Can Sony’s tablet repeat the success of the PlayStation?

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Sony have announced that they’ll be releasing two tablets later this year – one is similar to Apple’s iPad while the other is a clamshell design, reminiscent of Nintendo’s DS. The tablets will run the Android OS. Music and video content will be provided through Sony’s Qriocity service (I assume the Qriocity service will be extended to support distribution of apps).

I can’t help thinking about how the Sony PlayStation gatecrashed the Nintendo-Sega party and ended up outselling the N64 three-to-one. The clamshell approach is a brave one and it’s interesting that Sony’s opted to go with the Android OS, given their track record of pushing their own formats (e.g. U-matic, Betamax, 3.5″ floppy discs, DAT, MiniDisc, Betacam, UMD, Memory Stick, Blu-ray), although not entirely surprising, given that Sony Ericsson has embraced Android for its mobile phones.

Sony’s most successful product was the Walkman which relied on the freely-licensed compact cassette. Could they end up exploiting Android in a similar fashion and knocking Apple off the tablet pedestal?

Written by jackgavigan

April 27, 2011 at 8:41 pm

Posted in Innovation, Openness

Mediocrity, not failure, is the worst-case scenario for startups

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There’s an excellent article over on OnStartups.com, about the dangers of mediocrity.

Back in 2000, I was CTO of a startup called ZedZed.com. The founders (I was the first employee) had raised £800,000 in seed funding and we got things rolling in November 1999. Four months later, the dot-com bubble burst and the VCs we’d been talking to about a multi-million pound investment round seemed somewhat less keen. However, the original seed investors were pleased with the progress we’d made and were prepared to continue funding us to the tune of another £800,000.

However, in June 2000, we decided that the prospects for raising the money we needed to execute on our business plan before the end of the year were remote and, rather than limp along, the board opted to shut the company down and return the investors’ money. We effectively mothballed the company, left the site running on a server in a data centre, laid off the employees and took freelance contracts to pay the rent while we waited to see if the investment climate improved. It never did so we continued on our separate ways.

Had we opted to keep going, we’d probably have survived well into 2001 before running out of money. It’s unlikely that we’d have been able to raise another investment round but it’s possible that someone like Lastminute.com might have been interested in sympathy-acquiring us to get our content management platform. The bottom line is that it wouldn’t have been a stand-out success. So, the decision to shut the company down was the right one.

Obviously, it’s important that you believe in your business idea but it’s equally important to keep a sense of detachment and recognise that, although your idea may a good one, its success or failure may well depend on circumstances that are beyond your control.

Or, to put it another way, you need to know when to quit.

Written by jackgavigan

April 19, 2011 at 8:20 pm

Posted in Entrepreneurship

Ubermedia to launch a Twitter rival?

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Following on from my previous post about the Ubermedia vs. Twitter confrontation, news has emerged that Ubermedia is planning a service that would compete with Twitter. CNN has the scoop, although I prefer the Business Insider article, purely because it has an awesome photo (I’m actually quite jealous of that photo – it makes my ground squirrels seem quite boring by comparison) .

One curious aspect to all of this is that, although rumours first emerged that Ubermedia was in talks to acquire TweetDeck more than two months ago, there’s been no official confirmation. Twitter’s announcement that new client apps are unwelcome suggests that it won’t now be possible to launch a new Twitter client, which means that the existing clients have just become more valuable. TweetDeck may have other suitors. Combine that with the fact that it could be argued that Twitter’s targeting of Ubermedia has made them a less-attractive merger prospect (rumour has it that TweetDeck’s shareholders would have been paid at least partly in Ubermedia stock), and it wouldn’t surprise me if TweetDeck’s holding out for more money.

A month ago, Mashable reported that recent auctions of Twitter shares value the company at $7.7bn. If Ubermedia is the biggest threat to that valuation, I wonder how much it’s worth to Twitter to remove that threat, either by buying Ubermedia or, if that’s not an option, by snapping up the remaining third-party clients (like TweetDeck) to deny Ubermedia the opportunity to add their users to its own.

Meanwhile, Rstat.us and Diaspora are quietly bubbling along in the background and could end up crashing the whole party.

Written by jackgavigan

April 18, 2011 at 9:19 pm

Posted in Openness

Ignore customer feedback at your peril

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Recently, I’ve had occasion to use both Huddle (for organising Twestival) and Basecamp (for DEFCON). Unfortunately, Huddle doesn’t work well on the iPad. I moaned about this on Twitter (as one does) and Huddle responded, saying that they were working on it. So far, so good.

Fast-forward six weeks and today, over lunch, I’m asked for advice on what project management collaboration service is the best. I duly pull out my iPad and discover that Huddle still doesn’t work on it.

So guess who has a new 40-user client?

Obviously, you don’t want to be falling over yourself to cater to every whim of every user but support for a platform like the iPad is a fairly basic piece of functionality.

Written by jackgavigan

April 11, 2011 at 10:18 pm

Posted in Innovation

Insecurity derailment

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Last week, news emerged that RSA has suffered a serious security breach that has left many wondering whether the millions of SecurID tokens in use around the world are really that secure after all. I’d be very surprised if RSA didn’t suffer financially as a direct consequence of this breach but RSA as a business will survive.

