CEOs, CMOs, And Executive Recruiters Make Predictions For Marketing Leaders in 2016 – Forbes

What are the top predictions for marketing leaders heading into 2016? To find out, I turned to some of the leading experts, including CEOs, Presidents/GMs, CMOs, authors and executive recruiters.

Source: CEOs, CMOs, And Executive Recruiters Make Predictions For Marketing Leaders in 2016 – Forbes

Prediction #1: The CMO will Have the Seat Right Next to the CEO

From Kirk Borne, Principal Data Scientist, Booz Allen Hamilton

As digital marketing becomes the central hub for business offerings, technology applications, customer experience management, social media engagement, and financial risk management, the CMO role will grow into one of the most sought-after and trusted advisors in the C-suite and the executive boardroom. The core CMO responsibility is still marketing, but the universe of people, products, and processes that marketing now entails is expanding both physically and virtually in every direction that digital business is moving. Buckle up, it’s going to be a fast and forceful ride!

Prediction #2: CMOs will be Picked for More Non-Profit Executive Leadership (CEO) Roles in 2016

From Matthew Boyle, CMO, AAFCPA
There are many executive directors in nonprofit organizations throughout the country that are past or approaching retirement age. CMOs are ideally suited to fill these positions because of their ability to articulate the mission and generate excitement around the brand, which is critical for long-term success. These CMOs will make ideal candidates to lead nonprofit brands hungry for leaders who are naturally relationship savvy.

Prediction #3: CMOs will Build C-Suite Capability to Leverage Social Media and Drive Total Business Results

From Penny Wilson, CMO, Hootsuite

2016 will be the year CMOs at organizations big and small embrace social media as a way to improve the bottom line through their marketing campaigns. This year, we will see the CMO influence the rest of the C-Suite to implement social media strategies both internally and externally to further business initiatives beyond marketing, to sales, customer service and employee advocacy. Next year we will see the acceleration of social media and the solutions to participate in relevant customer conversations will be the next powerhouse in marketing.

Prediction #4: Marketing Leaders who Excel at Meeting Customers on the Go Will Win

From Juliet Daum, Executive Director, Communication & Marketing, University of Virginia Darden School of Business

Our digitally connected, always-on world is increasingly dominated by mobile technology. We use smartphones, tablets and wearable gadgets to get things done, to seek and share information, and to explore new ideas and places — often while on the go. Google coined our shorts bursts of online activity ‘micro-moments.’ The brands that thrive in 2016 will be those that excel at capturing customers’ attention and trust by delivering the right content, in the right dose, at the right moment, informed by the right data. Customers today seek engagement on their terms, which means marketers must ‘pull’ them in (by offering valuable, searchable content; dynamic social media engagement; and top-notch visuals, including video and infographics), ‘push’ out their messages (through tasteful, personalized communications), and create opportunities to shake hands (though we’re on the go, we are human).

Prediction #5: CMOs Driving Customer-Centric Change Agendas Will Be Better Positioned for CEO Roles

From Caren Fleit, Senior Client Partner and Leader of the Global Marketing Center of Expertise at Korn Ferry

Since customer-centric companies have customers who are more loyal and better brand promoters, as well as earn a greater share of wallet, they typically have higher revenue growth, stock price and market share.  So it would seem obvious that customer centricity would be every company’s focus, but not really―only 7% of companies earned an excellent customer experience rating according to their customers. As companies wake up to this huge disconnect and make improved customer centricity a priority, it often falls to the marketing leader to drive this transformation agenda across the customer journey and the enterprise. In order to help guide their organization on the journey to becoming more customer-centric, marketing leaders must drive organizational alignment and break down functional silos like never before. This implies very different leadership skills and an ability to think about the business much more holistically, beyond the classic marketing roles. CMOs who are successful at driving this change are well positioned to take on additional responsibilities and, ultimately, even a CEO role.

Top 10 #Digital #transformation actions from PwC: 1. The #CEO is a champion for digital

In its latest Digital IQ study, PriceWaterhouseCoopers comes up with a top ten list of actions for digital transformation.

Source: Top ten digital transformation actions from PwC – diginomica

Key findings

The 2015 Digital IQ Survey identified 10 critical capabilities that correlate with stronger financial performance. Those organisations that embraced these attributes – our Digital IQ®  leaders – were twice as likely to achieve more rapid revenue and profit growth as the laggards in our study.

