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Aggregators and Jobs-to-be-Done – Stratechery by Ben Thompson
In short, the “user experience” that propels Aggregators is how well they do the “job” customers need in the space in which they compete. Or, to put it another way, if you want to know where in a value chain an Aggregator is likely to form, figure out what and where the “job” is. By doing more of a job, an Aggregator attracts more marginal users, which attract more suppliers on the edges of a space, which expands what jobs can be done for what users. In concrete terms, Amazon started by selling things to book buyers, then expanded to selling things to CD buyers, until it now sells everything to everyone; the job-to-be-done, though, was only ever selling things.
aggregation  uber  stratechery 
5 days ago by elrob
Stratechery Merch, The New York Times on Facebook, Facebook Morale
A culture and hiring update, disguised as an update about Facebook.
hiring  stratechery 
9 days ago by acompa
The Experience Economy
Strong argument for the Qualtrics/SAP pairing.
saas  business_strategy  stratechery 
9 days ago by acompa
Antitrust, the App Store, and Apple – Stratechery by Ben Thompson
Yesterday the Supreme Court held a hearing in the case Apple Inc. v. Pepper . “Pepper” is Robert Pepper, an Apple customer who, along with three other…
benthompson  stratechery  apple  disruption  economics 
10 days ago by lorenzo
Stratechery Merchandise – Stratechery by Ben Thompson
via Stratechery by Ben Thompson

Stratechery is selling merchandise! T-shirts, polos, hoodies, mugs, pins, stickers, and a special print of Aggregation Theory. Act now: the clothing items are only available until Monday, December 3.

Visit the Stratechery store at Cotton Bureau here.

In addition, Stratechery Gift Subscriptions to the Daily Update are always available, and make for great Christmas presents. Check them out here.
IFTTT  stratechery 
10 days ago by josephschmitt
Spotify’s Earnings; Spotify, Supply, and Acquiring Marginal Customers; Spotify’s Research and Development – Stratechery by Ben Thompson
The R&D section is especially interesting. R&D is absolutely expensive - it’s the salaries and compute needed by hundreds of data people in NYC.
music-business  stratechery  aggregation_theory  customer_acquisition  business_strategy 
11 days ago by acompa
Antitrust, the App Store, and Apple
This is, to be sure, a narrative worth telling, at least when it comes to the stock price: Apple’s PE ratio, even with the recent slide in the stock price, is up 50% from that January 2016 call (two months ago it was up 100%). Investors believe — for good reason — that Apple can earn sustainable profits from something other than new devices (the company’s recent stock slide, interestingly, seems to have come from Apple insistence that its reporting emphasize revenue over unit sales).

At the same time, it seems incredibly worrisome to me anytime any company predicates its growth story on rent-seeking: it’s not that the growth isn’t real, but rather that the pursuit is corrosive on whatever it was that made the company great in the first place. That is a particularly large concern for Apple: the company has always succeeded by being the best; how does the company maintain that edge when its executives are more concerned with harvesting profits from other companies’ innovations?
apple  stratechery  antitrust 
12 days ago by elrob
The Experience Economy – Stratechery by Ben Thompson
There are millions of complaints every day about disappointing customer experiences. This is called the experience gap. Businesses used to have time to sort this out, but in today’s unforgiving world, the damage is immediate, disruption is imminent. This has shifted the challenge from a running a business to guaranteeing great experiences for every single person.
SAP  experience  management  economy  stratechery  benthompson  ben  thompson  qualtrics  interesting  kiv  xm  future  0 
24 days ago by bekishore
The Curse of Culture | Ben Thompson (Stratechery)
Culture is not something that begets success, rather, it is a product of it. All companies start with the espoused beliefs and values of their founder(s), but until those beliefs and values are proven correct and successful they are open to debate and change. If, though, they lead to real sustained success, then those values and beliefs slip from the conscious to the unconscious, and it is this transformation that allows companies to maintain the “secret sauce” that drove their initial success even as they scale. The founder no longer needs to espouse his or her beliefs and values to the 10,000th employee; every single person already in the company will do just that, in every decision they make, big or small.
ben-thompson  culture  stratechery  edgar-schein 
24 days ago by BillHiggins
Apple’s Social Network – Stratechery by Ben Thompson
Third, starting with the December quarter, we will no longer be providing unit sales data for iPhone, iPad and Mac. As we have stated many times, our objective is to make great products and services that enrich people’s lives, and to provide an unparalleled customer experience so that our users are highly satisfied, loyal and engaged.
Apple  strategy  revenues  results  profitability  ARPU  Stratechery  2018 
25 days ago by inspiral
The Experience Economy – Stratechery by Ben Thompson
Still, experience management — which, the last few paragraphs notwithstanding, is still glorified surveys — has limited utility. When an ERP system shows a problem, it is very clear who is responsible, and what needs to be done to fix it; the situation is the same with CRM. What makes experience management into an actual tool of management is tying customer feedback to specific moments in time, whether those be customer service interactions or specific transactions.
stratechery  innovation-mapping 
27 days ago by elrob
IBM’s Old Playbook – Stratechery by Ben Thompson
The actual technologies underlying the Internet were open and commoditized, which meant IBM could form a point of integration and extract profits, which is exactly what happened: IBM’s revenue and growth increased steadily — often rapidly! — over the next decade, as the company managed everything from datacenters to internal networks to external websites to e-commerce operations to all the middleware that tied it together (made by IBM, naturally, which was where the company made most of its prof...
ibm  stratechery 
5 weeks ago by elrob

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