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Monday
Oct032011

Yahoo - ABC News Partnership

Fresh off the Kindle Fire news and a day before the iPhone 5 launch, Yahoo has announced a deep integration with ABC News in their latest fight for big tech relevancy. Yahoo--which produces original content, but really has value as a news aggregator--will now give ABC News content premium positioning on its platform. This deal makes sense for both companies, for a few reasons:

  1. Audience alignment: ABC News and Yahoo! both capture the very general audience segments. Neither seems to skew younger, to a specific gender or of a specific political affiliation relative to their competitors)
  2. Category leaders in News media are of three types: 24 hour news networks (CNN), Platforms that aggregate news (formerly Yahoo, Google News, AOL), Niche plays (HuffPo, Drudge, Fox News, MSNBC)). ABC News (similar to CBS News and MSNBC for a long time) is a classic, general news provider that doesn't own eyeballs through a platform and has no niche play. So for them, this makes perfect sense.
  3. Yahoo! doesn't need the overhead of heavy content creation: There are already numerous companies that invest significantly in creating content, primarily for a live broadcast, appointment programming world. In that world, because distribution was limited (only 4 -5 news channels) there was less of a need to differentiate on content. News orgs focused on being high quality and premium. In an on-demand world these companies no longer have any competitive strength in distribution and so have to win solely on perceived content value. And the value of producing high-quality, middle-of-the-road content is not as high as producing niche content. Yahoo distribution plays back to ABC's original strength of distribution channel ownership.
  4. ABC will now be able to place an identity to a lot of their news consumers, since they'll be actively logged-in Yahoo users. This is critical to serving more relevant advertisements and other forms of relevant revenue-generating content. News sites have long struggled in creating true user value in being registered and logged-in. Yahoo will help solve some of that for ABC.

I think we'll look back on this partnership as a significant step in the realignment of news media. AOL has really made a strong push as being the leading general media platform online and this positions Yahoo to really do much of the same. You'll always have your niche plays because of the nature of on-demand consumption, but there is still room for platform owners to get most people the general news and information they'd otherwise miss.

And yes, I used to work for ABC, but trust me that I have no biases. I get my news from The Onion: America's Finest News Source. Now, that's journalism.

Wednesday
Sep282011

Kindle Fire: Amazon as a B2B Service Provider

Jeff Bezos debuted the Kindle Fire today, a $199 7-inch tablet that some media outlets are suggesting will be an iPad killer. The pricing and product design of the tablet, however, suggest that it isn't Apple that Amazon is worried about. At $199 Amazon has had to go light on hardware features on the device, as highlighted by Techcrunch,

There are no physical buttons on the black slate, along with little Amazon branding. The Fire doesn’t have a camera, microphone or 3G connectivity although it does pack WiFi. It’s all about the experience here.

Yes, it is all about the experience--but we'll get back to that.

Amazon's new tablet will take share from the iPad, but that's because the mobile computing market is continuing to grow significantly and as markets expand it is the cheaper-priced devices that new customers buy. Google knew this and that's why they've focused on dominating the under $300 smartphone market, which is primed to grow the most and has true international viability. In Q2, Apple sold every iPad2 they could manufacture in the U.S. and that won't change anytime soon. Only if they planned on releasing a less expensive device, is this Fire news relevant to them. And that's not only because of the price point, but because Amazon has a real ecosystem that can compete with Apple's iOS ecosystem. That's a real barrier to competition. 

And that ecosystem is built on being a data-driven product company with strong retailer relationships. Amazon knows this and it shows in the product design. Their display of media content is being described as a "complete storefront for the retailer" (see left), which they are betting is the kind of experience necessary to get formerly reluctant publishers to make their full content library available online. Bezos seems to get, that though the absolute rule for internet product design is to focus on the consumer, when disrupting industries there is a position for companies who focus on the supplier as well. Amazon is positioning itself as a B2B service provider, as much as they are a B2C retailer and the Fire wasn't their first product release to acknowledge that. Earlier this year they launched MyHabit, a private sales site to challenge Gilt, HauteLook, RueLaLa and end-of-life fashion retailers.

The private sales business model is selling end-of-life, high-fashion inventory behind a wall that protects the premium position of the designer's brand. More simply, Marc Jacobs is OK with selling last season's pants on Gilt, because Gilt can guarantee the quality of the customers and merchandise presentation. Marshall's can't do that. What you see however, is that Gilt is increasingly positioning itself as a general eCommerce player and less a PS retailer.

