annual or a monthly fee is the only plausible option for digital news newsletter business. Since consumers are looking after a standalone story instead of a whole digital copy of newspaper which contains many other stories that he/she doesn't want, selling an entire digitized newspaper to him/her would be out of the question.

The honors of pioneering in the field of pay-to-read digital magazine in Taiwan goes to cite Publishing's electronic magazine publishing net, which works by digitizing contents of paper-based magazines and having consumers pay to download these digital contents to read via reader software.

As these digital magazines are merely intangible copies of the real magazines, consumers are therefore offered the options of buying a whole magazines' worth of contents or subscribing to the digital magazine service for six months during which time one can search the texts and make personal notes on the virtual magazines, something not allowed by reading the paper-based magazines. The one thing that these various digital magazines have in common with their real-world twins, besides their variety, is that they cost about the same. That is, just because it weighs nothing does not mean that it costs nothing.

Interestingly, the electronic magazine publishing net also sells back-number magazines. Like in the real world, these outdated digital magazines also come in lower prices than the latest edition. I must point out that the whole idea of selling back-number magazines on the Net is a bit ridiculous if your memory of what I mentioned earlier is still fresh, because there is no reason why the news stories printed and stapled together as a magazine in the world still need to remain in one another's company now that they do not take up physical space any more, unless the seller is still bound by the belief in containers.

Something that also should not hold back digital magazine sellers is inventory. The paper-based magazines can take up a lot of space in the warehouse if they remain unsold till the end of the month. That's why sellers sometimes go on sales to clear them out in cheaper price. But in the case of digital magazines, the hassle of inventory simply does not exist if you ask for one. Given that, the thought of selling back-number magazines, at a lower price, makes little sense.

The reality that there is a demand for old magazines is due in large part to the fact that readers need access to one of the articles in a particular issue of a magazine that he or she missed. If this is true, then forcing people to buy the whole thing, especially a digital one, is undesirable, even if there is a discount. The sales of past issues of magazines, if necessary, should consider having the contents broken down into individual articles and then regrouped into one big database to which the access will be charged for a fee.

Old-school content businesses relied so long and so hard on selling via such hardware as paper and compact discs as content carriers that it never occurred to them that they had the option of dividing content into smaller units for sales. They have been in the company of the hardware, which can't be divided and cost a price to make and transport, for too long, that they treat content the same way one the Net.

If the aforementioned examples have taught us anything, it's that digital content sellers should give up the mentality that their products must be sold packaged in a "box" or "container." Sellers of any type of digital content, music, movie, book, course, you name it, must help themselves to the freedom of Internet, and the sooner the better. (
2004/09/19 - By Digitalwall.com - Way to
China Internet/Telecom
)






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- Today in History



The Next Step for Web 2.0 (3) Collective Will Is the Cornerstone of Everything - 2007/09/16

The Web 2.0 Revolution (4) the Google Paradigm - 2006/09/17

The Web 2.0 Revolution (3) Advertising Revenue is Not Enough - 2006/09/10

Envisioning China's 3G Market (3) Systems & Markets - 2005/09/11

Three Musts of Digital Content Biz (2) Stop Selling "Containers" - 2004/09/19

Three Musts of Digital Content Biz (1) Content is Cheap - 2004/09/12

Sunday, September 12, 2004

Three Musts of Digital Content Biz (1) Content is Cheap

Producers of digital content, despite their key roles, are seldom sufficiently rewarded.








If I dare say it out loud that "human wisdom is valuable but can not be put on sale for a price," I might be laughed at, lashed out at, or left unnoticed. Enlighten me on which is worse. However, with the following analysis, I intend to convert some of the readers into my believers.

Ever since the dawn of the Internet age, when all were looking for a viable business model, I have reasoned that one can not charge for information disseminated on the Internet, since throughout the history of human consumption, we have never really paid much in exchange for information.

At a free-access seminar, where a world-renowned guru had been invited as the inaugural keynote speaker, two thousand people applied for admission, which, thankfully, was not a problem as the organizer had prepared for a capacity crowd.

As there was no charge for admission, the venue, the cost of flying the guru in including board, lodging, and traffic, the remuneration for the speech itself, the compensation for the staff, not to mention advertising, including newspaper ads and print materials for on-site distribution, were almost entirely paid for by a number of corporate sponsors.

