Thoughts on AR and Smartphones

Apple’s recent announcement at WWDC 2017 of ARKit has suddenly sparked a new interest in AR, and just a few days ago, Google responded with their ARCore API which does basically the same things. These APIs promise to bring sophisticated AR to all owners of compatible smartphone, dramatically enlarging the addressable market. This has excited pundits and developers alike, and it is now very likely that we will see AR breaking out of the early adopter market and into the early majority.

I would like to jot down my thoughts on this, regarding how innovation tends to happen, and also regarding how this affects the smartphone market as a whole.

The innovation trajectory

Innovation usually starts out as basic research or a new invention somewhere in a lab setting, with specialised and extremely expensive equipment. Then it becomes a specialised instrument that is somewhat cheaper, but still  very hard to use, catering only to the enthusiasts. Finally, it becomes cheap and easy enough to use for the majority of the market, leading to an explosion of usage.

If you look at the PC market for example, it started out when computers like the ENIAC were first invented. Then after revolutions in semiconductors, the computer became cheap enough for enthusiasts to own and tinker with, but still the people who used them were tinkerers. This was the era of the Apple II, Commodore and Amiga. Then as the IBM PC and clones came out, the price came down whilst performance improved dramatically and application software became available, making the PC both useful and affordable thus bringing it into the mainstream.

What we are seeing with ARKit very much mirrors this. We started out with work that was done in the labs, and we recently started to see implementations that require special headsets and powerful PCs connected to them. It was clear at this point that these devices would not go to the mainstream, and the developer community in general did not yet think that it was a market worth pursuing. With ARKit, we are likely to see an IBM PC moment where AR goes mainstream on devices that are affordable and where the developers are also excited to reach large audiences.

One interesting thing to observe is, although the innovation in the lab tends to follow a steady path, the introduction into the mainstream can feel very abrupt, caused by new products being introduced into the market. ARKit is one of these examples. Windows 95 is another. So is the iPhone of course. Sometimes the company introducing the product if far ahead in technology, but this is not necessarily the case. Looking at Windows 95, one could argue that you could be technically behind, but still make a huge and abrupt impact to the market. Judging by how quick Google was to introduce ARCore, it would be fair to say that Apple’s ARKit team was not also necessarily ahead of Google’s, but simply had the right marketing priorities in place.

Implication for smartphone sales

Until very recently, the general narrative was that innovation in smartphones had winded down, and that there was increasingly little to differentiate the new high-end flagships from the models from previous years, or those from mid-tier vendors. However if ARKit and ARCore become mainstream and are adopted by major developers, this changes the whole game. Apple’s ARKit reportedly only works with A9 chips and above, which means that any models prior to the iPhone 6s are not eligible. The iPhone 6 which was introduced in 2014 will not be able to run ARKit apps and neither will the iPad Air 2 (also introduced in 2014). The situation on the Android side is even more dire (as usual) with only the Pixel (introduced in late 2016) and the Samsung Galaxy S8 (introduced in 2017) being eligible to date. Therefore these two platforms may become a strong differentiator for the newest and greatest models, and drive customers who would have otherwise have been content with an old or midrange model to look upmarket.

This has quite a few implications.

  1. Since we know that the high-end smartphone market is generally dominated by Apple and Samsung, this trend will strongly favour these two companies.
  2. Regarding the iOS vs. Android balance, in the high-end (dependent on country) this often is tipped towards iOS. Therefore, we might see a rise of iOS market share.
  3. The interesting thing is that since ARCore currently only supports the Pixel and the Galaxy S8, and since sales of the Pixel are minuscule to date, in reality the vast bulk of ARCore capable smartphones will be Samsung models. As a result, depending on how Samsung plays its cards, it may be possible for Samsung to exert a huge amount of power over Google. Samsung might customise or add proprietary features and APIs to ARCore that would take advantage of the specific hardware on their devices (which might be Samsung silicon), and since the bulk of the market will be Samsung devices anyway, the developers might bite this time. Samsung has been flexing its muscles looking for a chance to break away from Google’s control for quite some time (Tizen, Samsung Pay, security features, etc.), so it would be interesting to see how they plan to take advantage of this situation.