The Top Ten

  1. The CEO is a champion for digital.
  2. The executives responsible for digital are involved in setting high-level business strategy.
  3. Business-aligned digital strategy is agreed upon and shared at the C-level.
  4. Business and digital strategy are well communicated enterprise-wide.
  5. Active engagement with external sources to gather new ideas for applying emerging technologies.
  6. Digital enterprise investments are made primarily for competitive advantage.
  7. Effective utilization of all data captured to drive business value.
  8. Proactive evaluation and planning for security and privacy risks in digital enterprise projects.
  9. A single, multi-year digital enterprise roadmap that includes business capabilities and processes as well as digital and IT components.
  10. Consistent measurement of outcomes from digital technology investments.

The CEO is the natural leader as the focus on technology has shifted from operational efficiency to growth, and the stakeholders and conversations have changed. CEOs have ambitious expectations for digital, prioritizing disruption much more highly than the rest of the executive team.

Screen Shot 2015-09-30 at 11.06.11

Digital trends and barriers

In addition to establishing the direct linkage between digital investment and corporate performance, our research revealed important trends about the nature of disruption and the barriers organisations face in its wake.

1. Digital for today’s business – not tomorrow’s.
Despite the market fervor, companies are not investing in technology to disrupt their own or other industries. They are almost entirely focused on applying digital to grow their existing business models and the short-sighted view is cause for concern.

2. Yet plenty of disruption inside of organisations.
Leadership’s desire to capitalise on digital technology is so strong that it’s disrupting the enterprise operating model, as evidenced by shifting spending patterns, new digital roles, and undefined working relationships.

3. And companies are held back by a slow-tech approach.
Staying ahead of both market and internal disruption requires thinking and acting more like a nimble startup. Companies need to accelerate productive working relationships, how they learn and partner, and skills-development.


Full Report:

Why the Chief Data Officer is the Hottest Job of the 21st Century | SmartData Collective

Why the Chief Data Officer is the Hottest Job of the 21st Century | SmartData Collective.

ImageIn 2012, Harvard Business Review boldly named the Data Scientist “The Sexiest Job of the 21st Century.”

In 2013, reporters at CNBC gave the same nod to data analysts, saying it was one of the most sought-after positions.

Even U.S. Secretary of Commerce Penny Pritzker came out praising the Chief Data Officer (CDO), saying, “There is so much more potential to tap – and more data to be unleashed – that will strengthen industry and expand economic opportunity for millions of Americans. … Put simply, our Chief Data Officer will hold the key to unlocking more of our government data.”

So it’s no surprise that in 2015, reporters and analysts alike are still wild over the CDO, praising everything from their usefulness to marketplace demand. Citing an Experian survey of 250 Chief Information Officers (CIOs), InformationAge reports that 90% of IT leaders see data transforming the way they do business.

What’s more is that 61% of CIOs wanted to see a CDO hired within a year and put incharge of leading business initiatives that assist CIOs in interpreting overwhelming quantities of information.In fact, 47% of those CIOs said their key barrier to success is the sheer volume of data they must manage. The continuously growing trend has been on Gartner’s radar for some time. In early 2014, the Gartner stated that 25% of large global organizations would have appointed CDOs by 2015.

“Organizations are creating, accessing and using more sources and types of information than ever before,” the announcement said. “This trend, combined with the increasing need to understand how data is being used within a company, is driving the need for Chief Data Officers.”

With data growing at an exponential rate, the CDO has become an imperative leader in large organizations. From mobile to consumer data, businesses’ success now hinges on harnessing data, understanding advanced analytics and making informed business decisions.

Adding a Chief Data Officer to your C-Suite helps define your company’s commitment to better data and better results by assigning ownership to the process of translating information into insights, and insights into action. Without it, you could have access to the best technology and richest data, yet lack the capacity or capabilities to successfully and consistently manage it.

With a leader available to wrap his or her head around the maelstrom of information whizzing through your enterprise, your company will be better equipped to incorporate big data in a meaningful way.

And your CDO can put the initiatives and process in place to ensure that data is used to its fullest competitive advantage, assessing information in all its forms across your enterprise. Further,the right data management technology can help support the CDO in this end-to-end process.

The emergence of the Chief Data Officer is another piece of the big data puzzle shaping how organizations run and grow their business. Now, good luck finding one.

