Monthly Archive for April, 2005

Google as Textbook Example for Simplicity

Cars Blog

Nicholas G. Carr has published on his weblog “Rough Type” an interesting article “Google eyes” on Google’s latest move, entering the more “conventional” internet advertising market and thus start competing with Yahoo’s and Microsoft’s MSN advertising services in this larger and more competitive market of advertising for things people do not know yet that they want to buy.

More on Google’s latest move can be found at The New York Times’s webpage.

Nicholas Carr is a former executive editor of the Harvard Business Review and an acclaimed business writer and speaker whose work centers on strategy, innovation, and technology. His 2004 book Does IT Matter? Information Technology and the Corrosion of Competitive Advantage, published by Harvard Business School Press, set off a worldwide debate about the role of computers in business.

Carr has been a speaker at MIT, Harvard, Wharton, the University of Sydney, and the Federal Reserve Bank of Dallas as well as at many industry, corporate, and professional events throughout the Americas, Europe, and Asia. His ideas have been featured in The Economist, Newsweek, Business Week, Fortune, Forbes, USA Today, Washington Post, New York Times, and CIO, among many other publications. He has also appeared as a business commentator on CNN, CNBC, CNBC-Asia, and Tech TV. He holds a B.A. from Dartmouth College and an M.A. from Harvard University.

Health Information Technology

Healt Information Technology


Some interesting developments are going on in the current IT and healthcare business world. Today, IBM plans to announce that it is buying Healthlink, a Houston-based consulting firm and a leader in the fast-growing niche business of helping hospitals and clinics convert to electronic health records.

The move is the second acquisition in health care technology services within a week. Accenture announced last Wednesday that it would buy the North American health practice of the large European consulting firm Capgemini for $175 million.

The purchases by big technology services companies are investments made in preparation for an expected surge in spending on health care information technology. The Bush administration and medical specialists say information technology must replace paper records to improve the quality of health care and contain costs.

The administration is promoting the use of electronic patient records, common technology standards and reimbursement policies for Medicare that measure quality performance. Indeed, the government has set the ambitious goal of adopting electronic health records for all Americans over the next decade and building a national health information network for tracking diseases and treatments.

“Only companies like IBM, with deep technology and financial resources, are going to be able to pull this off,” said Ivo Nelson, chief executive of Healthlink.

IBM is also working on one research application with the Johns Hopkins Bloomberg School of Public Health to simulate the spread of infectious disease. An IBM database modelling tool that includes census data, maps, local transportation routes and traffic patterns will be used by epidemiologists at Johns Hopkins to study how diseases are spread and thus devise containment strategies.

“It’s war games for infectious diseases,” said Dr. Donald S. Burke, a professor at the Johns Hopkins public health school. “You use complex simulations to ask a series of what-if questions.”

Those trends should stimulate investment in health information technology and accelerate consolidation among suppliers and hopefully will positively benefit the war against world diseases.

Google’s First-Quarter Profit Soars

Google Q1 Earnings

Google Inc.’s first-quarter profit surged to a nearly six-fold improvement as the online search engine leader continued to surpass the bullish expectations for its high-flying stock.

The Mountain View-based company said Thursday that it earned $369.2 million, or $1.29 per share, for the three months ended in March. That compared with net income of $64 million, or 24 cents per share, at the same time last year.

Revenue totaled $1.26 billion, nearly doubling from $651.6 million at the same time last year. After subtracting commissions that Google paid to other Web sites in its advertising network, the company’s first-quarter revenue was $794.5 million.

These blow-out quarterly earnings are powered by the continuing boom in advertising linked to search engine results.

Google makes virtually all of its money from the text-based ads that are tied to online search requests. The company gets paid each time one of the links are clicked on Google’s home page or hundreds of other sites that display the ads.

The text-based ads, which are priced using an online auction system, are becoming more expensive. Advertisers bid an average of $1.75 per click in March, a 6 percent increase from February, according to Fathom Online, a research firm.