My Habit, however, was a product designed with the brand's interest at heart. From what I can tell, they never couple multiple brands within the same sale and have invested significantly in the presentation of the merchandise. For instance, when you click on a piece of clothing there is a brief video that shows the model walking in place. This is ideal for designers and Amazon knew that. 

So as much as the Bezos' announcement is being positioned as being most relevant to Apple, it isn't really. This announcement is just another signifier that mobile computing will soon be the only type of relevant computing and as more industries are disrupted, there is market opportunity in being a B2B2C company. And that's something a lot of startups should take note of. The only caveat I'd add is that I think B2B2C products can only exist, once a B2C product has commanded consumer demand. Just think, if the Kindle Fire was released in 2010 instead of the iPad, would we even be having this conversation today? Not a chance.

Tuesday
Sep272011

New Facebook, Old Problems

I was really excited about the new features that Facebook announced during f8. At first, I thought their changes would kill a number of new startups. Conversations with friends seem to confirm my assumptions: Spotify integration threatens Turntable.fm; Timeline eliminates the value of foursquare's single player mode, by putting your location in a richer context. But, after enabling the Timeline I'm no longer completely sold.

It seems that Facebook is yet to resolve to the fact that they are a large archived social graph and not a real-time social platform. As mentioned in a previous post, real-time sharing seems to scale only when enabled by an action-specific platform (checking-in, listening to music) with a discreetly provisioned social graph (foursquare friends, instagram friends.)

Take the Spotify integration for instance. Frankly, I don't care what my 469 Facebook friends are listening to. In that 469, there are probably 15-20 whose musical taste I trust. And adding their Spotify streams in my Facebook experience just makes it too busy (upper right hand corner in above photo).

Instead, consider Rexly, a social music discovery service that just launched their iPhone app today. (Disclosure: Rexly was founded by two close friends) Rexly's iPhone app integrates seamlessly with the music player on my iPhone and each time I add a friend using Rexly (who I pull from my Facebook social graph), the service requests that I categorize my trust in their musical taste.

Its a more organic experience. I'm already listening to music on my iPhone (action-specific platform) and now I can easily add in my social graph as it makes sense (discreetly provisioned social graph).

That's not to say that Facebook's changes aren't going to add incremental value to users. I will spend more time on the platform because of the Timeline. But, I won't be paying any attention to the fact that you love 3614 Jackson Highway and 36 Chambers. Weirdo.  

Tuesday
Sep272011

The True Value of New Technology

Recently, I went to the opening of a new business that a friend of a friend is starting. The business concept is great, but parts of the execution are very poor. In an effort to be a technology-forward company, they've introduced new technology into their business in a way that creates inefficiencies and distracts consumers. 

Using new technology, without identifying the absolute need that it is solving usually hurts companies significantly.

New technology is in place to make us more efficient, connecting us in ways that we hadn't dreamt of and therefore leading us to all have a better, more productive, happier society. Technology doesn't create new experiences, it augments existing ones. We've always checked-in on old friends, sought information to find out if our first loves were leading happy lives, laughed at pictures of our adolescence. Now instead of that happening through phone calls and shoe boxes its on Facebook

And that isn't unique to social networking, it is true with commerce as well. Bed and Breakfasts' existed long before AirBNB. The problem with the single-venue hotel model is that the supplier (B&B owner) never had the marketing dollars to publicize their supply. So B&Bs existed primarily in places that had heavy traveler traffic. The owner lived there to mitigate any true overhead. The internet solves this by connecting people instantly and inexpensively, so soucing demand is no longer an issue. We all have homes, apartments and cars--so there goes our supply. And that's how you get AirBNB and Getaround. 

This human element isn't just true for business models, but for product design as well. The best example of this is your mobile phone. Since combining your phone (which by the way you hardly use anymore) with other communication platforms (SMS, Email), entertainment and media (music, movies) and productivity tools (alarm clocks) it has become the most intimate object any of us have. Without it we feel naked. Our phones have truly become digital extensions of identities, They are how we manage giving our attention to others, what we use to interact with the world, listen to music and watch movies. They manage how productive we are and where we're expected to go next. So its not wonder that phone design moves more towards what's human each day. As a result, in Apple's new iOS, alerts now request user attention in a more quiet manner.

Apple's product team seems to understand that your mobile phone is like a friend who is always with you. If everytime that friend needed your attention (at work for example) they screamed at you, over time you'd get rid of that friend. If however, they whispered quietly in your area you could choose to manage your attention much more effectively. But its not surprise that Apple gets this, have you ever seen an iPhone commercial?