According to Clayton Christensen’s theories on integration and modularity, markets where customers are still looking for innovation should generally favour integration due to the capabilities that this makes possible, and in the smartphone market, the integrated players are Apple and Samsung (Sony is also interesting in that it is integrated around the hardware that matters most – the imaging sensors). It will be interesting to see how this all plays out.

Predicting Technology Adoption

Today we see many new ideas and product categories being introduced into the market. We see smart speakers, AI assistants, self-driving cars, wearables, VR headsets, smart homes and many more. Not all of these will be successful and become a part of our future lives. Surely some eventually will, but only after many years of mediocre sales mainly as an enthusiast’s toy. Others will become instant hits, and will be used by the majority of people within a decade or even shorter. Despite all of these sharing a common early enthusiasm, the eventual fates will be very different, and predicting which trajectory each product category will take is not an easy task. However there are some frameworks and theories which we can apply, so here, as an excercise to test my own understanding, I will try to do just that.

Smart Speakers

This is a very interesting product category to test and apply the Chasm theory of Geoffrey Moore and the Disruption theory of Clayton Christensen.

The Chasm theory applies to new category products that require customers to learn and change their behaviour. Essentially, the Chasm theory states that there is a very wide divide between the early adopters and the early majority, due to the lack of connection between these two different types of customer. The early adopters do not act as reliable references for the early majority, and hence technology diffusion cannot rely on word-of-mouth. Thus a deliberate and focused strategy is required to bridge this gap. On the other hand, Disruption occurs when the core appeal of a preexisting product that caters to advanced users is made available to a wider audience through technology or business model advancements. As a result the market share of the preexisting product is significantly reduced (hence the word Disruption), often not necessarily by stealing the preexisting product’s customers, but instead dramatically increasing the size of the pie. Often in Disruption, the benefits of the preexisting product will already have been defined and will be very apparent to the new users, and so there will not be a Chasm to cross. This can make adoption very rapid.

In the smart speaker market, and with the introduction of Apple’s HomePod, we will witness both of these theories simultaneously at work.

For the Amazon Echo and Google Home products, we will see the effect of the Chasm. Both of these products stress the AI assistant features which are new and without precedent in the market. Therefore the companies will struggle to define the must-have value proposition, and to educate consumers as to why they should own one. Geoffrey Moore advocates a whole product approach to overcome this, something that neither company is particularly known for. I therefore predict that both these products will seriously struggle to be widely adopted.

On the other hand, we see Apple’s HomePod taking a more Low-end Disruption approach. Instead of touting AI assistant capabilities, the HomePod takes aim at high-end audio and making that accessible to people who would appreciate high-quality sound, but who are unwilling to invest in the learning and the equipment. Therefore, this approach will not experience a Chasm. Potential customers already know what they are getting and do not need to be educated on why they would enjoy good sound. All they need to decide is when they are going to save up, and therefore we are likely to see a much faster adoption rate with this marketing focus.

As a result, my prediction is that the HomePod will be a hit akin to the AirPods, easily surpassing Amazon Echo sales in revenue and even units. As a result we will see both Amazon and Google changing direction and copying Apple’s approach by making speakers with at least acceptable sound. The smart speaker market will rapidly expand as a result, but only because the marketing approach is not about the AI assistant capabilities but the high-quality music.

Self-driving cars

Self-driving technology is also likely to follow a Chasm trajectory. Without a preexisting product with a similar value proposition, people will have to be educated on the benefits, especially if regulations require that the driver cannot fully delegate the role of driving to the AI, and must be available to intervene at any time. We will see a lot of early adopters, but for a long while, that is likely to be all. Even if full autonomy becomes a reality soon and regulations allow the computers to work without human supervision, I am not convinced that many people will immediately recognise the benefits since there is no preexisting market.

Wearables

This is product category that we know is in the Chasm. The benefits of the Apple Watch for example have been hard for even Apple to define, and consumers have yet to be educated of the benefits. Apple is certainly the most experienced company when it comes to crossing the Chasm (it was the company that succeeded in popularising the mouse and the GUI), but still it will take time.