Many analysts believe Google has devised a better formula than main competitor Sunnyvale-based Yahoo, for deciding which ads are most closely related to a search request, resulting in more revenue-producing clicks.

Google also is making more money internationally. The company generated 39 percent of its revenue overseas in the first quarter, up from 35 percent in the previous quarter.

For all its success, Google still faces plenty of challenges, starting with software giant Microsoft Corp.‘s resolve to grab a piece of the lucrative search engine advertising market.

Google also is entering a stretch when Internet traffic traditionally has dropped off as people spend more time outside to enjoy warmer weather and more daylight in the evenings. That pattern might result in fewer Internet searches, slowing Google’s growth in the second and third quarters.

Furthermore, earnings soared past estimates in the first three months of the year, feeding an after-hours rally that took the company’s shares back to the high point they touched early this year. Eric Schmidt, chief executive officer, said that Google was still a long way from reaching saturation in any of its new advertising markets. “We’re just at the beginning of the penetration of this technology,” he said. “There seems to be plenty of upside.”

WiMax Fever at Intel

Intel Logo
Intel Corp.‘s first-quarter profit jumped 25 percent, driven by strong demand for microprocessors used in notebook computers and lower-than-expected costs associated with manufacturing and new technologies.

The world’s largest chip maker also said it expects second-quarter sales to be between $8.6 billion and $9.2 billion, which would be in line with Wall Street expectations. The chip king’s strong quarterly results show how fast it’s moving to counter its rival’s 64-bit edge. They also spread hope for the tech sector.

Furthermore, the outlook for Intel looks promising both financially and technology wise. Alike one of the chipmaker’s ultra fast technology WiMax, could transform the broadband landscape.

WiMax, a technology that can provide wireless broadband coverage over an area of twelve to 16 kilometers vs. Wi-Fi’s 90 meter, is about to take off. The industry is expected to approve its first WiMax standard this July. And, when more flexible versions of WiMax are approved in 2006 that allow for wireless broadband access anywhere, sales of WiMax gear are expected to shoot through the roof.

Intel is gearing up for WiMax’ world premiere. As early as Apr. 18, the company will start turning out a new generation of chips that it hopes will turn WiMax into the Next Big Thing in the wireless Web. Thanks to Intel’s outsize market power, analysts expect a range of WiMax services to spring up over the next few years, offered by everyone from biggies such as SBC Communications and Comcast to minnows such as Clearwire Technologies, it could transform broadband by bringing high-speed service to millions more people around the globe, allowing Web surfers to roam at will and cutting subscription rates as new players pile into the market.

Since the late ’90s, techies have dreamed of beaming high-speed Internet over the airwaves. Several companies attempted to launch precursors to WiMax but never got off the ground. The infrastructure was too costly, and the competing technologies suffered a lack of common standards.

Now along comes Intel, which aims to duplicate its successful Wi-Fi strategy. In 2003 the chipmaker rolled out its Centrino line of Wi-Fi chips, a move that helped bring the wireless home network to tens of millions. In that case, Intel used its market clout to convince its core customers — PC makers — to adopt Centrino as a standard.

With WiMax, Intel has had no such advantage. It had to bring on board telecom companies, which aren’t traditionally Intel customers: They’re the ones who will sell the service. So the chipmaker created a WiMax forum with such heavyweights as SBC, Sprint, and Nokia to hammer out common standards for its chips. To start with, WiMax, which Intel says will be up to six times faster than existing broadband service in the U.S., will be used to bring high-speed Internet to homes and businesses that lack service. But in a couple of years, WiMax will go mobile, allowing people to download movies, games, and other content without being tethered to a local hot spot, as Wi-Fi requires.

Big players will be able to enter each other’s territories, too. For example, in February a Verizon Communications Inc. subsidiary, Verizon Avenue, began offering a WiMax-like service in Monterey, Calif., a market currently served by rival SBC. Time Warner Inc., Comcast Corp., and other cable providers could make use of WiMax to deliver content outside the home. That would provide competition for cellular providers, some of which also aim to sell WiMax services alongside existing high-speed mobile networks.

