What people do

October 1, 2010

John Battelle, cofounding editor of Wired amongst many other very interesting achievements, published in 2005 his book’ The Search. How Google and Its Rivals Rewrote the Rules of Business and Transformed Our Culture’.

In this, in my view still unchallenged, book he introduced The Database of Intentions. The concept is very simple. GOOG and others know what we want, like, desire, want to know more about, are looking for, etcetera. That can be monetized and they sure did. 

Now that bits of content are spreading to more mobile media and TV, still the Holy Grail in the eyes af many advertisers, we will see all kinds of search inspired advertisements pop up. Wheter or not one likes this, is not important, it will happen. Advertisers need eyeballs, at least that’s what they think.

A month ago Nedstat, one of the companies I admire and have been following from it’s very early days, has been acquired by comScore. We will see some very interesting moves by them is my expectation.

Intentions are one thing, data another. It still is what people do, isn’t it?


High Tech needs High Touch

September 7, 2010

Many companies launching new applications and technological novelties are so busy with their day to day operations and problems, that they seem to forget that their possible customers need solutions to problems. Problems should lead to solutions. A solution looking for a problem doesn’t work that well.

John Naisbitt once wrote a book called ‘High Tech, High Touch’. It is about understanding the complexities of technology through the human lens.

Hightech companies and people need to design, think, feel, experience, communicate, explain and listen (not necessary in this order) like non-technological people. Human centered design and interaction, but in a much broader context than normaly applied. Solve problems and offer solutions. Ordinary people deal with ordinary everyday problems and that’s difficult enough as it is.

Sometimes a solution creates a problem as well. Last month the first real competitor recieved a lot of money to fight Facebook on the turf it started once: university. It seems students don’t want their folks to watch. That’s normal human behaviour.


Enter new pressures

June 3, 2010

Media businesses, like all other industries, are painfully and slowly adapting to the attacks on their added value from above and beneath.

The economic crisis has only accelerated these pressures and will continue to do so the coming years.

As if this new game and these new rules for playing the game are not enough to deprive executives of sleep, enter new pressures.

The same source of allowing the coming together of top down and bottom up pressures, lowers the barriers to enter new markets. Outsiders jump onboard.

Holy cow.

  • A computer company can start a record store?
  • An IT company can dominate advertising in just about a decade?
  • People are creating news themselves?

What’s next?


Pressures in the value chain

June 3, 2010

The game of business is played in a value chain. The links have to add value. No added value, no VAT to be paid (funny isn’t it, how they call this taxation?). No VAT, no profits. No profits, guess what.

In the old days, long before disruptive technologies were invented, pressures were controlled top down.

Due to the disruptive character of technology pressures also originate bottom up these days.

Value chains tremble. Every link has to look both ways. All the links have to understand the pressures, where they come from and what they mean. If the link above me will dissapear, what will it mean? What’s happening in the link to me from beneath? Will and can they pass me by?

Disintermediation we used to call it in the early days of the web.

Traditional top down (command and control) pressures come together with new, poorly understood, bottom up pressures. Business has suddenly become a whole new game.


Value chains

June 3, 2010

Markets are people. Their needs and wants determine and drive priorities and behaviour.

Markets are basicly value chains. Value chains consist of links. Links from the source to the end user form the value chain. A chain is only as strong as its weakest link. There are always pressures in the value chain.

  • Every link needs to add value.
  • No value added: really no need for this link.
  • No need for a link: no link.

It is quite simple really.