The problem for wearables is that there is no preexisting product to disrupt. For example, except for a very limited number of people, tracking your heartbeat is hardly necessary regardless of how expensive or complicated the devices may be. Notifications on your wrist is also something that most people cannot immediately grasp the benefit of. On the other hand, it is also obvious that with only a minuscule screen size, a watch cannot replace the current day smartphone, no matter how powerful it may be or even if it is connected to an LTE network. Without a preexisting product, it’s very hard to understand what a wearable is good for. It is difficult to understand what benefit it can provide to a customer.

Remember that Apple initially positioned the Apple Watch as a fashion item and a high precision timepiece. The significance of this strategy was that they adopted the value proposition of a preexisting product, which enabled them to connect to customers who were not typical early adopters, thereby speeding up adoption and leaving Android Wear in the dust. Also note that while the regular smartphone manufacturers like LG have recently decided to wind down their smartwatch efforts, traditional watch vendors have started to do the opposite. Regardless of whatever tech is included in the product, at this early point in time where most consumers have no idea what tech can do for them, the value proposition of SmartWatches remain mostly the same as traditional ones and therefore the traditional vendors are the ones that have a story to sell.

Smart homes

Again, this is a product category with no predecessor. Even if you were rich enough to employ a maid or a butler, I suspect switching on the lights would not be typically something that you would do via voice commands. What has been much more critical and aligned better with what people typically hired maids for, was cleaning up and vacuuming the floors, something that Roombas do quite well without any need for a voice controlled “smart” UI. This is why we have seen pretty rapid adoption of these vacuum robots whereas Smart homes are still very much an enthusiast’s toy.

Smart homes will predictably hit a Chasm. The benefits are not clear and therefore only early adopters will buy these things. This will continue to be the case for at least several years. Early majority customers will not understand the benefits without a whole product strategy around a key use case, whatever that might be. Adoption will take a long time, if ever. On the other hand, we will continue to see innovations that use computer, sensor and software technologies to make household chores easier and quicker to do. It’s just that switching on lights is not one of those chores that is a recognised burden on our day-to-day lives.

Summary

The key framework that I’ve used above is to first identify if there is a precursor to a new product category and to see if that has already made consumers aware of the features and benefits. If so, and if the new product has the potential to dramatically increase the market, then I predict that we will see rapid adoption (whether its will be Disruptive or Sustaining depends on whether the incentives to pursue the new product aligns with the business models of the incumbents). Otherwise, we can expect the new product category to follow the technology adoption life cycle and to hit the Chasm. Since the Chasm can be overcome with a whole product strategy, whether or not the market players have experience in this is key to adoption speed.

With this framework, we can predict the rapid adoption of smart speakers by virtue of Apple’s high-quality music strategy, the relatively good adoption of smart watches due to Apple’s experience in whole product strategies and marketing, and the slow adoption of self-driving cars & smart homes due to the current lack of either.

It is also important to note that the key players during the early adopter phase are not necessarily the ones that will make it through to the early majority phase. The Commodores and Amigas of the early PC market did not thrive when PCs became mainstream. Likewise, it is a fallacy to assume that the companies that are currently “winning” in smart speakers and self-driving cars or even Artificial Intelligence in general will enjoy their early lead as the market goes mainstream. More likely than not, other companies that are better positioned for the early majority market and the specific use cases will take it from them.

Out of the markets that I have described here, the smart speaker market is the one that is most likely to see significant action in a year or two due to Apple’s fresh approach. I expect to revisit this post and review my predictions mid or at the very latest late-2018. Other ones will probably still be stuck in the early adopter market and it will be harder to say whether my predictions were right or not.

iPad Revival?

Apple reported its 2017Q2 (Q3 by Apple’s calendar) results yesterday, and many analysts were surprised by the very strong iPad sales which were 14% YoY by shipments.

However, this was pretty close to a prediction that I had made in December last year, even before the new, cheaper iPad and the 10.5 inch iPad Pro had been announced. I had said

Since 2017 is still the early phase of “productivity” segment adoption, it might yet be a bit early to see a strong impact in 2017Q1 and Q2. However, I do expect 2017Q3 to show a significant effect. 2017Q4 will be less impressive due to the “entertainment” segment dominating during the holiday season.

