Archives for the month of: March, 2005

Robert Alan Feldman of Morgan Stangley (Tokyo) has some interesting thoughts on the whole Livedoor/FujiTV spectacle. This is the first time that I’ve actually touched upon this topic, even though it is a daily discussion topic for Japanese people everywhere.

Basically the short story is that there’s a 32-year old Internet entrepreneur, Horie, who’s CEO of Livedoor, an Internet portal. He’s raised a lot of money with Lehman Brothers and is trying to do a hostile takeover of FujiTV, one of the main TV companies in Japan.

Because Japan is new to hostile takeovers, it is a big discussion issue. In general, I don’t think too much of Horie and Livedoor itself, but I do think that hostile takeovers should become more common in Japan- if only to clear out bad management and moribund businesses.

The boardroom and the population are way ahead of the politicians. At recent seminars and discussions in Tokyo, the debate on the Livedoor/Fuji TV battle has shown many nuances. Boardroom people have limited sympathy for either side, in view of the tactics used and the histories of the companies involved. Moreover, the boardroom understands that (1) corporate law changes will create many more opportunities for Japanese companies than for foreign companies, (2) the public largely supports Livedoor — not because of the proposed deal itself but because it sees a crying need for aggressive agents of change. One CEO of a major company said to me, “Two-thirds of the boardroom wants Fuji TV to win (despite reservations about their methods), but two-thirds of the population wants Livedoor to win. We cannot have strong companies if the people do not support us.”



I do think it is very telling that the Japanese people want Livedoor to win- they’ve invested heavily in Livedoor and it would bolster the stock. Whether it is the right thing to do for Livedoor, I think this debate is healthy for Japan. There should be more hostile takeovers in Japan.

Triangle-Merger Delay ? Minor Bump on a Major Road

The iPod vs. Walkman comparison has been discussed so many times, but it really is worth repeating because it is such a stark comparison. It’s a perfect example of Clayton Christensen’s “Innovator’s Dilemma,” as well. Randall Stross of the New York Times has a good overview of the situation vis-a-vis Sony’s new CEO.

Sony Connect, the late-arriving, woefully designed answer to the iTunes Music Store, still lamely insists on using Sony’s proprietary compression standard. Apple got away with holding to its own standard only because it got everything else right, and was early to boot. Sony Connect must lag somewhere around 300 million song sales behind Apple, but pretends otherwise.

Arguably, Walkman product managers are even more blind to market reality than those at Connect. Today, they are selling the 20-gigabyte Network Walkman for $50 more than the comparable iPod, even though it cannot use any music sold on Apple’s site or on those of the many competitors that use Microsoft’s widely licensed compression standard.

A company thrives when it has all that it needs to make a compelling product and is undistracted by fractiousness among divisions that resent being told to make decisions based upon family obligations, not market considerations. Mr. Jobs appreciates the advantages of keeping content separate from distribution. At Pixar, he’s in the digital movie business, which uses many skill sets that are used over at Apple, too. Yet he has elected to let the two live happy separate existences, without falling for the synergy myth.

I’ve long since stopped even looking at Sony products for my own purchases. There was no reason to do so until the top management changed, but now that it has, I’m doubtful that it will make a difference at the product level, especially considering Stringer is from the media side of the business. Does anyone see Stringer taking a different path with respect to DRM than what the company has done to date? Consider me skeptical.

My fear is that Howard Stringer won’t rock the boat in Japan as much as I believe he needs to. He is not of that personality, and even if he has an office in Tokyo, he’s made it clear that he will stay in NYC. This is not the profile of a person required to turn around a sinking ship.

I wonder what’s worse for a large Japanese company – a Japanese CEO who no one within the company cared about (Idei) or a non-Japanese CEO who isn’t going to be hands-on (Stringer.) The problem with Sony is in Japan. If Stringer isn’t based in Japan, there’s less of a chance that he can drive the necessary changes.

The future for Sony is still unclear.

How the iPod Ran Circles Around the Walkman [nytimes.com]

Pretty big news today that Microsoft has purchase Groove Networks.

Gates definitely wanted to work with Ozzie, but more importantly, Ozzie’s team is bar-none when it comes to really understanding the Internet and the future of work on the Internet.

Microsoft, Groove Networks to Combine Forces to Create Anytime, Anywhere Collaboration [microsoft.com]

Microsoft to Acquire Groove Networks, Combining Talents to Create Anytime, Anywhere Collaboration Products and Services [groove.net]

Microsoft to buy Groove Networks | Tech News on ZDNet [zdnet.com]

Red Herring Blog: Bill Gates gets Ray’s groove on [redherring.com]

Software Only: Microsoft: Groovy Baby! [Jeff Clavier's Typepad Weblog]

!!! Google Suggest in Japanese !!!
Google サジェスト

The New York Times today covers 2 weblogs written by celebrities.

Rosie O’Donnell

Need Some New Luster? Try Rosie O’Donnell’s Method: Create It by the Blogful

and

Wil Wheaton

A Computer Is Also a Screen, Wil Wheaton Discovers

It’s a bit strange that they decided to cover two celebrity weblogs on the same day, but it makes for an interesting pair of reads.