However fierce the new round of competition WiMax sets off, consumers are likely to enjoy it.

Samsung Is Putting Songs In Its Heart

samsungbrandIn recent years, the phone division of Samsung Electronics Co. has looked as if it might turn into a camera company. The unit — the world’s No. 3 handset maker — now integrates cameras into nearly every new phone it makes, with some models sporting optical zoom lenses and resolution of up to seven megapixels. Today, though, the Korean company seems to have a new ambition driving its phone development: music.

Since last summer, Samsung has introduced more than 20 phones that double as MP3 players. Of course, most of these handsets still include cameras, but music is the hot trend. The new models range from devices that store a few dozen tunes all the way up to the SGH-i300, a phone with stereo speakers and a 3-gigabyte hard drive that can hold 1,000 songs. “Music will be driving demand this year, like imaging was last year,” says Lee Kyung Ju, a Samsung vice-president.

The change dovetails with Samsung’s drive to unseat Apple Computer Inc. as the world’s No. 1 maker of music players by 2007. It’s an audacious goal, given that Samsung sold just 1.7 million players last year, vs. Apple’s 8.3 million iPods. But Samsung is serious about music. The company plans to bring out a half-dozen new stand-alone music players by summer, with an eye toward selling 5 million players — or 10% of the global market — this year.

Samsung is even more ambitious with its handsets. This year, it expects to launch scores of new music player/phone combos with features such as surround sound, a button for instant access to tunes, and a dial for playlist navigation. Samsung execs say that before long, most phones will double as portable jukeboxes with enough memory to hold hundreds of songs. And Samsung aims to stay at the forefront of the trend. “The mobile phone will be the center of digital convergence,” says Samsung President Lee Ki Tae.

The enthusiasm of Korea’s wireless carriers may give Samsung a leg up. The country’s operators have led the way in experimenting with the wireless music business. And Koreans have proved eager to buy music from the country’s operators, with 300,000 people now paying SK Telecom $5 a month for a service, launched in November, that provides unlimited access to tunes. Now, Samsung says it has deals to supply music handsets to U.S. carriers Sprint, Cingular, and T-Mobile. In the battle between the cell phone and the iPod, Samsung may well be the chief arms dealer.

Adobe buys Macromedia in $3.4B stock deal

Adobe Macromedia

Combining two of the largest makers of software for creating and delivering digital content, Adobe Systems Inc. said Monday it will acquire Macromedia Inc. in an all-stock transaction valued at approximately $3.4 billion.

Both companies said the long-rumored acquisition was not to consolidate and cut costs but to help Adobe expand into new markets, particularly in the area of providing content to mobile phones and other handheld devices

“This is not a consolidation play. This is all about growth,” said Bruce Chizen, Adobe’s chief executive. “We’re doing this because we believe the combined offerings will be even more compelling to our customers given the challenges they’re going to face in trying to communicate information in this very complex environment.”

Neither company would speculate Monday on actual product plans after the deal is closed.

There is some product overlap, including Adobe Illustrator and Macromedia Freehand in graphics design, Adobe GoLive and Dreamweaver for Web page creation, and Photoshop and Macromedia Fireworks for working with photos and other graphics.

Under terms of the deal, approved by the companies’ boards of directors, Macromedia stockholders will receive 0.69 shares of Adobe common stock for every share of their Macromedia common stock.

That will result in Macromedia stockholders owning about 18 percent of the combined company when the deal closes.

Shares of Adobe lost $6.77, or 11 percent, to $53.89, in Monday morning trading on the Nasdaq Stock Market. Macromedia shares gained $2.76, or 8.3 percent, to $36.21.

The transaction, contingent upon the approval of regulators as well as the shareholders of both companies, is expected to be completed by the fall. The combined company will keep Adobe’s name and San Jose headquarters.

