Smartphones : Android pèse 80% du marché, iOS au plus bas depuis 2010

Smartphones : Android pèse 80% du marché, iOS au plus bas depuis 2010.

Le marché des smartphones a progressé de 47% sur un an au deuxième trimestre 2013. Un segment largement dominé par Android, dont la part de marché s’élève désormais à près de 80%.

smartphones

Android, l’OS mobile de Google, accroît encore un peu plus son assise sur le marché des smartphones. Au deuxième trimestre 2013, sa part de marché s’élève à 79,5%, soit 10 points de pourcentage de gagnés sur un an, relève le cabinet Strategy Analytics.

Le principal perdant dans l’affaire n’est autre qu’iOS. Si les ventes d’iPhone ont bel et bien progressé sur un an, de 26 millions d‘unités à 31,2 au deuxième trimestre 2013, ses parts de marché ont tout de même régressé, à 13,6% contre 16,6% l’an passé.

Dans sa globalité, le marché maintient une croissance élevée, de 47% sur un an. Il s’est vendu entre les mois d’avril et juin pas moins de 229,6 millions de smartphones dans le monde (156,5 au deuxième trimestre 2012).

Ventes de smartphones par OSVentes de smartphones par OSQ2 2012Q2 2012Q2 2013Q2 20136060120120180180AndroidAndroidiOSiOSWindows PhoneWindows PhoneAutresAutres


« La croissance a été tirée par une forte demande pour les modèles Android dans tous les segments de prix, aussi bien dans les marchés en développement que dans les pays développés, notamment aux États-Unis, en Chine et au Brésil. Android représente désormais une impressionnante part de 8 smartphones sur10 livrés dans le monde », explique le cabinet.

Apple redescend sous les 14% de parts de marché, une première depuis le deuxième trimestre 2010, relève Strategy Analytics. Bien plus loin, Microsoft et son OS Windows Phone progresse de près de 60%, pour 8,9 millions de smartphones écoulés. De quoi lui permettre de détenir 3,9% du marché. Le finlandais Nokia, principal partenaire de Microsoft, pèse pour beaucoup dans ce résultat. Lundi 29 juillet, Bryan Biniak, le vice-président de la firme, s’était permis de mettre un petit coup de pression sur Microsoft, afin qu’il se décide à déployer davantage d’efforts sur le mobile.

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[infographie] Web et e-commerce : 25 ans d’innovations technologiques | Locita.com

[infographie] Web et e-commerce : 25 ans d’innovations technologiques | Locita.com.

Depuis 1987, l’invention du web puis des smartphones ont permis l’essor du e-commerce. Cette infographie recense les faits les plus intéressants de ces 25 dernières années, présentés par période de 5 ans.

– La période « Pré-web » de 1987 à 1992 : En 1987 la première plateforme électronique de Swreg permet de vendre un logiciel en ligne. Les premiers abonnements à Internet apparaissent. En 1991, Tim Berners-Lee développe le premier navigateur sur un ordinateur NeXT.
– Le “Web-Launch” de 1992 à 1997 : Marc Andreesen fonde Netscape, Pierre Omidyar vend aux enchères le premier produit sur eBay et Jeff Bezos lance Amazon en 1995.
– L’ère “Dotcom” de 1997 à 2002 : Période de domination d’Internet Explorer, où les premiers chiffres astronomiques tombent. Exemple en Allemagne, Intershop défraye la chronique avec son introduction en bourse pour une valeur de 300 millions d’euros.
– “L’ascension de Google” de 2002 à 2007 : Un projet initié par les étudiants Larry Page et Sergueï Brin donnera naissance à Google. Le marketing online devient l´atout majeur de l’e-commerce. Les survivants de la bulle poursuivent leur ascension.
– “Le retour d’Apple” de 2007 à 2012 : iTunes, iPhone et iPad… Apple révolutionne à nouveau les marchés avec ses innovations. Le web devient social et mobile !

The Network Effect Isn’t Good Enough | TechCrunch

The Network Effect Isn’t Good Enough | TechCrunch.

 

Editor’s Note: Nir Eyal blogs about the intersection of psychology, technology, and business at NirAndFar.comSangeet Paul Choudary analyzes business models for network businesses at Platformed.infoFollow Sangeet on Twitter at @sanguit and Nir at @nireyal.

If there is one altar at which Silicon Valley worships, it is the shrine of the holy network effect. Its mystical powers pluck lone startups from obscurity and elevate them to fame and fortune. The list of anointed ones includes nearly every technology success story of the past 15 years. Apple, Facebook, Microsoft, eBay, and PayPal, have each soared to multi-billion-dollar valuations on the supreme power of the network effect.