A closer look shows that of all the sponsorship, only about 10% went to the guru's speech, meaning venue, wages, ads, and travel took up 90% of the sponsorship. Considering that the guru's wisdom was the only thing that justified all the trouble of holding such a speech, this cost structure didn't really make much sense.

That is, has the organizer spent too much on things other than the wisdom of the guru? Think again. Ninety percent of the sponsorship went to facilities and advertisement, leaving only 10% as rewards to the key figure that made the whole even possible.

However, this anomaly is hardly rare in the realm of education and training industry . In fact, people have gotten so used to this anomaly that they have started to see it as normal. For a training course that lasts 36 hours for 30 trainees, its common for every one enrolled in must to pay a fee of US$600-700, of which, again, only 10% is headed for the lecturer's wallet.

Where has rest of the money gone? One must ask. The answer is the venue, the printed materials, and the advertisement. These costs and compensation to the lecturer deducted, the organizer is still left with some slim profits. Things have always been this way in the world of training and education industry .

An even more convincing example is with the publishing industry, in which a writer has to rack his brains to get a book out and be rewarded with a royalty of 10%, give or take, depending on the level of fame this particular writer enjoys. That is, if the book sells for US$6-7 a copy, the author will be cut a share of less than US$1.

That brings us back to the same old question of where has the rest of the dough goes. A closer look will reveal that there is the cost of print materials, the cost of paper, the wages of administrative staff with the publishing company, the cost of advertisement and promotion, the cost of transporting book (yes, no such thing as a walking book), the cost of warehousing (unless you own the warehouse), and finally, the publishing company would not say no to some profits.

The same situation is true of the recording industry, where lyricists and music writers get the smallest shares of the big pie, as most of the US$10 tag price that consumers pay to get the CD album goes to the compact disc, the packing, the transport, and ads before the little that's left can trickle down to those that make the product even possible.

The movie industry is no exception to the rule that content is cheap. Do you think that by buying tickets at cinemas you are being supportive of the cinematic creation? Pardon my French, but…you wish. The cruel fact of life is that most of your money is used to rent the movie theater, maintain the facilities and pay for the utilities.

For hundreds, if not thousands, of years, people have grown accustomed to such uneven distribution of profits. They don't feel a thing any more. Content might be "priceless," but there is a price for content, a low one, on the market. In the worst case, when detached from the container, content becomes really priceless, this time literally.

We have encountered too many examples of this on the Internet. At the dawn of the Internet age, someone made the first ever attempt to sell news stories on the Net, the first time in human history when news was completely detached from its paper-based carrier. The result proved disastrous as plenty people would pay 30 cents for paper, but no one would pay anything for news on the Net.

Right now, around the globe, governments are encouraging development of digital content, which is good, because once content in books, music albums, movies, and educational curricula is digitized, the transfer of it can be done through the Net to save a great deal on hardware.

Companies will no longer need to dispatch CDs over to retailers and save on packaging and transport by adopting sales of digital music; neither do companies need to ever print the wisdom of authors on paper again as there is the convenience of eBook. For educational event organizers, venue will stop being a source of cost; instead, they can channel what financial resources they have into getting as good lecturers as they can afford by providing digital learning.

However, one little thing still stands in the way to that digital paradise. Consumers' emotional attachment to containers, that is. In a world where things without something wrapped around them can hardly have a price, how can one convince consumers to whip out their wallet and pay? For people who have learned to appreciate music only contained in a CD, how can we teach him to give music in files as much credit?

The absence of hardware cost means that price can be driven down. But this is hardly enough to induce change in consumer behaviors. In fact, in an age when content is removed from containers to be sold as pure electronic files, people in the content business must have themselves undergo a makeover of thought by flushing the idea of selling things in a container down the drains and embracing a business platform built upon monthly fees.

The take-off of digital content industry hinges upon consumers' will to pay. And for consumers to pay, three pieces must fall into place. They are monthly payment, online community, and real-time connection. All three must start with online businesses' willingness to quite the obsession with selling stuff put in containers. (
2004/09/12 - By Digitalwall.com - Way to
China Internet/Telecom
)






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- Today in History



The Next Step for Web 2.0 (3) Collective Will Is the Cornerstone of Everything - 2007/09/16

The Web 2.0 Revolution (4) the Google Paradigm - 2006/09/17

The Web 2.0 Revolution (3) Advertising Revenue is Not Enough - 2006/09/10

Envisioning China's 3G Market (3) Systems & Markets - 2005/09/11

Three Musts of Digital Content Biz (2) Stop Selling "Containers" - 2004/09/19

Three Musts of Digital Content Biz (1) Content is Cheap - 2004/09/12

Sunday, August 22, 2004

PDA in Siege (2) Bottlenecks of the Smart Phone

How many users can we expect for smart phones?