This is very much in line with the results that were announced, although the positive results came in a quarter early, most likely due to the cheaper iPad which I did not know of when I made the prediction.

As for reasons behind the sales increase, Apple put enterprise sales first and education sales second. Although they did not give any quantitative contribution data from each market segment, this aligns with my prediction that the revival of sales will be “productivity” driven.

With this successful prediction under my belt, I am quite confident giving predictions for the next two quarters. 2017Q3 will also be very strong YoY with growth possibly in the 20% range. Again, “productivity” will be what drives the growth. As for 2017Q4, there will still likely be good growth but not as significant as the preceding two quarters. I expect single digit or low double digit growth for this quarter. This is driven by the large “entertainment” iPad sales during the holidays, which I expect are still decreasing YoY and which will dampen the growth from the “productivity” sector.

Overall, my thesis that we are witnessing a long term revival of the iPad has been strongly enforced. Some analysts seem to think that the strong sales for this quarter are a one-time effect due to the introduction of the lower cost iPad. However, I expect strong growth to continue, proving these explanations to be false.

Do Targeted Digital Ads Work Better?

In a previous post, I predicted that Google's double digit growth will come to an end most likely before 2020. I argued that this was due to the fact that advertising spend has been pegged at about 1% of GDP for a century, and that this hard ceiling would make it challenging for Google to continue fast growth amidst increasing competition from Facebook and other social networks.

Recently it was reported that P&G slashed 140 million USD from its digital ad spending, but saw sales rise for 2017Q2. The article also mentions that

Over five years, P&G is aiming for $2 billion in marketing cuts, including media, with a heavy emphasis on cleaning up the digital supply chain.

Despite high double digit growth for the current quarter, it is clear that there are clouds in the horizon for Google.

The ceiling for ad spending

The Bloomberg article mentioned in my previous post presented the following chart showing just how constant ad spending has been as a percentage of GDP. The earliest data point in this chart goes back to 1926, which is very much the beginning of advertising as we know it today. This is when corporations started to take advantage of the government propaganda techniques that had been employed during World War I, in a massive effort to get young men to enlist in the military forces.

We can see that even as the advertising media shifted from street posters to radio to television and finally the mobile Internet, nothing has significantly grown the advertising market relative to GDP. The fact that ad spending has not significantly grown since the era when all we had were street posters is remarkable when you think about it. Ads used to only be on the streets but radio allowed private time with families to be targeted as well. Even then, ad spending remained constant. Importantly in the context of digital advertising, the advent of highly targeted digital ads which collect all sorts of private information about virtually person on the Internet have not detectably increased total ad spending.

The ceiling for ad spending is very robust indeed.

Sophisticated analytics in digital ads

A lot has been made about the highly sophisticated analytics that digital advertising makes possible (often at the expense of privacy, of course). By use of tracking across multiple websites, it is possible to see whether customers who saw banner ads actually came to an e-commence site to make the purchase. All sorts of techniques have been devised to even connect online behaviour to purchases at physical stores. All this should make it possible for the advertisers to see whether their online ads were useful or not. At the very least, there should be an improvement compared to the classical dilemma; "Half the money I spend on advertising is wasted; the trouble is I don't know which half."

The P&G example above suggests however that the improvement may have been illusional. Despite all the analytics that suggested otherwise, 140 million USD of their digital advertising budget apparently belonged to the wasted half. Maybe all the analytics that sacrifices user privacy does not provide any value after all.

The truth of targeting

Targeting means showing your ads to the people who are most likely to respond positively. Targeting is also purportedly beneficial to the end-user who will end up seeing more "useful" advertisements. Because of these benefits, argue the ad companies, collecting all your personal information is a reasonable compromise. However, despite their best efforts, P&G's CFO Jon Moeller did not have kind words to say.

Clearly we don't need to be spending money that is seen by a bot and not a person. Clearly we don't need to be spending money on ads that are placed in inappropriate places, and that's why you see a significant reduction.

The targeting capabilities that we have today apparently are not very good at distinguishing between a bot and a real human being with a profile that matches what P&G desired. From this, it is reasonable to assume that our current targeting algorithms are even worse at spotting the difference between two humans with different profiles.

