A lot has been made of Eric Schmidt resigning from Apple’s board. The short version: he’s also CEO of Google and these two tech giants are really starting to cross swords.
While Google are undoubtedly an increasing ‘problem’ for Apple, I think most reports are in danger of missing the elephant in the room: Nokia. They have a 40% market share of the world’s mobile handset market. They produce a phone every 13 seconds, with around 1.1 billion customers today, and they are well and truly on a charge.
Nokia are unquestionably number one – larger than their top three rivals combined – yet they were accused of being asleep at the wheel when it came to the iPhone. Enter the Nokia N900 Smartbook, launched this week with, “Computer-grade performance in a handset” and Flash support (not yet available on the iPhone).
Microsoft’s mobile version of the Office suite, currently only available on Windows mobile devices, is soon to be available on Nokia handsets. And Microsoft and Nokia plan on developing several mobile apps together.
Apple fans have consumed rumours about Mr Jobs producing a tablet computer for several years but it’s yet to materialise. Enter Nokia’s booklet. Add to this momentum the fact they appear to be teaming up with music rather than dictate to the industry. Dave Stewart (50% of the Eurythmics group) is a change agent and big fettler in the Nokia world of the future.
Nokia are a capable chameleon. They’ve reinvented themselves from a paper and rubber manufacturer to an electronic giant turning over $70 billion. So when they say, “we will quickly be the world’s biggest entertainment media network.” we should really pay attention.
Their aptitude, coupled with some audacious strategic alliances may yet see CEO Olli-Pekka Kallasvuo pull off a Finnish coup d’état.
All businesses want to control their own destiny. Surely, it’s natural. The old-fashioned classic is to cut out the middleman and access the wallet yourself. After all, why go to the trouble of producing a wonderful product, only to pray fickle retailers buy into it and run the gauntlet of the supply chain? It’s sorely tempting to improve margins and go B2C not B2B.
And, as retailers become ever more aware that globalisation is but a mouse click away, why would they pay top dollar for widgets they can source, spec and put on a boat from Taiwan themselves. Again, in the pursuit of margin, it’s tempting to bite the hand that’s fed you.
A couple of recent examples:
Fresh out of bankruptcy, General Motors are showing an eagerness for change and sales by trading on eBay. With no one denying the car dealer network needs napalming, will this be the air raid warning for their atrocious service?
And Which? are looking to raise finance to launch a range of own-brand products and services. This 52-year-old charity organisation is taking the goodwill of 1 million subscribers and completely reengineering their business model.
What’s next, the BBC’s political editor running for Number 10?
Just read Tom Asacker’s post on frustration and I needed to rebroadcast:
Marketers, we need you now, more than ever, to be the voice of value creation for the benefit of your organizations and other brand constituents (customers, suppliers, communities, et al). So please don’t let the frustration, and persistence, of the Social Web ecosystem cause you to aimlessly invest those scarce resources in “following,” “friending” or “tweeting.”
Some are proving there is a benefit to social media but don’t forget Twitter, Facebook, etc are all tools. Merely tools, not the whole ball game itself. If your business is using them successfully then kudos to you. If you’re employing them but not gaining value, then you must realise they’re no longer tools, they’ve become toys.
Does anyone rave on about email, fax or telephone use in business anymore? When did you last hear someone brag about their team’s wonderful clearing of their inboxes? All very useful, but tools nonetheless.
Debating freelance pricing recently, I started thinking how many variables can affect daily rates:
Future proof – repeat business is virtually everyone’s goal. Will this project have a long-term effect (perhaps even an adverse one) on your business?
Order book – are you currently desperate for the phone to ring or are you (and your team of assistants) flat out?
Difficulty – is the project a walk in the park requiring little incremental input from you, or will it demand herculean effort?
Sacrifice – your time is a scarce resource, what will suffer as it’s taken? Will you need to shelve other projects or cancel your honeymoon?
Want – does the project team really want you on board? Really, REALLY want you?
Competition – are their 20 other freelancers willing and able to step into the breach for less than you currently charge?
Investment – are freelancers viewed as a cost or an investment? The latter will be regarded as beneficial in far-reaching areas; the former is a painful necessity to be stopped ASAP.
Development – what will the project bring to your personal and professional benefit?
Desire – do you want to work for the organisation and on this project? Will it bring satisfaction or fulfilment?
Add to this the insecurity of being freelance in the first instance: little job security, no guaranteed income or employee benefits (for better or worse).
Should all 9 to 5ers be thinking a little bit more like this?
And, as retailers become ever more aware that globalisation is but a mouse click away, why would they pay top dollar for widgets they can source, spec and put on a boat from Taiwan themselves. Again, in the pursuit of margin, it’s tempting to bite the hand that’s fed you.
Just read