Leading PDA manufacturers know that they must do something to survive, as more and more rivals are coming into the market, which has been saturated for a long time. While Palm was the only heavy-weight player in the past, today almost every major IT manufacturer is making its own Pocket PC.

SONY, which was a supporter of the Palm operating system, announced to pull out of the US market not long ago. There are, of course, other reasons for it, but a simple fact is that the sales of PDA are no longer able to grow as fast as they were.

In the meantime, PDA manufacturers have been trying to re-orientate their business toward the smart phone segment. If you visit the website of Palm, you will find that PDAs with mobile phone functions have become the top priority of their marketing efforts.

It is also a busy place in the smart phone market, with Microsoft (along with many IT manufacturers behind it) and leading mobile phone manufacturers including Nokia and Motorola coming to join the market. In Taiwan, many IT manufacturers make both PDA and smart phones.

The smart phone of Palm looks more like a PDA with an antenna and a keyboard than a mobile phone. That conflict has never been reconciled: a PDA needs a larger screen for displaying information, while a mobile phone needs to be as small as possible to enable easy carrying.

You can get a quick look at the smart phone at: http://www.palmone.com/us/

Despite the fierce battle between the three parties and the steady increase in the smart phone output around the world, actually sales have been limited by a number of bottlenecks. Personally, I even believe that the current good days will come to an end pretty soon.

First, many people don't mind carrying a mobile phone and a PDA simultaneously, as they have different usages. While the screen size of smart phones, which allegedly have combined functions of both appliances, is one factor that makes it impossible to win the favor of both types of users.

To cater for mobile phone users, smart phones of most leading mobile phone manufacturers feature a small screen, resulting in inconvenient use of PDA functions. On the other hand, those of PDA manufacturers have taken a different direction. To enable better viewing, they are often made in too big sizes and turn out to be clumsy mobile phone.

Everybody knows that the most important element of a mobile phone is not its functions, but its appearance. The first thing to address, then, is how to deliver users smart phones, which do not look like a brick and attract the surprised eyes of others. Unfortunately, there has been no answer to it up to now.

Of course, there are people that don't care that much about appearances. For them, if a product could provide the functions of both a mobile phone and a PDA, i.e., if the product has powerful functions and allows making/receiving calls and wireless access to the Internet as a PDA does, what's the fuss about the appearance? The following figure shows the proportion of such users.

We can see clearly what a small group it is. Most smart phone uses are those with experience of using PDA, whose number has grown at a very slow speed during the past years. How many users, then, can we expect for smart phones?

From the above figure we can see that, despite its small market size, the smart phone user has been a target of both PDA and mobile phone manufacturers. For the latter, which have accustomed to catering for the mass market, this small segment could mean additional customers anyhow.

Yet for PDA manufacturers, who have far less customers (than mobile phone manufacturers), smart phone user could mean a great loss if it is pulled away. Therefore, PDA manufacturers' drive in the smart phone market seem to be an offensive strategy for new customers, but in essence, it is a defensive move to prevent the loss of existing customers.

Under the attack from both the handheld PC and smart phone, PDA is loosing ground continuously. Manufacturers that only produce PDAs might start to consider making smart phones or full-functioned handheld PCs (as discussed in previous sections).

For consumers, that means more options of portable devices. In addition to PDA, they can choose handheld PCs or smart phones now. One thing in common, however, is that most users of such kind of products are business people. Only handheld PCs and smart phones have little opportunity of entering the mass consumer market.

The following figure shows the market distribution of the products.