Again, collecting all that personal information seems to have been in vain.

Future developments to watch

P&G is not the only company cutting back on digital advertising. Unilever is reportedly doing the same. As a result, in the next few quarters, we should get a better picture as to whether these companies will continue to see strong sales growth despite cutting back, or whether they will see negative impacts and eventually come re-invest in digital. We will also be able to discern whether or not there will be a ripple effect as other companies reconsider their ad portfolios.

If P&G and others do not observe a negative impact despite a continued cut-back on digital spending, then this will significantly blunt the growth of digital advertising. Although I expect this to slow down considerably within the next few years anyway, this may come earlier than I previously though. In the short term however, this will actually benefit Google because they are most likely to be able to maintain advertiser trust by implementing measures to counter the bot issues. In aggregate, I would expect a short term boost followed by an earlier slowdown for Google and Facebook , and an much more imminent downfall for other digital advertising companies.

One possible change that I would very much welcome, is a better understanding of how valuable our personal data really is. Television and magazine advertisements do not collect your personal information, but are nonetheless targeted to a certain degree based on the programme or genre that you are viewing. Targeting itself does not necessarily need personal information as long as the ad placement itself is intelligent, and targeting does not need to stalk your whole Internet browsing habits. Digital advertising might not necessarily need to stalk you. By understanding the true value of these privacy intrusions, our society should be in a much better position to discuss whether we have to make these concessions or not.

Can advertising grow beyond the 1% ceiling?

Given that a large number of Internet companies rely on advertising as their main revenue source, the presence of a hard ceiling should worry venture capitalists who are pouring ever increasing amounts of money into them. If tech is to continue to grow as a whole by high double digits, then tech needs to find a way to either break out of this, or to develop new business models with a more direct revenue.

However, as I have argued, I consider it unlikely that digital advertising is more revolutionary than radio or television advertising, and I strongly doubt that the 1% ceiling will be broken. As digital advertising saturates the ad market as a whole, this market will become a zero-sum game and will not contribute to the growth of overall tech.

Therefore, my belief is that tech needs to stop relying on advertising and that this is starting to be an urgent issue. As the tech advertising space saturates, the current incumbents will become stronger and stronger albeit with slower growth rates. On the flip side, it will be harder and harder for new entrants with an advertising business model to make it. Advertising will quickly cease to be a viable revenue strategy for start ups.

Why Discontinue the iPod Nano and Shuffle

Yesterday, Apple announced that it had discontinued the iPod Nano and Shuffle, and that the new iPod line-up would now simply consist of only two iPod Touch devices.

Back when the iPod was introduced into this world (2001), Steve Jobs unveiled the "Digital Hub" strategy in which the PC would be in the centre of you digital life, connecting and managing all the content that you either acquired through your devices (still cameras or camcorders) or purchased (via iTunes or via physical CDs). This was also an assertion that despite the negativity surrounding the future of PCs at that time, the Mac would actually continue to thrive through successful execution of this strategy. Fast forward to 2011, Steve Jobs announces iCloud, which essentially replaces the central position of the PC in the "Digital Hub" with cloud-based services. PCs, iPhones and iPads will be equal citizens and will sync to the cloud; PCs will no longer be the Hub that connects everything together.

Apple has diligently executed on this strategy. For example, managing your photos no longer requires a PC, and even the ones that you only have on a memory card can be transferred to your iOS device (via a card reader) and synced to the cloud. For your music, you can purchase and listen to it from your iOS devices as well as your PCs.

The only devices that still required a PC, the holdouts from the Digital Hub era, were the iPod Nano and the Shuffle. Therefore, Apple's decision to discontinue these projects is symbolic not only of the decreased role of audio only devices, but also of the diminished role of PCs for consumers.

In fact, when you consider the newly announced HomePod which is very much an audio-only device, the argument that this is just about audio-only devices being obsoleted by smartphones no longer holds water. Apple clearly thinks that audio-only devices even without adequate touch screens have an important role. The difference between the HomePod and the iPod Nano and Shuffle, and the reason why one is being newly introduced while the other is being discontinued, is more about being connected to the Internet and being able to directly download/stream content. It is also about being able to use Siri, which again requires an Internet connection (at least today).