Wednesday
Sep142011

How Facebook Can Win

Facebook has more than 500mn users and private valuations have it worth up to $100 billion. But ask any analyst, writer or tech passerby and they will tell you Facebook has a few problems--namely, user engagement and monetization. This is proven, look at their shut down of Places, their reduction of Deals and their product reaction to Google +'s market entry. Add to that Groupon's latest troubles and consider that Facebook cannibalized previous social networks that over-promised and undelivered (MySpace, Friendster).

Its clear that Facebook needs an answer to that problem.

So far they've reacted by creating copycat products that aren't that differentiated from the competitor's original product--relying on their scale to add value to users that other platforms simply can not.

But, this doesn't work.

This doesn't work because users of social networks that have high user engagement share very specific personal data to a hyper-discreet social graph in real-time. Look at the main players: 

Facebook has tried to address the more discreet social graph problem, somewhat in response to Google Circles. But the real-time sharing problem still persists. And it will continue to persist because Facebook's size inevitably has users of different activity levels. Consider the rate of diffusion for a social network to be accepted by the market

  • Innovators – venturesome, educated, multiple info sources; 
  • Early adopters – social leaders, popular, educated; 
  • Early majority – deliberate, many informal social contacts; 
  • Late majority – skeptical, traditional, lower socio-economic status; 
  • Laggards – neighbors and friends are main info sources, fear of debt.

Using location as an example, the first two groups are already on competitor platforms (foursquare, scvngr, etc.) and are not going to check-in on two different platforms. Somewhere between early majority and late majority users are going to want traditional value-adds to engage on a platform. This is why the fantastic work that foursquare's BD team has conducted is so crucial, by pushing through offers, discounts and other value adds for engaging with brands they incentivise a new set of users to engage on the platform. While Facebook has more leverage to provide those value-adds, they suffer from a fundamental lack of engagement from a sustained user base--those innovators and early adopters are already on foursquare and other competitors. It seems that product and innovation drive initial adoption, BD and partnerships enable scale. This would explain why consumers are seemingly choosing a variety of new platforms and products over a single integrated experience time and time again.

If that maxim is true, Facebook's solve for enabling places, deals, etc. on their platform is a product solve. And if it is a product solve, they already have the assets to enable it.

For a long time they've touted themselves as the largest photo-sharing site on the internet. They're right and thus, should really play to their strengths. The user behavior on Facebook is already to share your memories via photos after the event has taken place and by restructuring that experience can habituate users to sharing their location and other meaningful information that would enable commerce like Deals. foursquare recently allowed users to start attaching photos to their check-ins. Notice they didn't suggest that users add a check-in to a photo, because that wouldn't make any sense. Similarly, Facebook should add check-ins and other products to photos instead of making them standalone.

Let's see an example of how this could work. Recently, my girlfriend Ashley made dinner for me and my friends. Because she was sharing a photo and not a location she decided to share it on Facebook. Here's what she shared: 

Ashley was trying to share two things with her friends: here's what I'm eating and here's who I'm eating with. Facebook's current experience doesn't fully communicate that. But, by adding categories to their photo upload tool they could more clearly represent what Ashley's trying to share and incentivise her to share things like current location, activity and merchant. 

Same image, new structure: 

Now, Ashley has an incentive to check-in to Whole Foods, has shared what activity she is doing and who with. That set of data is now structured and more portable. Facebook could enable deals for Ashley (though not real-time) that were relevant and didn't require her to go through a separate experience. They've also  cleaned up their user experience significantly. Path is already doing something similar.

Here's a photo I shared seven months ago at a Fashion Week party with my friends: 

This type of change would also help clean-up Facebook's data across the platform. Right now, when you share photos you don't give them any type of category. This is problematic because the photo is just a form of media and people may be trying to express themselves differently using the same media. Consider three profile pictures that Ashley has shared:

Three profile pictures, three fundamentally different messages and Facebook is reading the data all the same way. By adding category classifcation to their upload tool, they can get cleaner data sets that enable commerce for users and enrich the user experience. For instance, people who may be intersted in finding Ashley wouldn't be able to recognize her in photos 2 or 3. But by adding classification and a rule (e.g. non-friends only see profile pictures classified as "me"), would-be friends can recognize her.

Facebook shouldn't be competing against the foursquares and instagrams of the world--at more than 500mn users they are in a fundamentally different place. But that doesn't mean they can't capture the same value or even have similar use cases. They can enable commerce like Deals by integrating the sharing behavior in a more organic way, which will result in them capturing the early majority, late majority and laggards who are looking for more traditional value-adds anyway.