Jack Dorsey’s new venture, Square is hot at the moment. It’s a credit card reader and associated service that plugs into your iPhone or iPad and lets you take credit card payments. Square takes 2.75% and deposits the rest of the money into your bank account the following day. The device itself is free. All you need is a US address and a US bank account and you can start accepting payment by credit card.

Credit card fraud amounts to billions of dollars every year. Stolen credit card details sell for up to $50 but turning the stolen details into cash isn’t straightforward – fraudsters normally buy goods online which they then re-sell for cash. It would be much easier if you could simply set up a bank account under an assumed name (not that difficult in this age of identity theft), fill it with money debited from the stolen credit cards and then withdraw it the following day.

In theory, Square doesn’t allow this because the card has to be physically swiped through the device.

Except it doesn’t. Major Malfunction and Zac Franken have discovered that it’s possible to spoof the Square system into thinking that a card is present when, in fact, it’s not. This obviously opens up the risk that Square could become a vehicle for large-scale fraud and I can’t help wondering what the credit card companies would do if that were to happen.

Could Square fall victim to its own failure to build a secure platform?

Written by jackgavigan

March 23, 2011 at 11:16 pm

Posted in InfoSecurity

Open vs Proprietary platforms

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A few weeks ago, Twitter suspended two of Ubermedia’s clients from accessing the Twitter API. I was busy at the time and didn’t pay much attention but Twitter’s recent announcement discouraging the development of new Twitter clients and a tweet from entrepreneur/VC Max Niederhofer (“What if the inventor of SMTP had told people to stop building email clients? Will Twitter go the way of Usenet?“) got me thinking about whole affair again.

There’s an interesting dynamic happening here. In principle, there’s no barrier to building an open version of Twitter (or Facebook, for that matter). In fact, SMTP and Usenet are good examples of open, decentralised platforms for e-mail and discussion boards, respectively. There’s no reason you couldn’t have multiple micro-blogging sites, publishing RSS-style feeds that are aggregated on the client side.  But Twitter don’t want that because, in that scenario, the network effects that currently drive everyone to Twitter would be neutralised. A lot of the eyeballs that Twitter wants to display adverts to would disappear, and Twitter would go the way of Compuserve. In fact, there are indications that Twitter is moving away from open standards like RSS.

So, Twitter needs to own its users’ eyeballs in order to generate revenue from them and justify its multi-billion dollar valuation. But what happens if users are accessing Twitter through a third-party app (like Ubermedia’s apps) that connects via Twitter’s API? Ownership of those users’ eyeballs is a little murkier. Arguably, Ubermedia has more control over them than Twitter. If Ubermedia were to add support for other micro-blogging platforms to their clients, Twitter could very rapidly lose it’s dominant position (and the attendant market valuation).

Twitter’s response was to stomp on Ubermedia by suspending its clients. They’d probably like to withdraw support for third-party clients altogether but there’d be a massive outcry and, potentially, the risk of legal action or some kind of FTC investigation, so they’ve settled for making it clear that new Twitter clients are unwelcome. More interestingly, they’ve also made changes to the T&Cs that are clearly designed to prevent developers from siphoning Twitter content into their own micro-blogging service, including a stipulation that third-party clients “must use the Twitter API as the sole source for features that are substantially similar to functionality offered by Twitter” and “may not use Twitter Content or other data collected from end users of your Client to create or maintain a separate status update or social network database or service.”

Exactly what this means for apps like TweetDeck, which includes support for Facebook, MySpace and LinkedIn status updates, remains to be seen. Coincidentally, Ubermedia is rumoured to have agreed to acquire TweetDeck (as if the plot weren’t thick enough already).

It’ll be interesting to see what happens next.

Written by jackgavigan

March 14, 2011 at 4:14 pm

Posted in Openness

Big Company vs Startup

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It’s a common fallacy amongst startup folks that large companies are incapable of being innovative or nimble.

Two words: Utter crap.

During the first five years of my career, I worked for small- to medium-sized companies, ranging from a small software house/systems integrator with about forty staff to a three-man dot-com start-up. Then, in the summer of 2000, as the dot-com bubble was collapsing (and after we’d shut down the aforementioned dot-com startup), I took a three-month contract consulting on e-commerce projects at Deutsche Bank, a 130-year old, multi-billion pound/dollar/euro bank that employed about 8,000 people in London alone, and over 100,000 people globally.

You’d imagine that this company would be a case study in Companies That Are Incapable Of Being Innovative Or Nimble but nothing could be further from the truth. At the time, Deutsche Bank had identified ecommerce as a key area for exploitation and it had a lot of very smart people working on a variety of projects that were aimed at giving it a head start on its competitors.What’s more, the company seemed to be very comfortable with the fact that not every project it invested in was going to be successful – an attitude that reminded me more of a venture capitalist than a massive financial services firm.

Individual business areas were allowed the scope and given the necessary support to explore new ideas, relatively free from bureaucratic constraint. Over time, I came to realise that, in the zero-sum game of the financial markets, companies like Deutsche Bank are fiercely competitive and that competitiveness leads them to react very quickly to opportunities (and, indeed, threats).

