Archive for the ‘marketing’ Category

iPhone 3G MS Exchange sync pricing strategy

Sunday, July 13th, 2008

Unless someone knocked you out in a hockey fight last Friday and your consciousness has just returned, chances are that you have heard of this thing called the iPhone 3G launch. I’ve been going back and forth on my decision on whether to get it or not. There are 2 things that are holding me back from getting an iPhone 3G:

  1. MS Exchange synchronization pricing
  2. No tethering option

It’s a classic pricing strategy–their (AT&T’s) attempt to extract more value from the wireless consumer segment that well .. has more money to dispose. Not only have they hiked the price of the unlimited data plan by $10/month from $20 to $30, but they charge you an additional $15/mo if you want to synchronize with an Exchange Server.

I’m a price-sensitive customer *and* I’m a techie at heart, thus I simply balk at having to guarantee AT&T’s revenue for 2 whopping years merely to transfer a sequence of low and high electrical signals to some proprietary email server, as opposed to any other email server, or as opposed to just casually serving the web.

The techie in me knows that they’re simply charging more by discriminating against MS Exchange data from casual web surfing, or any non-Exchange email data.

From Wikipedia’s entry on Net Neutrality: Neutrality proponents also claim that telecom companies seek to impose the tiered service model more for the purpose of profiting from their control of the pipeline rather than for any demand for their content or services.

The entrepreneur in me knows that they are just playing it by the pricing strategy books. To that end, I say, all the more power to them. Maybe I won’t buy the phone, but seeing that they are so savvy and nickel and diming the segment I am in (the “tough” crowd), I’m considering buying their stock instead.

My second gripe is the inability to tether the iPhone 3G to a laptop (without hacking it). This point is important to me because when I travel with my laptop, and if I’m in a spot where I don’t have wifi access, I just need that option to tether my laptop to my mobile phone.

Maybe AT&T is worried about people starting to use the iPhone as a modem and thus cannibalizing revenues from their existing wifi hotspot sales. To that end, I feel like if I’m already putting up with the hike in price for monthly unlimited data, putting up with the extra monthly charge for their discriminating against MS Exchange data, it’s just simply un-polite to ding me again by forcing me to cough up even more for a separate wifi hotspot plan. Come on.

And I quote Bruce Scheier:

Anyone with wireless capability who can see my network can use it to access the internet. To me, it’s basic politeness. Providing internet access to guests is kind of like providing heat and electricity, or a hot cup of tea.

I can see how they might have justified this impoliteness though. Corporate users probably have their companies paying for the bills anyway, and corporations have much deeper pockets and can easily justify such a cost as a business expensive. However, this pricing model obviously neglects the average work-for-a-corporation-joe-but-this-is-an-out-of-pocket-expense.

All said, here’s a message from a randomly-selected passionate early-adopting techie from the price-sensitive “tough crowd” segment, to whoever green-lighted this pricing strategy. You guys suck, and I hope you enjoy this video.


How to Get Broke by Buying an iPhone

Real-time stock quotes at rock bottom prices

Tuesday, June 3rd, 2008

Google has just announced that Google Finance now provides free stock quotes in REAL-TIME. The “real-time” part is important, because all the major free stock quote providers (such as Google Finance, Yahoo Finance, MSN Money) has always provided the quotes, but delayed. As a matter of fact, I had coincidentally recently blogged about why they delay the quotes on purpose, which to sum up quickly, is a pricing strategy to extract more money from those who are willing to pay more.

So with Google now providing the coveted real-time prices for rock-bottom prices (free!) you can’t beat, what else does this mean? I predict that MSN Money and Yahoo Finance will follow suit. That’s mostly my intuition since I have no hard facts, but I really do think they will.

If Yahoo and MSN’s finance visitors are not in the demographics where more value can be extracted from (i.e. people who actually buy and sell stocks), then MSN/Yahoo would have no incentive to drive down the price of real-time prices to $0.00 since it’s not a differentiator anyway–but on the flip side if real-time was a differentiator, then start the countdown before MSN/Yahoo tear down the silly self-induced delayed prices (uhh .. look out for your customers/visitors best interest and make them feel happy?)

In my opinion, the delay doesn’t really make people want to fork over even more loads of cash to MSN/Yahoo (so there’s little upside); it’s really more of an annoyance–”here’s your price, but ha-ha, it’s delayed”. From quick cost-benefit perspective, it appears to make sense to not delay the quotes.

For all the other folks like brokerages, if your marketing is around “sign up today and get free real-time quotes!”.. tough luck. Google just voided your campaign.

