maclalala:link

製造を外注しても技術力を失わないアップルの凄み 欧米モデルを誤解し安易に模倣する日本企業のリスク

Posted in ものづくり, アップル, 日本 by shiro on 2014年5月7日

Google’s New Business Model

Posted in グーグル by shiro on 2014年1月19日

Google-+-your-Business

Google’s New Business Model | stratēchery by Ben Thompson

ハードウェアなんてカンタンに真似られる、か?

Posted in コンピュータ, 戦略 by shiro on 2011年6月21日

I.B.M. at 100 – Lessons in Tech Longevity | NYTimes.com

Apple looks to be riding a money train for some time. Its current model is focused on selling its stylish devices; the company’s online software and marketplace (for digital media and mobile apps) are mainly servants of the hardware, pleasing consumers so they are more apt to buy iPods, iPhones and iPads.

Yet Apple’s product designs, however impressive, will eventually be mimicked and come under price pressure, just as the mainframe did, predicts Michael A. Cusumano, professor at the Sloan School of Management at the Massachusetts Institute of Technology. In time, he says, Apple may want to borrow a page from I.B.M. and rely increasingly on software and services for its livelihood.

The Theory That Hardware Is Easily ‘Mimicked‘ | Daring Fireball

I wonder if the professor thinks companies like, say, Rolex and BMW ought to shift to “software and services” too? I don’t think this guy understands Apple at all.

イージーマネーから永続的ビジネスモデルへ

Posted in 検索 by shiro on 2010年8月30日

Ali_Partovi.jpg

Ali Partovi

Bubble Blinders: The Untold Story of the Search Business Model | TechCrunch

The lessons from the bubble era are still relevant today: an existence built on “easy money” or “easy traffic” can be dangerous to big companies and startups alike.

Just as the dot-com bubble created a perilous environment for many companies in the late 90s, similar perils have emerged over the past few years around the Facebook app platform and its allure of easy traffic and easy money. We experienced this first-hand at my last startup, iLike. The “easy traffic” we enjoyed in the first few weeks after the Facebook platform launched led us to be overly optimistic about our future, and left us with a difficult dilemma between trying to sustain our Facebook-generated traffic vs. building lasting value elsewhere.