A firm’s ability to be innovative and to react  rapidly to take advantage of market opportunities does not depend on its size. It depends on its leaders. More accurately, it depends on its leaders’ propensity for change and appetite for risk. (Note that when I talk about leaders in this context, I’m not referring to those at the top of the company, but those who run individual business areas.)

It’s no surprise that startups have a propensity to be innovative and nimble – it’s easy for a small, new company to change and pivot, and, after all, a startup wouldn’t have started up in the first place if its leadership lacked an appetite for change and risk. However, an appetite for risk is not the exclusive purview of those who found startups. An entrepreneurial approach can work just as well within a large company as it can for a small one, and many large companies seek to foster an entrepreneurial culture. At Morgan Stanley, I undertook a project to investigate what underpinned the entrepreneurial culture within the Commodities and Emerging Markets departments and whether the same approach could be replicated across the rest of the company.

I think that people in the startup scene sometimes get a big snobbish and look down their noses at big, established companies (possibly in part because they lack the cool factor  possessed by startups) and there are lots of stories about large companies that failed to react to newer, smaller competitors. However, there are also lots of  large companies that have continued to thrive although I suppose that “David Vanquishes Goliath” makes for a better headline than “Actually, Elephants Can Dance”.

Written by jackgavigan

March 9, 2011 at 11:13 pm

eFinancial Careers hacked

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I’d completely forgotten that I’d registered with eFinancial Careers until I got an email (see below) telling me that they’d been hacked and my personal data had been compromised. Under the circumstances, I can’t help wondering whether it might be a good idea to force companies to delete registered users’ accounts (and the attendant personal data) if the user fails to log in over an extended period of time.

Dear eFinancialCareers Member,This week, we detected illegal access of the eFinancialCareers database which compromised our users’ information. We believe that our registered users’ names, email addresses, registered countries and encrypted passwords have been accessed. At this time, our forensic teams have implemented countermeasures and continue to investigate.We are not immune from illegal attempts to access and extract information, as is the case with many organizations which maintain large information databases. Although we constantly review and improve our security features, unfortunately on this occasion, some information was taken, for which we offer our full apology.

Because email addresses were compromised, there is a possibility that you may receive unsolicited emails requesting further personal data, which could appear to come from eFinancialCareers. Please be on the alert for this type of email and inform us at help@efinancialcareers.com if you receive anything suspicious.

Helpful advice on how to protect yourself from email scams is available on the homepage of our website. To help you determine whether communications from us are genuine, below is a list of things we do not do:

  • We do not ask for your personal financial information in an email, and never ask for bank account or credit card information to be sent via email.
  • We do not send out emails with executable or compressed (zipped) files, or attachments other than PDF and Word documents.
  • We will never ask for your password via phone or email. (You will only be required to enter your password when logging onto eFinancialCareers.com).
  • We will never ask for your Social Security or National Insurance number.
  • Employer and recruiter enquiries from eFinancialCareers will never ask you to wire funds or accept payments for services.

As a precaution, the next time you access your eFinancialCareers account, you will be asked to reset your password.

We are taking this attack seriously and have already put security measures into place to prevent further loss of data. We will continue to review and improve our security features. We are sorry for any inconvenience this may cause you. Please do not hesitate to contact us to ask us any questions you may have relating to this security incident.

Sincerely,James Bennett
Managing Director
eFinancialCareers, EMEA & Asia PacificConstance Melrose
Managing Director
eFinancialCareers, North America

Written by jackgavigan

February 19, 2011 at 9:11 am

Posted in InfoSecurity

The Web 2.0 bandwagon goes mainstream

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Written by jackgavigan

February 9, 2011 at 11:41 pm

Posted in Bubble 2.0

Angels: Trust the founders

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I’m a big believer in putting one’s money where one’s mouth is. It separates the men from the boys and those who genuinely know what they’re talking about from the bullshitters (and, trust me – there are a lot of bullshitters in this industry). However, despite having been involved in a bunch of startups over the past 16 years and despite having pitched to a lot of VCs over the years, I’ve never actually invested any of my own money in a start-up – until this week.

I’ve long believed that the best way to understand risk is to take some and I reckon that the best way to understand what motivates potential investors is to become one yourself. So, earlier this week, I invested a (very) low five-figure amount for a (very) small stake in a classic dot-com startup

In time, I plan to share some of the lessons I learn from the experience but, for now, that’s all the information I’m prepared to divulge because the management team of the startup I’ve just invested in have decided that they don’t want to make a big song’n’dance about the fact that I’ve invested. And therein lies the first lesson – when you invest in a startup, you’re effectively investing in the management team, which means that you need to trust them. If you don’t trust them, don’t invest. If you do trust them, don’t try to second-guess them. You can (and should) advise them but, ultimately, it’s up to them to decide whether or not they should follow your advice.

Basically, it’s their job to run the company. So let them get on with it.

Photo: A snowboarder grabbing some big air in St Moritz.

Written by jackgavigan

February 9, 2011 at 11:07 pm

Posted in Investing