The appeal of traditional television to Google and Apple is apparent in the changing economics of the business: Subscription revenues growth is accelerating, advertising is holding its own and video is becoming the streaming gold of an exploding mobile ecosystem.
Simply pursuing a bigger chunk of the $70 billion global advertising market won't cut it. Facebook must invent new forms of sharing and transacting that encourage users to trade their privacy concerns for convenience and relevance.
Google's opening salvo in the battle to dominate mobile connectivity--hinging on its control of user data across its own ecosystem and the branded sites of marketers--highlights the tradeoff between user privacy and information.
Time Warner Cable and Cablevision are engaged in an old-fashioned fee stranglehold that feels dysfunctional in these times. The companies should take a page out of John Malone's playbook.
2012 will be a tipping point as exploding mobile-connected consumer adoption reshapes all business structure, process and economics. The chasm will deepen between companies integrating anywhere connections into every level of their operations and those that don't.
Once again, Jeff Bezos is looking like the smartest guy in the room. He can teach just about every company in any industry a few things about innovating for, connecting with and monetizing connected consumers.
Initial indications that mobile e-commerce is driving holiday spending growth should be a wake-up call not only to retailers and traditional media, but to social networks and other new media players that consider themselves edgy.
The accelerated momentum in e-commerce, social mobile and daily deals will energize holiday sales, which officially launch on Black Friday.This emerging status quo will continue to reshape the retail and marketing experience. While consumers charge ahead, marketers and retailers generally are not positioning themselves to take advantage of the phenomenon.
Television advertising at more than $65 billion annually may seem impervious to erosion by interactive digital forces, but it's just a matter of time before widespread consumer adoption translates into sizable shifts in marketer spending.
There is only one way to solve Yahoo's problems, and that's by dismantling the company. It is the reverse of the value creation often promised and seldom realized in mergers. It is the inevitable end to a company that has failed to proactively respond to major trends like interactive social mobility. On the heels of ousting its unpopular CEO Carol Bartz and putting itself on the sale block, Yahoo is unleashing a bevy of new mobile devices, apps and newfangled features to play catch-up. While it is sure to stimulate some activity, the efforts are likely too little, too late.