How Chief Digital Officers Transform Businesses 

How Chief Digital Officers Transform Businesses | Vala Afshar.


Richie Etwaru, chief digital officer IMS Health

As a Chief Digital Officer, one of the fastest-growing C-Suite roles in the enterprise, and the author of a new book, Corporate Awesome Sauce: Success Rules for Generation Y, Etwaru offers guidance for executives to be able to adapt and deal with this digital transformation that will impact every business of every size.

Gartner reported that by the end of 2015 one-fourth of all enterprises will have appointed a CDO. According to e-Marketer, the number of chief digital officers will double in 2015 to 2,000 worldwide. In his book, Etwaru explores the necessary leadership traits that are required to drive meaningful change, by staying adaptable, intellectually curious and collaborative. These leadership attributes will ultimately shape a successful business transformation journey that for many companies will be led by the chief digital office.

Etwaru shares his advice on how the CDO can help guide digital business transformation:

1. Find the operating corridor – When it comes to undertaking a digital transformation, Etwaru says you need to find the operating corridor and it starts with the CEO who has the foresight that the business model that you have today is not going to withstand the test of time. These CEO’s will be able to push back on a board or stakeholder and are okay with delivering less than amazing results for a few quarters to ensure their company is around for the next 30-60 years.

“I think when you can find that operating corridor; you’re going to be a CDO that’s going to have fun. If you don’t have that operating corridor you’re going to have a difficult time with the balancing act of achieving quarterly performance from existing revenue streams while putting in place a 20-year strategy,” says Etwaru.

2. Prevent ‘Kodak Moments’ – The point when you realize that your P&L has completely evaporated because someone has replaced your products or services with something that is coming up from an entirely new set of forces in the marketplace is what Etwaru calls a “Kodak Moment”. He is referring to the fact that Kodak could have figured out digital photography if they weren’t so worried about the revenues that would come from the film business – this was their Kodak Moment says Etwaru.

Etwaru feels it is the CDOs responsibility to keep companies from having their Kodak Moments. He says that the CDO needs to act as an evangelist in the P&L to ensure that companies are not mistakenly leaving opportunities on the ground within the new economies that are being created by digital opportunities. The second piece is to act as an advisor to customers that are going through their own transformations by helping them figure out how to avoid their own Kodak Moments.

“The marketplace is changing for our customers and as a result we have to understand how our customers are experiencing that change so that we can build products and services to help them through that change,” says Etwaru.

3. Obsess about next generation P&L – Etwaru says that the core or the primary goal of a Chief Digital Officer is to think about the next generation P&L, where more of the revenues will be coming from new market opportunities as opposed to market opportunities that would have funded value creation historically. Etwaru thinks that the fundamental difference of a Chief Digital Officer, compared to other C-Suite roles, is that 49% of what you do is the work of a general manager. Because you are essentially starting a new company that has more digitally-influenced products and services that run the P&L, a lot of time goes into looking at bringing new products and services to the marketplace and building profitability. Of the remaining 51%, he thinks 26% of that is somewhere around CIO/CTO responsibilities, and then the remaining 25% is just outright innovating.

“You have to out-think, outsmart, out-innovate, outplay and out-maneuver the competition to the new marketplace before they can even figure it out,” said Etwaru.

4. Bring on the coolness factor – Thinking of coolness as an asset that can move through an organization, Etwaru says that part of a CDO’s job is to make companies cool. According to Etwaru, “The bane of my existence is to make sure that we don’t go out of business, so my role as a Chief Digital Officer is to supply these assets – coolness, innovativeness and forward thinking capability – to a set of distributors – product people, marketers, go to market, financial, reengineering of a P&L – to amplify them.”

5. Think horizontally – “Cool is not the only currency,” admits Etwaru. There is of course other currency that distinguishes the CDO role, one of which is thinking horizontally vs. vertical. While other roles, such as CIO and CMO are sort of horizontal, they are still mostly vertical. Etwaru says the CDO role is really horizontal. With zero staff, he takes staff from various verticals to create new opportunities and fill the operation corridor to make transformation happen. Having an ‘a-ha!’ moment during our interview, Etwaru describes the transformation that has to happen: “It’s really like starting a new company to cannibalize the one that you have.”

