Business models drive big changes
It was announced today that HP was abandoning its efforts with Palm software and hardware. It had just purchased the company for 1.2 billion in April of this year. Last month HP put on the market its first “tablet” to compete with Apple’s iPad. The sales have been abysmal. HP is abandoning that hundreds of million dollar effort too. They have even announced they are considering getting out of the PC business. I imagine that does not include printers and ink. That is where the lion’s share of its profits is derived.
The business model forced on technology companies by Investors is behind the HP moves. Some other companies by design use a similar model, like Sony and Apple. These companies and their Investors are paranoid that they will find themselves in the situation of IBM in the early 1980s.
In the early 1980s a few people at IBM were experimenting and threw together some off-the-shelf parts to create a computer. This was not a “sanctioned” activity of IBM. But it gained an instant life of its own and was adopted by the corporation. IBM now found itself associated with “the personal computer”. The Executives got involved and they immediately moved to do what they normally do. They attempted to make it “proprietary” like its other products. This would restrict others from competing and secure the revenue stream. The Executives were flabbergasted. By using off-the-shelf parts, patents and a completely proprietary nature was out of reach. Soon personal PC clones were everywhere. In the mid 1990s IBM sold its desktop PC business to Acer. Around 2000 it sold its laptop business [ThinkPad] to Lenovo.
The most successful technology company right now at proprietary products [locked down and completely under their control] is Apple, followed by Sony. They made absolutely certain their products are built within their patent framework. That can result in a design hodgepodge of less effective ways of doing things or the absence of desired customer features. This business model means that all profits, including third party additions, flow to it. It is the Investor's holy grail of business models.
The problem in today’s communication market is patent road blocks. Big players have spent years acquiring key patents. Apple and several other players recently got together to buy Nortel patents in an effort to keep Google from acquiring them. Last week Google announced its intention to buy Motorola and acquire its patents. Within days HP abandons and financially "writes off" key initiatives in this arena.
The problem in today’s communication market is patent road blocks. Big players have spent years acquiring key patents. Apple and several other players recently got together to buy Nortel patents in an effort to keep Google from acquiring them. Last week Google announced its intention to buy Motorola and acquire its patents. Within days HP abandons and financially "writes off" key initiatives in this arena.
I imagine that HP found itself locked out of key patents to move ahead. It was boxed in with Apple holding key patents along with control of Nortel patents and Google potentially acquiring Motorola patents. To license the needed patents would probably be very expensive for HP and reciprocal demands would be made to license HP’s proprietary technology in other areas.