According to Adobe: The combination of Adobe and Macromedia will provide customers a more powerful set of solutions for creating, managing and delivering compelling content and experiences across multiple operating systems, devices and media. Together, the two companies will meet a wider set of customer needs and have a significantly greater opportunity to grow into new markets, particularly in the mobile and enterprise segments.

Global Leaders

global_leaders
Companies like HSBC, Samsung Electronics, and Ranbaxy Laboratories all champions from emerging markets have followed similar paths to global success. Each of them first forged distinctive ties in the difficult circumstances of its home market and then mastered the art of transferring its business DNA; the core skills and supporting organisational culture that help it make money, reliable, in diverse markets.

To pull of this trick, a company must train – and then trust – a cadre of global managers who understand its distinctive capabilities but are also independent enough to modify them to fit local needs.

Thus, to succeed in the wider world, a company must develop a cadre of talented international executives who carry its DNA – core skills and organisational culture – and have experience in diverse markets. After recruiting these men and woman, often from business schools around the world, leading global corporations use extensive apprenticeships and formal rotations through a wide range of functions to train them.

HSBC, for example, puts 400 handpicked international managers through a global-rotation program that trains them to respond quickly and effectively in troublesome situations. These managers learn to distinguish the nonnegotiable aspects of a business model from those that can be modified as necessary.

leaders

With the right group of executives, a company’s coordination process run smoothly because the participants have mutual trust, and dotted-line reporting relationships work because executives know each other well. They can conduct vital business informally – through social contacts – and job rotations give them a well-rounded perspective on the challenges in a variety of markets. The company avoids entrenched power structures and thus becomes stronger than any group of individuals within it.

World’s Best Airport 2005

World Best Airport 2005 Awards

For the 5th consecutive year, Hong Kong International Airport has been voted the world’s Best Airport, in the largest customer survey of airport standards. Singapore’s Changi Airport takes the Silver Award as runner-up, in what proved to be an exciting and close finish to the Survey. These two airports achieved more than 130,000 votes each, with the final margin between 1st and 2nd position being less than 500 votes.

Hong Kong International Airport (HKIA) named World’s Best Airport was particularly praised for ‘space, light, airy, clean, efficient, ground transportation’ – key words that were repeated thousands of times for HKIA. Singapore’s Changi Airport, second Best Airport in the world, was most frequently praised for the abundant range of facilities, and particularly favoured by customers in it’s pivotal role as a transit airport.

Amsterdam Schiphol ranks second in Europe (8th worldwide), with Copenhagen as Europe’s 3rd Best airport, and ranked 9th worldwide. A comment echoed in many Copenhagen survey interviewees is that the airport has the feel of an IKEA showroom! (Well, Copenhagen — Denmark is next to Sweden :-P )

World Best Airports 2005

It no surprise to see many Asian airports dominating the top end of the World Airline Awards or on a less positive aspect, some US airports slipping in popularity. The ongoing impact of US airport security and immigration changes is still being felt. Whilst air travellers appreciate the need for enhanced security in post 9/11 times, we found the impact of this on the US airport rankings was quite considerable.

One of Asia’s newest airports, Seoul Incheon in South Korea was ranked third Best Airport in the world – well ranked for ease of navigation, terminal cleanliness and facilities. A drawback for Incheon appears to be the lack of express ground transportation. An airport becoming more popular with transit passengers, Incheon needs a high-speed rail connection into downtown Seoul to better satisfy passengers departing from, or arriving into Seoul itself.

The 2005 World Airport Awards are based on the annual Airport Survey conducted by Skytrax – between June 2004 and March 2005. The survey measures over 30 aspects of passenger satisfaction for airport product and service standards, evaluating the ‘typical’ airport experience. This independent survey is regarded as the primary benchmarking tool for Passenger Satisfaction levels at airports throughout the world.

Results of the additional regional awards can be found here

Today’s Favourite Management Tools

Management Tools

For the past 12 years, Bain & Company, a firm of consultants, has asked companies around the world how much they use tools to improve the performance of their organisations, and how satisfied they are with them. Its latest analysis, out this week, shows that strategic planning, used by almost four out of every five companies, is currently the most popular (see table above).