When looking for candidates for the role of CDO, Etwaru recommends looking for people that have done different things, performed different functions and have worked across different industries. He says, “This is not the type of job that has a vertical trajectory. On any given day I am meeting with product, marketing, communications, operations, compliance and legal. It is a very horizontal looking job.”

6. Eat, breathe, sleep innovation – One of the most important questions within the context of the CDO is ‘can you transform digitally without being innovative?’ In order to find digital revenue streams on top of the analog type streams that you’ve had in the past; Etwaru says you need to be innovating all the time. Can you haphazardly land on some and not necessarily innovate? It’s possible, he says, but innovation is a big part of what he does as well as reflective thinking of the customer’s journey: “I need to be able to study what we sell, why people buy it, what they are buying from our competitors and what would they want to buy tomorrow. Then, based on a set of inventions that are there – mobile, social, Internet of Things, wearables – how can we create the next generation of products for our customers before our competitors.”

In summary, Etwaru’s final recommendation was that all Chief Digital Officers readRay Wang’s new book Disrupting Digital Business: Create an Authentic Experience in the Peer-to-Peer Economy, for help with figuring out how to actually do all the things described in this article.

You can watch the full interview with Richie Etwaru here. Please join me and Michael Krigsman every Friday at 3PM EST as we host CXOTalk – connecting with thought leaders and innovative executives who are pushing the boundaries within their companies and their fields.

Le paradoxe du Chief Digital Officer: le profil idéal du CDO d’aujourd’hui ressemble étrangement au profil… du CEO de demain

Le paradoxe du Chief Digital Officer.

Installer un Chief Digital Officers au sein d’un comité exécutif serait une fausse bonne idée pour Pascal Cagni, l’ancien vice-président d’Apple Europe.

Les CDO (Chief Digital Officer) semblent avoir déjà gagné la bataille du management et des comités exécutifs, où ils siègent chaque jour plus nombreux : selon le cabinet américain Gartner, 25 % des entreprises devraient avoir leur CDO d’ici à 2015.

Leur rôle ? Augmenter l’« intensité numérique » de toutes les fonctions de l’entreprise, faire passer les organisations de l’ère de la méfiance numérique à celle de la performance digitale.

Il y a urgence : toujours selon les experts de Gartner, il y a 12 ans, les dépenses consacrées au numérique étaient équivalentes à 20 % du budget des systèmes d’information géré par le directeur informatique (CIO). En 2020, ce montant devrait être équivalent à 90 % du budget IT !

Séduisante pour beaucoup, l’idée même du CDO est à mon sens l’archétype de la fausse bonne idée, à peu près aussi pertinente que la nomination d’un CEO (Chef Electricity Officer) au moment de l’invention de l’électricité.

Car le virage numérique n’est pas une option tactique mais bien un impératif stratégique. Il doit irriguer et impacter la structure même de l’entreprise et la sensibilité de tous ses dirigeants (opérationnels et fonctionnels) et de tous ses administrateurs.

En attendant le changement de génération et la prise de pouvoir, inéluctable, par les « natifs numériques » (« digital natives »), les CDO continueront donc à travailler paradoxalement à leur propre perte, en préparant avec enthousiasme, à tous les niveaux de l’entreprise, ce jour probablement pas si éloigné où le numérique ira de soi.

A moins qu’ils ne préparent leur propre triomphe ? Après tout, le profil idéal du CDO d’aujourd’hui ressemble étrangement au profil… du CEO de demain !

Pascal Cagni est administrateur de sociétés, investisseur et ancien vice-président d’Apple Europe.


It’s High Time to Socialize the C-Suite | Conspire: A Mindjet Publication

It’s High Time to Socialize the C-Suite | Conspire: A Mindjet Publication.

When we think about leaders, their behavior and how that behavior influences the world around them is oftentimes on the forefront. And it is for this reason that, when it comes to business, executive presence in both the internal and external social realm is increasingly critical to socially-enabled enterprise success.

If your organization’s governing body isn’t hip to such multi-platform participation, you’re in a lot of company. In 2010, Weber Shandwick released a study on the state of leadership reputation (Socializing Your CEO: from (Un) Social to Social), stating that 64% of the surveyed CEOs did not engage through company websites or social media outlets.

“There are several reasons why CEOs are not more Social,”  wrote Leslie Gaines-Ross, Weber Shandwick’s Chief Reputation Strategist.  ”Time is better spent with customers and employees…the return on investment has not yet been proven, legal counsel tends to caution against it and anything that smacks of ‘celebrity CEO’ is a no-win.”