This suggests that maybe in the near future, we might see an iPod Shuffle-like device again. This time however, it will use Siri as its main user interface, and it will connect directly to your iTunes library in the cloud or download songs from Apple Music. It might actually be worn on your wrist.

The Law of Conservation of Attractive Profits and Samsung’s Record Quarter

It is being reported that Samsung will soon report a record quarter for its semiconductor business, taking it past even Intel for the first time ever. This is not totally unexpected and is an continuation of a upward trend that started back in 2014. It is also an expected consequence of the modularisation of the smartphone hardware industry as a whole, following a theory that Clayton Christensen originally coined “The Law of Conservation of Attractive Profits”. I have mentioned this quite a few times on this blog as well.

  1. Will Attractive Profits in the Android Ecosystem Move to Component Makers?
  2. More on Attractive Profits in the Cloud
  3. Android OEMs and The Law Of Conservation Of Attractive Profits
  4. The Law of Conservation of Attractive Profits And Personal Computing
  5. Google and the Law of Conservation of Attractive Profits

In a nutshell, the component manufacturers that can produce differentiated products will earn very good profits as the smartphone market becomes more modularised. This is similar to how Intel dominated CPUs during the PC era. 

This does not require near-monopoly power, and so this is what we are also seeing component manufacturers like MediaTek, Qualcomm and even Sony’s semiconductor business showing strong earnings, whereas on the other hand, almost all handset makers are struggling.

Going forward, I expect that the component industry as a whole will show strong profits and earnings. However the market is very competitive, and only those with competitive offerings will reap the benefits. This shifts the balance heavily towards already established incumbents, namely Samsung. Similar to how Intel successfully fended off the threat from AMD using Celerons, I doubt that cheap Chinese semiconductor players will ever unseat them, unless we again see an innovation like the smartphone which will disrupt the whole ecosystem.

How The HomePod Is A Very Typical Apple Innovation

Although I do not have a source handy, I recall that Steve Jobs mentioned in an interview long ago that back during the Apple II days, he had figured out that there were many more would-be software enthusiasts (programmers) than hardware geeks (those that could build and program one-board computers like the Apple I). This philosophy was reiterated in many Apple commercials, for example the Macintosh tag-line, “The computer for the rest of us.”

This, I believe, is the philosophy behind the HomePod. 

  1. Audiophiles today spend a lot of money on buying high-end equipment, contemplating the acoustics of their living room and where to place their speakers. It is reasonable to assume that there are vastly more people who would simply appreciate great music, compared to the number of us who are eager to learn and implement acoustic theory.
  2. Like the Apple II, the Mac and the iPhone, the HomePod is a vastly more integrated system compared to the mainstream alternatives at the time. It is part of Apple’s ecosystem for a great music experience. This has the effect of making the “Chasm” easier to cross, accelerating widespread adoption beyond early adopters. 
  3. It addresses an existing and proven market. We know that there is a market for good sound. We know that people still enjoy entertainment in the living room. Unlike the “smart speaker” market which is undeveloped and still highly speculative, we know the consumer profile to target with the HomePod.

With the HomePod, Apple is taking a proven strategy that has worked for them many times. In my opinion, there is very little doubt that it will easily surpass other “smart speaker” sales, simply by virtue of targeting a proven and vastly larger market.

Corporate Culture

Steve’s DNA will always be the base for Apple. It’s the case now. I want it to be the case in 50 years, whoever’s the CEO. I want it to be the case in 100 years, whoever’s CEO. Because that is what this company is about. His ethos should drive that—the attention to detail, the care, the ­simplicity, the focus on the user and the user experience, the focus on building the best, the focus that good isn’t good enough, that it has to be great, or in his words, “insanely great,” that we should own the proprietary technology that we work with because that’s the only way you can control your future and control your quality and user experience. And you should have the courage to walk away and be honest with yourself when you do something wrong, that you shouldn’t be so married to your position and your pride that you can’t say, “I’m changing directions.” These kind of things, these guardrails, should be the basis for Apple a century from now. It’s like the Constitution, which is the guide for the United States. It should not change. We should revere it.