But today, the power of the network effect is fading, at least in its current incarnation. Traditionally defined as a system where each new user on the network increases the value of the service for all others, a network effect often creates a winner-takes-all dynamic, ordaining one dominant company above the rest. Moreover, these companies often wield monopoly-like powers over their industries.

IN THE BEGINNING

Once, all a company needed to do to leverage the network effect was facilitate communication between a critical number of customers. If enough people used a particular system to exchange information, a leader would emerge and become the de facto platform. Companies who could either form a marketplace or facilitate the flow of information between parties became tremendously powerful as central hubs of data transfer.

In fact, the first network effects platform was Bell Telephone, which established a government-sanctioned monopoly nearly 100 years ago. Since then, successful network effects businesses have sung from essentially the same hymnal.

First, establish a medium of communication by building the required infrastructure or inventing a new technology. For example, lay down telephone wires from coast to coast. Then, provide access to the network to improve the ease of information transfer — say, by selling fax machines. Finally, race to grow the user base before competing services do. If you get bigger faster than your competitors, voilà! You’re inside the pearly gates.

RAPTURE

That’s the plan at least. But today, things are not quite so simple. For one, in the old days, consumers paid to access the network through their upfront investment in hardware. These upfront costs locked users into the network and once they were in, they were in for good, thus erecting barriers to entry for would-be competitors.

However, the cost of providing access to the network has fallen precipitously. The days of customers buying expensive hardware to use a network are gone as is the correlating lock-in effect.

CONVERTS

In addition to access costs falling to zero, another key component of what once kept users locked into a network has vanished. Once, porting contacts onto a new network, like switching instant messaging services from Yahoo! to AIM, was a non-trivial task.

Today however, customers use their Facebook, Twitter or Google profiles to join a new service in seconds. A burgeoning network, take Instagram or Pinterest, can leverage the single sign-on enabled by the social graph to reach critical mass faster than ever before. Users not only port their personal information but bring their connections as well. In the age of the social web, the convenience of the social graph has largely toppled the lock-in that once kept users bound to one network over another.

TENDING THE FLOCK

Without the upfront investment in physical hardware and users’ newfound ability to port personal information and contacts, how is a company to retain its users? Is the network effect’s ability to lock-in users dead? Hardly.

The power to leverage the network effect now resides in “stored value.” Unlike network access costs, stored value is investment that comes in small increments with repeated use, increasing the importance of the service the more a user engages with it.

STORED VALUE

Stored value comes in four forms, and companies leverage these tiny investments to build lock-in to their service and retain users.

Creative content (e.g. Pinterest, Facebook, Instagram): Users invest in creating a portfolio of creative content, which forms the basis of their interactions on the platform. The quality and quantity of the content results in more interactions with other users, which, in turn, provides greater value to the content creator.

Reputation (e.g. TaskRabbit, AirBnB, StackOverflow): Although marketplaces for physical goods, such as eBay, have been around for some time, services marketplaces have grown in popularity lately. Trust is an important component of this new breed of network effects business. As a result, reputation built on the platform directly contributes to greater value for all users. Building reputation on a platform requires consistent delivery of highly rated services and may also involve qualifying for some minimum criteria set forth by the platform. Hence, once a service provider builds reputation on a platform, it prevents her from migrating to a competing platform.

Usage Data: Users store value in the form of data, either by actively collecting information, such as in the case of Dropbox or Reddit, or passively as their usage improves the service by offering more relevant information, such as is the case with Quora, which delivers a personalized news feed based on usage. The more a user consumes information through the platform, the more intelligent the algorithm becomes in recommending pertinent content to the user. In both cases, the data set built by or for the user delivers greater value with increased usage, something that won’t directly be available on a competing platform.

Influence (e.g. Twitter, YouTube channel subscriptions): Networks that utilize a one-sided follow model create an influence dynamic. Unlike importing contacts or “friending” people, collecting followers is largely outside the direct control of the user. With the exception of sketchy tactics banned by the Twitter terms of service, accruing more Twitter followers can only be done by tweeting content others find interesting enough to share. As the user’s follower count grows, so does the stored value in the network and the incentive to stay actively engaged.

KEYS TO THE KINGDOM

Creating a network effect is not what it used to be. Today, stored value created by the users reinforces the power of the network effect to retain users and grow market share. This dynamic makes creating user habits all the more important as investments of stored value only occur through successive passes through the user experience (see Nir’s previous article and video).

With the portability of the social graph and the fall of upfront costs to join a network, companies must leverage new ways of acquiring and retaining users. Business models that leverage a network effect plus stored value, hold the keys to the kingdom.

 

 

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Microsoft’s big announcement: Loser + Loser = Winner? | VentureBeat

Microsoft’s big announcement: Loser + Loser = Winner? | VentureBeat.