Change is Happening With or Without You

While this rationale is certainly understandable, it’s also progressively insupportable. “Stakeholders want to hear from business leaders — in particular CEOs — on a regular basis. They want to know what we’re thinking, and not just about our company, but about the larger industry we represent, the communities we serve, and the world we live in. We have a unique vantage point in that we represent the broadest set of constituencies,” explained Alan Miller, chairman and CEO of Universal Health Services.

As for ROI, the evidence is growing. Earlier this year, the Chief Strategy Officer of Dachis Group, Peter Kim, published 101 Examples of Social Business ROI. Among them:

  • AT&T. Community: 21,000 customer issues resolved, driving 16% improvement in call deflections year/year. (Lithium Technologies, 2011)
  • Burberry. Social microsites secured 1,000,000 fans and a 10% increase in same-store sales. (Barnraisers, 2010)
  • Dell. @DellOutlet on Twitter generated $2 million direct sales, influenced $1 million addt’l (2007 – 2009). (Direct2Dell Blog, 2009)
  • NetApp. The NetApp community has impacted $500 million in sales and drives 28% of all NetApp web traffic. (Jive Software, 2011)
  • Sephora. Community users spend 2.5x more than average customers, superfans spend 10x more. (Lithium Technologies, 2011)
  • Yum Brands. Community helped new product launch internationally in 4 months instead of 18. (Jive Software, 2011)

Doin’ it For the Team

People follow leaders — plain and simple. Externally, no other type of employee can so reliably provide data in a way that will be listened to and acted upon by investors, employees, customers, regulators, media, etc. Internally, no other type of employee can so effectively influence the rest of the team. In other words, a social leader is very key ingredient in a social culture.

If you need more convincing, Jeff Esposito, Vistaprint’s Social Media Manager, published 30 really great stats that might help (Social Media Stats for the C-Suite). And, if you’re just looking for a way to get started, Weber Shandwick offers a handful of quick and dirty tips:

  • Identify best online practices of your peers and best-in-class social CEO communicators. Then establish and stretch your own comfort zone.
  • Start with the fundamentals (e.g., online videos or photos). Inventory and aggregate existing executive communications for repurposing online.
  • Simulate or test-drive social media participation. Understand what you’re getting into before you go live. Start internally although recognize that internal employee communications spreads externally seamlessly.
  • Decide upfront how much time you can commit to being Social. It can range from once a week to once a month to once a quarter or less often. Be your own best judge of what feels right.
  • Craft a narrative that captures the attention of audiences that matter and humanizes your company’s reputation.
  • Accept the fact that Getting Social needs to be part of your corporate reputation management program. Purposefully manage your social reputation as well as your corporate reputation.

Exclusive: France Telecom CEO on Apple, Android and How You Can Kiss Your Unlimited Plan Goodbye – AllThingsD

Exclusive: France Telecom CEO on Apple, Android and How You Can Kiss Your Unlimited Plan Goodbye – AllThingsD.

ay 23, 2011 at 12:00 pm PT

Stephane Richard knows a thing or two about the iPhone.

In addition to carrying one of Apple’s iconic smartphones, Richard is also the CEO of France Telecom, whose networks carry traffic from more iPhones than any other carrier except AT&T. France Telecom, with its Orange brands, sells the iPhone in 15 countries.

“They just created smartphones with the iPhone,” Richard said during an hourlong chat over breakfast in Downtown San Francisco last week. “Everybody should be grateful to them to have put such a product in our market.”

But, while he praises Apple, Richard is wary of the power that the company holds by having total say in which apps do and don’t get on its network.

Unlike with Android, where the carrier can largely configure phones the way it would like to, on Apple, the company has to settle for putting various services in the App Store. And, ultimately, it is Apple that controls what makes it into the App Store.

“Everybody is talking about net neutrality,” Richard said, but “net neutrality is not only dealing with pipes.”

“It also deals with management of application shops,” he said. “If you have people like Apple managing their application store and saying ‘This is OK and I don’t want to see this app in my shop,’ it’s a problem.”

In the interview, Richard offered a blunt take on a number of other key industry players and topics ranging from the need for variable pricing to the fates of Nokia and RIM.

Richard has been outspoken before, including calls last year for those flooding networks with data–companies like Apple and Google–to help pay some of the costs of making necessary network investments.