In an interview with Bloomberg's Megan Murphy, Tim Cook describes the DNA, the Constituion of Apple. There are some things to note here.

  1. There is no mention at all that relates to WHAT Apple will do or create. There is no mention of computers, silicon, software, artificial intelligence, art, luxury or anything to do with the final product, other than a focus on customer experience and building the best.
    2. It is all about the HOW. The attention to detail and the aspiration to be "insanely great". Controlling core parts to make sure that Apple can do this.

One day, smartphones will cease to be as important as they are today. In fact, it's even probable that computers, software and even artificial intelligence will become commodities within the current century. Companies that are predicated on indexing all of the world's information or AI or robots, may find themselves clinging on to a commoditised utility.

Apple's DNA transcend this. Apple has a value system that is future proof in the span of centuries. Even if Apple decides one day to exit the smartphone market, the DNA can live on and Apple will likely continue to prosper (although maybe at a smaller scale).

There are not too many companies that last even for a few decades. The average life expectancy of an S&P 500 company is now a mere 15 years. Probabilisticly, only a few of the tech bemoths of today will make it to 2040. When the babies born today enter the workforce, out of Apple, Google, Microsoft, Amazon, Facebook, and Samsung, they will most likely only encounter a couple.

When we look at the dominant companies of today, we should keep in mind that we are looking at what IBM, Sun Microsystems, HP, Xerox, Sears, Nokia looked like in their respective heydays. The formulae for companies that continue to prosper for decades and even centuries is still not well understood by the business academia, but I think that it is noteable that Apple's DNA is future proof.

Quick Thoughts on the 2017 WWDC Keynote

  1. HomePod illustrates very clearly how Apple thinks differently from the rest of Silicon Valley. Here, Apple is going after a market that exists and a need that has been explicitly sought after by consumers. Apple is simply providing a significantly better solution to this market. This is similar to how the iPod entered a market already built and served by the Sony Walkman, and is similar to how the iPhone entered one already built by Nokia and Blackberry. This is in contrast to Amazon and Google who are trying to create a new market. The market adoption dynamics will be very different.
  2. Safari’s tracker blocking solution is interesting and will protect users privacy. Importantly, customers have noticed and have been worried about the spooky retargeting ads, and by providing a remedy for this, Apple will position itself well. Equally important however is that this will not significantly change the dynamics of the advertising market. My position is that targeting itself has not significantly contributed to the shift to digital marketing, and only to the relative market share among the digital advertising networks and Google/Facebook. The real driver of ad spend is still eyeballs and has been this way for decades. Neither ad blocking nor tracker blocking will change this. My prediction remains unchanged that Google will continue strong growth for the next few years, but will drop to single digit growth around 2020 due to saturation of the digital advertising market as a whole and competition from Facebook.
  3. The iOS 11 improvements for the iPad are hugely significant, especially in combination with the work that Apple has been doing with IBM and other corporate IT vendors/consultants. Although there still likely remain obstacles that will not make the iPad a true replacement for laptops, the improvements are large enough to encourage many people to give the iPad a second look as a work machine. We can safely predict an uptick of iPad revenue going into the later half of 2017.

State Of Online Advertising And Google’s Growth Prospects

In a previous post I discussed how Google’s growth was upper bound by total ad spending budget which has remained almost constant for a century, and that this suggested that double digit revenue growth at Google would probably end before 2020.

In simple terms, there is no longer room in the advertising industry for both Google and Facebook. Since Facebook has more momentum, it is likely that we will see Google being increasingly squeezed. Although the total digital ad spending will likely still see mid double digit growth, Facebook will take the majority of this growth and Google will probably drop to single digit growth before 2020.

The graph below is from a Morgan Stanley report and provides a forecast of the internet advertising landscape.

We can see that the combined revenue of YouTube and Google Search is projected to decline from 42% market share to 41%. This is a bit more optimistic than my prediction that Googles revenues will be squeezed, but nonetheless, it forecasts that Google will only be able to grow at the digital advertising average. (This year, this was mid double digits but according to eMarketer, this will drop to about 3% + total ad industry growth in 2020.)