TechCrunch is reporting insider information that the big and much-anticipated Microsoft announcement tomorrow is an e-reader and streaming media tablet produced in conjunction with Barnes & Noble. If that’s true — and that’s a big if — I’m more than a little shocked by the massive build-up and pre-launch tension-building secrecy.

One loser

Let’s be honest: Windows on a tablet is, at the moment, a loser. Currently, Windows is a tiny, insignificant slice of the tablet market. There’s hope in Redmond, and maybe even belief, that this will change soon, but no-one else is holding their breath.

In this chart from IDC three days ago, Windows is “other.” Get out your microscope.

A second loser

A second moment of honesty: Barnes & Noble is a loser. We all know its chief competitor — the one named after warrior women tough enough to saw off a boob so they could kill their enemies with greater efficiency. And yeah, Amazon is exactly that tough.

Amazon is worth almost a hundred billion dollars; Barnes & Noble under a billion. Amazon had over $50 billion in revenue in the last 12 months; Barnes & Noble just over seven. Amazon’s revenue per employee is triple Barnes & Noble’s … the list goes on. Wolfram Alpha tells the story:

One plus one (plus one)

I believe it was the indubitable Mr. Holmes who said that one plus one has never failed to equal two. Pairing an unpopular and as-yet-unproven operating system with a failing and marginal content partner is not exactly a recipe for success.

However, there is a wild-card: Xbox live streaming.

Microsoft has been adding content partners to Xbox streaming with increasing velocity, announcing 35 new ones in just the past month at E3, including Nickelodeon, NBA Game Time, NHL GameCenter, WatchESPN, and The Weather Channel. These additions, with all the other content partners announced previously, have led to plenty of speculation that Xbox could replace your cable or satellite TV provider.

Now you have something interesting.

If Microsoft’s play is indeed to create a new kind of tablet that can replace — perhaps better than iPad — your TV provider, watch out.

I guess we’ll see tomorrow.

Microsoft ‘to launch tablet to compete with iPad’ | Technology | The Guardian

Microsoft ‘to launch tablet to compete with iPad’ | Technology | The Guardian.

Event invitation to journalists leads to speculation that Microsoft plans to take on Apple’s dominance with own-brand tablet

Microsoft logos

Microsoft is expected to unveil a tablet running a new version of Windows. Photograph: Rick Wilking/Reuters

Microsoft appears to be preparing to launch an own-brand tablet running a new version of Windows in an effort to compete with Apple‘s iPad.

An invitation to an event in Los Angeles on Monday evening sent out by the software company late on Thursday – but lacking venue details – has sparked expectation that Steve Ballmer’s company is now ready to take on Apple’s dominance in the tablet market.

This would be a dramatic break from Microsoft’s usual moves in computer hardware, where it develops the software and licenses that to hardware makers to ensure the broadest possible market. But Microsoft has fallen behind Apple and Google in the fast growing tablet market – already one-eighth as large as the PC market and forecast to be 40% by 2016. The fastest growth in tablet sales is in western countries, where PC sales are slowing, reducing sales in the Windows division in four of the past six quarters. Windows 8, to be released this year, is designed to be used on a tablet as well as a desktop PC.

“If Microsoft wants to control the entire user experience and the entire quality of their products, they have to build their own hardware,” Michael Cherry, an analyst at Directions on Microsoft, a Redmond-based market research firm, told the Bloomberg news service.

The location of Monday’s event, near Hollywood, could indicate that Microsoft may announce a content deal using its new SmartGlass app, which bridges the gap between the TV and the smartphone or tablet. Other speculation is that the tablet will have access to an ebook store using Barnes & Noble’s technology, following a $300m deal made at the end of April.

Image representing iPad as depicted in CrunchBase
Image via CrunchBase

The timing of the launch would also spike Google’s guns. The search giant is expected to unveil an own-brand tablet at its Input/Output event on 27 June although Microsoft’s forays into own-branded products have had mixed success. Microsoft has declined to comment. Its invitation says: “This will be a major Microsoft announcement – you will not want to miss it.”

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1B Mobile Users by 2016, Apple, Google and Microsoft with 90% share

1B Mobile Users by 2016, Apple, Google and Microsoft with 90% share.

ABOUT THE AUTHOR

Matthew Panzarino is the News and Apple Editor of TNW. Matthew brings 20 years of computing experience and mobile tech obsession to delivering the latest and greatest tech news and views. You can follow him on Twitter or email him at matthew@thenextweb.com

You would have to be blind not to see at this point that the future of our computing lives will be mobile. Recent statistics gathered by research group Forrester only back that up. According to the report, there will be 1 billion smartphone customers by 2016, with 257 million smartphones and 126 million tablets in the US alone.

Of those worldwide billion mobile devices, Apple, Google and Microsoft will control some 90% of the market with their respective platforms. Business users will factor heavily into these numbers, with some 350M employees using smartphones.