Bain’s Darrell Rigby, founder of the survey, says managers are now particularly keen on anything that helps them get closer to their customers. Two-thirds say that “insufficient customer insight” is hurting their performance. Hence the steep rise in Customer Relationship Management (CRM) – from seventh last time to second. Most of the top slots are filled by hardy perennials. Strategic planning has been top since 1996. The biggest change in the past decade is the rise of tools that rely heavily on the use of information technology. IT-intensive techniques such as CRM, supply-chain management and knowledge management are each now used by more than half of all corporations.

Since their excessive spending at the turn of the century, executives have focused on cutting costs. Now, says Mr Rigby, they see a limit to that process and are seeking other ways to deliver the value investors have built into their share prices.

Nor are managers losing faith in IT: 90% of Bain’s sample said they think IT can still create significant competitive advantages for them. Corporate IT budgets are slated to rise again this year. Who will determine where that money is to be spent–the general managers or the geeks? In a book published at the end of last year (“The New CIO Leader”, Harvard Business School Press), two Gartner employees argue that CIOs must pull their socks up if they are to be fully involved in this process. They need to stop talking techno babble among themselves and start behaving like leaders. Otherwise, say the authors, CIO is condemned forever to stand for ? Career is Over?.

IBM’s Transition Goes Beyond Blue

IBM Logo

“In the past, IBM defended the mainframe against client-server computing and PCs,” Palmisano says (Chief Executive Samuel J. Palmisano). “We’re not defending the past anymore.” No, IBM is off and running into a new world of business, beyond computers.

This sounds like IBM is changing its definition from international business machines to international business models.

The world of computing that IBM long ruled is increasingly becoming a commodity business. Ruthlessly efficient Dell Inc. fresh from its conquest of the PC market is climbing up in servers and even tech services. “The big question is: Will services go the same way hardware has? We think it will,” says Steve Meyer, a vice-president in Dell’s services unit.

IBM, with its legions of PhDs and closets full of patents, is not built to duke it out with the likes of Dell. Palmisano’s strategy promises a neat escape. Instead of battling in cutthroat markets, he takes advantage of all the low-cost technology by packaging it, augmenting it with sophisticated hardware and software, and selling it to customers in a slew of what he calls business transformation services. That way IBM rides atop the commodity wave – and avoids drowning in it.

Therefore, IBM is putting to use the immense resources it has in-house, from its software programmers to its 3,300 research scientists, to help companies like P&G rethink, remake, and even run their businesses – everything from accounting and customer service to human resources and procurement. “We’re giving our clients a transformational lift,” says Palmisano. He expects that within 10 years IBM could build an annual revenue stream of as much as $50 billion in business consulting and outsourcing services. If so, Palmisano will have created a second services miracle and hitched IBM to a crucial growth market. And in the process, his company will be fixing – or running – big chunks of the world’s business.

In its pursuit of vital industry experience, IBM – much like an eager college intern – is sometimes willing to work for free. IBM’s unpaid partnership with the Mayo Clinic dates back to a cocktail party in 2000 in Mayo’s hometown of Rochester, Minn., where IBM has a computer factory. A Mayo employee and an IBMer realised that scientists at both companies were working on genomics research. This soon led to joint projects on gene profiling of leukaemia cells, and a published paper in a scientific journal in 2003. This is not the kind of connection that Dell, Accenture, or Wipro is likely to make. “This is the way to transform the way we practice medicine,” says Dr. Nina M. Schwenk, chairperson of Mayo’s Information Technology Committee. And for IBM, it’s a foot in the door of the $1.4 trillion health-care business.

In addition to its four original businesses — accounting, HR, customer service, and procurement – it is now ploughing into six others. They include after-sales service for consumer electronics, insurance-claims processing, and supply-chain optimisation. The old IBM would have studied for many months before deciding whether to enter these new businesses. This time, it has set up small SWAT teams to work with a handful of initial clients and launch businesses.