The demands of the business people are very steady, while at the same time this market is being shared by three types of portable devices. It means that each kind of manufacturer could only get a small portion. How can they not be so tired? In addition, PDA is going to face more and more severe and deadly siege. (
2004/08/22 - By Digitalwall.com - Way to
China Internet/Telecom
)






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Prev : PDA in Siege (1) The Attack of Notebooks


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- Today in History



The Next Step for Web 2.0 (1) The Dawn of Emotion Economics - 2007/08/26

The Web 2.0 Revolution (2) the Emergence of New Media - 2006/08/27

The Web 2.0 Revolution (1) the Root Cause is Cost - 2006/08/20

Envisioning China's 3G Market (1) 3G Will Not Increase ARPU - 2005/08/28

PDA in Siege (2) Bottlenecks of the Smart Phone - 2004/08/22

Sunday, August 15, 2004

PDA in Siege (1) The Attack of Notebooks

"Pure-blood" PDA stops growing, as miniature notebooks are offering more and more functions.








In my previous discussions on "mobile computers", I pointed out that future computers, big or small, would offer mobility to some extent, the question is how mobile it would be. In those discussions, I also predicted that as notebooks get smaller and smaller, they would erode the market of PDAs.

Such products are already available in the market. In the United States, Vulcan Inc., a company with a relatively short history has showed off the prototype of a notebook as small as your palm - about the same size of a PDA. The finalized model is expected to appear at DEMOmobile2004 in September.

Impatient consumers can learn more about the product at: http://www.flipstartpc.com/.

The company is set up by Paul G. Allen, who co-founded Microsoft with Bill Gates. The most distinct feature of the product, which is called FlipStart, is the fact that it is a real computer, with a standard Microsoft Windows XP, instead of Pocket PC.

Most of today's PDA products use simplified operating systems to save power and improve performance. Also, to deliver simpler operation, they use simplified application programs, for example, Pocket Word embedded in Microsoft Pocket PC.

That, nevertheless, has resulted in inconvenient file format conversion and restricted many functions of the PDA. For example, they cannot be connected with external printers or CD drives, and must use special WLAN PCI cards for Internet access. As they never have sufficient memories, they have to depend on expensive external memory cards.

In a word, a PDA is only a PDA. You cannot expect it to deliver the performance of a notebook. However, the biggest advantage of a PDA is that it is ready for use as soon as you press the power button. Thanks to its simple functions, it consumes far less power and provides much longer standby time.

Yet with the advance of hardware technologies, including those of screen/display, hardware capacity and size, energy conservation and battery, manufacturers are eventually able to squeeze a PC into a frame as small as a PDA.

Features of the handheld computer include:

- Windows XP operating system: that means you can install any software you want, without worrying about the file format conversion. In theory, you can even install games that you run in conventional PCs.

- HDTV-quality display (1024X600): the biggest problem with the Internet access by using a PDA is that the webpage is usually bigger than the screen and you have to use the Left/Right scroll bars to view it. With FlipStart, however, the entire webpage can be displayed on a single screen and the characters are still clear enough.

- 1 GHz processor, 30 GB hard disk, 256 MB built-in memory, and WLAN PCI card: you can connect the product with an external display, CD driver or printer. In addition, it also has a USB port that allows connection with any USB device. It is exactly a PC.

- User-friendly interface: with state-of-the-art design, the keyboard and mouse are placed on a small space. From the picture we can see that the product's keyboard is designed to use your two thumbs to operate it, and at the left side there is a track wheel in the place of the mouse.

- Low-power Interactive Display (LID): when FlipStart is folded, there is an external touch screen to allow users to check schedule, contacts and emails, or play MP3s without having to turn on the machine.

As an alternative to "paper notebooks", PDA was successful in the past. It is a pretty good tool to record daily work items of business people, including contact information, schedule and quick notes.

Not all business users have to throw their PDAs away. For many people, the requirement is just for a simple electronic note pad, instead of a notebook computer. Nevertheless, with the emergence of FlipSart and similar products, the market of PDA will be squeezed continuously.

If FlipStart could be sold at about USD 650, the prices of many high-end PDAs will fall, and those of middle-end PDA will drop down to the low-end level. As a result, the entire price structure of the current PDA market will collapse, as shown in the following figure:

In other words, not everybody needs a palm-size notebook. However, if the price of such a notebook drops to the level of a PDA, consumers would begin to consider: "why not buying those with better functions since the prices are about the same?" Replacement would happen then. (
2004/08/15 - By Digitalwall.com - Way to
China Internet/Telecom
)






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Next : PDA in Siege (2) Bottlenecks of the Smart Phone








- Today in History



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PDA in Siege (1) The Attack of Notebooks - 2004/08/15