Screens are displays to interests, drama, content and media
Evolution of the most important screen has been a blend of technology, drama, grayscales and colors. The first screen was in the cinema, the second was our TV in the livingroom. The third screen was Apple’s Macintosh. Then we got the fourth screen, black and green mobile phone display. The fifth was a bit colored phone/PDA screen with icons. Sixth screen was the early smart phone, Communicator screen. The seventh was iPad.
iPad has very strong lock-in effect because of its evolutionary and systemic bond with Apple’s culture, Macintosh and extremely functional applications and services. It is easier for Apple to widen screen abstraction to homes and urban space than for other parties like film industry, TV manufacturers, TV channels and Apple’s “competitors”.
But now we have a war of screens. Screen business is a quarter of Screen – Internet – Media – Operator business (SIMO) where companies and consortiums with full portfolio of SIMO products, services and solutions are winner. The others are losers. But there is only one screen manufacturer with full portfolio of SIMO total offering. But let’s look at Screen business only.
Chart Media Screens. Today’s screens start from small phones ending up to wde screen TVs. Samsung has the widest portfolio of screens followed by Sony and Apple. Nokia has screen breeches.
Many screen realizers are slaves for somebody else commanding the total business. Here the screen manufacturers are OEMs, original equipment manufacturers, for the Operation System realizers, see chart Nokia inside Microsoft. Google has several farmhands. The only free doer is Apple.
Chart Media Screen trends, winners and losers. Some of the big screen actors have a positive grip to the future. On the contrary, some former big actors may fall.
Screen manufacturers have varied business models: Samsung is the leader with best design, widest product offering, high quality and top class innovation, creation and design. Samsung concentrates on products, services and content is made by other parties. Samsung took Sony’s position when they jealously arsed around music and movie ownership.
LG is following Samsung’s pattern and soon overtaking Sony, perhaps after two years in 2014. Sony is the problem child: best brand has fallen to junk category. Superior portable music and audio has been transformed to Playstations! If you search Sony on the Internet you can’t find other Sony products and offering than stupid games.Sony should be buried as soon as possible to get a newborn Sony with new ideas and actions.
Huawei then. Huawei is like Nokia year 2004. Huawei wants to copy with shame without feeling any disgrace. Next five years may be successeful with this business model but Huawei has the fate of Nokia if they don’t start today (yesterday) own brilliant leadership in screen, media and network businesses. Huawei probably can’t do it because they don’t understand or believe it. They are going to nokiazise their demi-successful business. Trust me, I have seen what it means. It’s a pity because Huawei could be the rainmaker.
There are two companies who can suprise: Fujitsu and Panasonic. If both or one of them shift their business abstractions towards media, interoperability, search, content creation and Virtual Reality, they/the one can beat the others. Call me if you want to apply TAIC-SIMO.
23rd Feb 2012, Juhani Risku, Helsinki Finland