terça-feira, 15 de fevereiro de 2011

Marta Matui: Midias Sociais E A Era De Aquário

Marta Matui: Midias Sociais E A Era De Aquário: "Perdão pelos enormes erros que cometerei nesse post. Falarei de memória e esse não é o meu forte. A muitos anos atrás, uns 7 anos, tive que..."

Androids, iPhones, and akins - A new walled garden? VI #in

The battle of devices has now become a war of ecosystems. In this case it is where ecosystems include not only the hardware and software of the device, but developers, applications, ecommerce, advertising, search, social applications, location-based services, unified communications and many other things. Our competitors aren’t taking our market share with devices; they are taking our market share with an entire ecosystem. This means we’re going to have to decide how we either build, catalyse or join an ecosystem”

Actually, by ecosystem, I understand it as behavior focus on collaboration in different dimensions like consumer-2-consumer, provider-2-consumer, consumer-2-provider and provider-2-provider. All of them are embedded in a socially structured field where the provider should compete not only for technology adoption, but also for the collaboration of consumers and other providers. Technical relationship, as per design or pure technology should be added to political relationship. The legitimation of one in this arena is more related with a public political action. 
The discourse (assuming this is real) lies on pure technical point of view, all the examples are directly or indirectly related to social network solutions. Eventually directed to the Nokia's technical community. Rephrasing it, this should sound like "Hej guys, we are stuck in the middle. Shall we re-invent the wheel building an ecosystem, or catalyze one, or even join an existent ecosystem?" In my humble opinion they will join to Microsoft ecosystem.

Ecosystems thrive when they reach scale, when they are fueled by energy and innovation and when they provide benefits and value to each person or company who participates.”

As Barabàsi identified, scale in social networks means preferably access - now an rich ecosystem makes sense. A social network option means a subscription based predominately in relationship them communication.

So, a combination of the two providers like Microsoft and Nokia means a real combination to compete against Google plus the Android OEMs. But, much more should be done before we can consider Microsoft + Nokia a strong player in this arena. Why? Much of the collaborative initiatives were sparkled by a sense of revolt against Microsoft. We can list LINUX as an example, or we can list "freemium" the log tail business model as another example as well. What we can consider now is that, the combination of installed base. At the TELCO operators, who is also suffering with Google and akins, Nokia can bring a source of commitment to this arena. Then, the relationship between Microsoft and Nokia will not be a dyadic one, will be a triad one!

This is gonna be FUN!!!!!!!!!       lol

quarta-feira, 9 de fevereiro de 2011

Isomorphisms I #in

My last post Androids, iPhones and akins - A new walled garden? V #in, showed me that is time to post something that is in my mind in the last 3-4 months. This is isomorphism. "Isomorphism is constraining process that forces one unit in a population to resemble other units that face the same set of environmental conditions. At the population level [... be] modified in the direction of increasing compatibility with environmental characteristics" (DiMaggio & Powell, 1983, p.149), because "[o]rganizations compete not just for resources and customers, but for political power and institutional legitimacy" (DiMaggio & Powell, 1983, p.150). It means that the organizations, in time of uncertainties, looks for 'recipes' to compete.

It can be seem in the car industry, as example. Let's see:
For me, what is nice in those views is the strategy as follower for some design trend, and also the polarization categories; "popular" against "non-popular". Two examples are Asiatic brands, one American and 3 are European. In the design arena, the entry level cost has minimum or no effect. The Asiatic low cost shall play in victim position, as well as predator. The European and American Brands too. What is this? An evidence of isomorphic rule across 6 different car brands. Why? Some people does not want a car that can be confused as popular. Some people does not want to pay a golden price, if there is generic alternative. From the popular side, some people can afford the new design.So, they buy in.

Androids, iPhones and akins - A new walled garden? V #in

Nokia CEO Stephen Elop rallies troops in brutally honest 'burning platform' memo? (update: it's real!) -- Engadget

Seriously! If it's real... Are they late? Let's see the coming chapters. What I can see is the fight for legitimacy being hold by Androids, iPhones and akins. A changing hands in 3-4 years.

for those who has no time for the full text, here it is some quotations:

  • "...there is intense heat coming from our competitors, more rapidly than we ever expected. Apple disrupted the market by redefining the smartphone and attracting developers to a closed, but very powerful ecosystem."
  • "They changed the game, and today, Apple owns the high-end range."
  • "Google has become a gravitational force, drawing much of the industry's innovation to its core."
  • "We have some brilliant sources of innovation inside Nokia, but we are not bringing it to market fast enough. We thought MeeGo would be a platform for winning high-end smartphones. However, at this rate, by the end of 2011, we might have only one MeeGo product in the market."
  • "...Symbian is proving to be an increasingly difficult environment in which to develop to meet the continuously expanding consumer requirements..."
  • "Our competitors aren't taking our market share with devices; they are taking our market share with an entire ecosystem."
  • "We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven't been delivering innovation fast enough. We're not collaborating internally. Nokia, our platform is burning."