Kudos to Google for sticking to their corporate values: do not be evil (delaying information on purpose is evil), and to making useful information universally accessible to all!

This actually ties in really nicely to Wired magazine’s Chris Anderson‘s (author of The Long Tail) argument on why “free” business models make sense.

SDSIC Integrated Product Management and Development – A Case Study

Thursday, April 24th, 2008

Recently, I’ve been really fortunate to have met so many amazing people, that I can just learn from through osmosis, merely by just hanging around them (the converse is also true, which is why I am careful to stay way from people I don’t want to model myself after). Two days ago, I attended a San Diego Software Industry Council (SDSIC) event on Product Management where a real world case study was presented by Alan Kiraly, CEO of Enterprise Informatics.

When I last took Rod Whitson‘s class on product management at UCSD, I particularly liked the real world case studies that we went over. It was definitely a plus that Rod actually had real world experience to draw from. Likewise with Alan, who is also an industry veteran. The other thing I like about an actual face-to-face event is the people interaction, the stuff that you learn that nobody will actually write in a book.

Here’s a couple of things I picked up from Alan’s presentation.

A solidified and well defined business processes can be quite the competitive advantage. Alan talked about how Enterprise Informatics use their own product for their SOWs “lifecycle” management (eating your own dogfood == awesome!). What I particularly liked about this really manages decision making. Once an SOW is defined, if the time is not right, it can be thrown out in the “parking lot”. At a later time, if the opportunity arrises, the SOW can be picked up, dusted off a little, tweaked and be reused by putting it on the development cycle train.

The obvious value here is in saving time and resource in planning. Planning and strategizing stuff takes time and .. well, brain power! Too many times have I figured a whole plan for something, shelved it, and then later when I want to revisit it, I have to redefine the entire plan from scratch again.

Transparency is good. Ok, so nothing really ground shattering here, but it’s nice to hear about real world problems when transparency is not advocated. In a global and diverse organization, with people working across various continents and different timezones, synchronizing work and expectations can be a challenge. I can surely relate to that–my team at work, consist of folks in California, Australia, Israel, China, France, and the UK.
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Pricing information itself as a product

Friday, March 14th, 2008

Have you ever tried looking up stock prices online? Let’s say we look up the ticker symbol GOOG on Yahoo! Finance:

yhooticker

Hmm. It says, “Quotes delayed for <ticker symbol>. Get streaming real-time quotes – FREE TRIAL”. And this is the same ticker symbol on MSN Money:

msnticker

Quotes on MSN Money are delayed 15 minutes. Now how about we just look up Google’s stock price on well, Google themselves! This is Google Finance:

googticker

15 minute stock quote delay. Ever wonder why that is?

It’s a pricing strategy. The product here is information–the price of the stock quote. They segmented their customers into those who are casual surfers (who may or may not care about investing) from those who are serious stock traders (stock prices accurate up to the nearest millisecond is critical!). The perceived value of the same piece of information is different to each consumer.

If you suffered from some life-threatening disease and have a week left to live, how much you would pay for information of a possible cure? (note: I said “possible” cure) I’m sure you would sell off everything you have for that information, maybe even taking on a loan. Now if I told you that I have information for a verified cure, but you don’t have the disease, how much would you pay for the information now? None.

This is pretty much the same thing. Companies that are in the business of selling information, are always looking for ways to generate a bigger return from their “product”, and this is one of them — by extracting more money from people who are willing to pay the price.
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Disruptive technology

Wednesday, February 20th, 2008

Summary of Wikipedia’s entry on Disruptive Technology:

  • Disruptive technology/innovation is a technological innovation/product/service that uses a “disruptive” strategy, rather than a “sustaining” strategy (incremental improvement)
  • Can be classified into low-end and new-market
  • New-market disruption aims at non-consumption/untapped market; targets customers who have needs that were previously unserved by existing incumbents.
  • Low-end disruption aims at mainstream customers with needs not met/underserved/overserved by existing solutions. Low-end disruption targets customers who do not need the full performance valued by customers at the high-end of the market
  • Disruptive technology can dominate market by filling a role that older technology cannot fill or by displacing incumbents by means of successively moving up-market through performance improvements (e.g. digital photography)
  • Low-end disruption occurs when the rate at which products improve exceeds the rate at which customers can adopt the new performance. Therefore, at some point the performance of the product overshoots the needs of certain customer segments. At this point, a disruptive technology may enter the market and provide a product which has lower performance than the incumbent but which exceeds the requirements of certain segments, thereby gaining a foothold in the market.