Though RIM and Nokia both face challenges, Richard said in our interview that he is glad that there are still a number of competing smartphone operating systems duking it out.

“For us we are quite happy with the existing landscape in terms of operating systems,” he said. “A world with 90 percent of Android-based devices would not be attractive for us, but we are far from that.”

Oh, and as for that report that France Telecom and Apple are working together on a standard for smaller SIM cards. That’s true, Richard said, and it’s a compromise designed to appease Apple’s desire for something smaller without resorting to a software-only virtual SIM card that Apple had initially been advocating.

Here were some of his more interesting comments from our conversation:

On the massive increase in mobile data use and the dangers that creates:

The real risk of everything is collapse. Nobody utters this loudly enough, but the real issue for the world is a collapse of the network or some local collapses.

We are the people with pipes. We are supposed to invest heavily in pipes in order to bring the capacity which is necessary to sustain the explosion of consumption and usage and data traffic in our networks. At the same time, the people that create this traffic…are not really incentivized to manage properly, globally, the traffic.

There is an unbalance in the overall system, which in our view is a major problem.

It is totally impossible to absorb such an explosion in traffic without first, clearly investing massively in spectrum and equipment, and second, without introducing some new pricing approaches.

On Microsoft-Nokia:

There are a lot of questions around Microsoft and Nokia–-capacity really to reverse the quite negative trend that they have in the market. It seems difficult, but we will see. We are still definitely in favor of seeing at least three or four big families of operating systems in the market. But it is true it is going to be difficult for them.


It’s not really declining. It’s still popular in Europe. They have customers and users that are quite faithful to them. It works more or less like a community of people. It’s often families that are big BlackBerry users, and of course companies.

They have had some quality problems in the recent period which is a concern, especially with the next generations of devices.

In my view as a customer, or as a partner of them, I think they really should fix very quickly their quality problems.

On Google and Android:

Android is, I think quite a solid and reliable operating system and doesn’t suffer with bugs. We have regularly problems with RIM. We have no problem with Apple and with Android. Let’s be frank and clear.

To me, the risk theoretically is more for Google to use releases–Android releases–as a weapon in their relationship with device manufacturers and indirectly with telcos than anything else. So far they have not really tried to do it.

On Apple and App Store openness:

Everybody is talking about Net Neutrality. Net Neutrality is not only dealing with pipes. It also deals with management of application shops. If you have people like Apple managing their application store and saying “This is OK and I don’t want to see this app in my shop,” it’s a problem.

So far, we have been able to come to solutions with Apple people, even though they are a little tough….We are able to find solutions. We are not at war with the Apple guys. But it is true that it can be tough.

Of course Ideally we would like to have those services embedded natively in the handset which is what we do with Android-based devices like with Samsung or HTC or people like that. It is not possible with Apple. We still are in a position to bring those apps to our customers through the app stores, provided clearly we have access to the App Store.

The problem is the day when Apple says “I don’t want this one.”

Definitely if we face these kind of problems we will go to court. Because competition is not only something that should be applied to telcos and to carriers. For us it should be a principle for the whole Internet environment.

On working with Apple on smaller SIM cards:

As you probably know, Apple has been working for years on reducing the size of SIM cards because they need space in the phone. They even thought about a device without any SIM card, that is what is known as the e-SIM project.

All of us told them it was a bad idea because the SIM card is a critical piece of the security and authentication process. It would be very difficult for a telco or carrier to manage the customer relationship. I think that they understood this point. We had a very constructive exchange and dialogue with them.

We are going to work with them in order to standardize a new format of SIM which takes into accout our needs with security and authentication and also is compatible with their wishes in terms of size.

I understood that the next iPhone would be smaller and thinner and they are definitely seeking some space.

This is good evidence we can work properly with Apple people, Apple teams. In that particular case, we have been able to find, I think, a good answer which is good for everyone.

On Tablets:
To be honest, I am still a little skeptical of the size of the world market in tablets. First, I do think the iPad is very well ahead of the competition in terms of tablets. To me as a user and as a partner, there is the iPad and there is the rest.

I think there will be a world market for the iPad. What will be, really, the size of this market, is difficult to say, because in fact it is a new market.

In fact I think that in the future people will have several devices, several screens. Nobody knows what is the mix or the range of devices that we will have.


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