Screen Shot 2012 02 13 at 9.39.46 AM 520x635 Forrester: 1B smartphone and tablet users by 2016, with Apple, Google and Microsoft powering 90%

The majority of these will not be company phones either, as the majority will follow the ‘consumerization of IT’ trend, with some 200M bringing their own smartphones to work. Tablets don’t escape the trend either, with some 70% of these used for work being purchased by the employees themselves.

This trend to mobile will result in a mobile spending market of $1.3 trillion and an app market worth $55B, forecasts the group.

In order to compile the numbers, 61 different companies large and small, including AT&T, Citrix, Microsoft, RIM, Salesforce, Skype, Sugarsync, Dropbox, Apperian and more were interviewed.

The document is largely aimed at the Chief Information Officers of companies, encouraging them to establish positions explicitly for mobile, which will blossom so much over the next few years that it may even eclipse traditional IT and requires its own set of rules enterprise systems. Mobile can’t be treated the same way as a stationary terminal or even laptop computer can and companies have to be ready for the influx.

There is also the matter of a company being prepared for an explosion of interactions and transactions that comes from lowering the barrier that customers have to interact with their products. Simply put, if you have constant access to a product, you will use it more. And people are never without their smartphones.

Screen Shot 2012 02 13 at 9.51.18 AM 520x281 Forrester: 1B smartphone and tablet users by 2016, with Apple, Google and Microsoft powering 90%Examples of several companies, including Pandora, USAA and Salesforce show that mobile engagement is through the roof over traditional channels. Pandora alone gets some 60% of its listening minutes streamed to mobile devices, not desktops or laptops.

There is a lot more information geared to helping companies redefine internal roles to help them focus on this huge mobile platform growth, but it all boils down to the same thing. There is a tidal wave of mobile devices coming in the next 5 years, and they are bringing along with them an exponential growth in engagement and product use because they are so easy to use.

The personal nature of a smartphone or tablet lends itself to ease of use and hundreds, if not thousands, more interactions per user in any given month. The mobile age is booming, and it’s sucking in a disproportionate amount of traffic and money, get ready.

Highlights of 2011: A Crazy Year In Mobile, By The Numbers | paidContent

Highlights of 2011: A Crazy Year In Mobile, By The Numbers | paidContent.

his is the first in a series of posts over the next week that will look at the most significant developments of this year in the sectors that we cover, from publishing to mobile to advertising.

SEE ALSO: Why RIM Needed To Fire Its Co-CEOs Months, If Not Years Ago

If we accept that the modern mobile computing movement kicked off in 2007 with the launch of the iPhone, than 2011 was easily the most pivotal year we’ve yet seen. Here are five numbers that illustrate just how eventful a year it was.

324 million: The number of smartphones sold worldwide through three quarters of 2011 (according to Gartner), and feel free to tack on another 120 million or so to account for the fourth quarter. That’s a 63 percent increase compared to the same period in 2010. And amazingly, that’s still only about a quarter of mobile phone sales in general, which underscores just how much growth remains in this industry as component costs decline and wireless networks improve.

194 percent: The growth in Android smartphones worldwide from the third quarter of 2010 to the same period this year. Android’s growth has been nothing short of phenomenal, and while the aging Symbian remains the world’s most widely used mobile operating system Android has lived up to everything Google (NSDQ: GOOG) ever hoped it would in helping to ensure that one company—Apple—would not dominate the modern mobile market.

33.62 billion: The market value shed by Research in Motion (NSDQ: RIMM) during 2011, the year in which it became clear that the company has no clue how to move beyond the BlackBerry that sustained its business for so long until the iPhone made it look pedestrian. At year’s end, RIM had once again delayed a next-generation product while begging for more time, and time is most assuredly not on its side.

6: The number of companies that joined together in order to deny Google a chance to purchase Nortel’s horde of mobile patents in July, forcing it to spend $12.5 billion in August on a panic purchase of Motorola (NYSE: MMI) in order to obtain some sort of patent cover for Android. Patents were the ubiquitous story of 2011 in the mobile world, playing a huge role in product rollout strategies, industry alliances, and frustrating nearly everyone except Apple (NSDQ: AAPL) and Microsoft (NSDQ: MSFT) in the process.

3: The number of mobile products introduced by Apple under the late Steve Jobs, who finally succumbed to cancer in October. The iPod, iPhone, and iPad created the modern mobile market by showing the world that people were desperate for easy-to-use mobile user-interfaces that were also capable of running sophisticated applications and browsing the Web as if they were PCs. And they also set off a scramble among traditional mobile companies like Palm (NYSE: HPQ), RIM and Samsung as well as traditional PC companies like HP, Dell, and Acer to try and catch up to Apple’s lead. Android may have the numbers, but Apple’s vision of mobile computing remains more influential.