近来全球科技产业最重大事件，莫过于东芝宣布将停止推广HD DVD标准，为这场历时3年多与索尼为主要对手的下一代高清DVD格式大战画上休止符。东芝将逐步减少HD DVD播放器和录像机的出货，预计到3月底完全停止。
东芝身为DVD标准的龙头，在下一代高清DVD初期大战中占尽上风，HD DVD的生产技术与现行DVD兼容，能降低生产成本。因为这样的优势，东芝很早就在2004年11月争取到电影制作商华纳兄弟及派拉蒙的支持。
标准之争最终出现重大变化的导火索出现在2005年10月，原先仅支持东芝HD DVD的华纳兄弟及派拉蒙，宣布同时支持索尼蓝光DVD格式。
从2005年11月米高梅宣布支持索尼，到2007年6月Blockbuster宣布侧重索尼蓝光DVD为止，这20个月中，东芝仍将重心放在以电脑制造商与影片制作商为主的联盟活动上。2006年7月与2007年3月，分别在北美与欧洲成立HD DVD促进社团。
索尼显然认为消费者与渠道更重要。2007年4月蓝光DVD影片在北美发行突破100万张，渠道销售迫使电影制片商转向。
长远来看数字版内容不免走上互联网播放一途，新一代DVD能否再创过往佳绩不无疑问。
长期来看对DVD光盘的需求是下降的。
回到计算机市场，如何赢得Open Solaris的胜利是我们真正关注的。我们是否可以向Sony学习，更关注渠道和客户？Sony在VHS格式之争中给大家上了一课。在与Linux竞争过程中，我们学到了什么？这才是我们该关注的。
Tuesday Apr 29, 2008
Toshiba announced that it stopped promoting the HD DVD standard is one of the major events in technology industry in the recent year. Toshiba lose the war to Sony as the main opponent of the next-generation HD DVD format in the past three years. Toshiba reduced the HD DVD player and recorder shipments, and completely cessation at the end of March.
Toshiba, the leader of current DVD standard, have some advantages in next-generation HD DVD in early day. HD DVD have the compatibility advantage and can lower down the cost which allowed Toshiba got the film producers Warner Bros. and Paramount support in November 2004.
Standards battle caused the final major change occurred in October 2005, Warner Brothers and Paramount originally only supports Toshiba's HD DVD, announced to support the Blu-ray DVD format at the same time.
MGM announced support for Sony on November 2005, Blockbuster announced focused on Sony's Blu-ray DVD in June 2007. Toshiba still focus on computer manufacturers and video-based maker of the Union activities during these period of time. Toshiba also set up the HD DVD Societies in North America and Europe in July 2006 and March 2007 respectively. The battle looks no major winner/loser.
Sony clearly knows that consumers and channels is critical for the success.
Blu-ray DVD movies issued breakthrough 1 million on April 2007 in North America. The channel force the filmmakers turn the standard to Blu-ray.
Long-term perspective on the DVD, the demand is declining. The digital content should take the road by the Internet players, next-generation DVD can create the past success or not is doubt.
Let’s back to the computer market, How can we make Open Solaris win is what we really care? Should we learn from Sony and more focus on channel and customers? Sony finally learned big lesson on VHS format battle, and do we learn from the battle on the Linux? It is exactly what I am think !
2008年农历春节后，这时候摩托罗拉亚洲的市场份额已跌至最高峰时的三分之一，被美国总部证实可能出售手机业务的消息也传到了摩托罗拉中国公司职员耳中。摩托罗拉公布的第四季度财报又一次打击了员工们的信心：第四季度移动终端事业部的销售额同比下降38%。2007全年，该部门的亏损额为12亿美元。可仅仅一年前，这个部门还为公司贡献了27亿美元盈利。
摩托罗拉大半的销售额和利润来自以手机销售为主的移动终端事业部门。2007年摩托罗拉全球的总销售额是366亿美元，其中手机部门的销售额是190亿美元，约占52%。
现在已经能够清楚看出，2006年底时摩托罗拉手机业务由盛转衰的拐点。但当时市场仍对于RAZR（锋彩）销售热潮中的摩托罗拉抱以厚望。
总结Moto失败的原因，我们可以得出：
1 过分依赖单一明星产品，未能对用户有效分类
2 降价过快导致渠道利润骤降，中高端形象受损
3 与运营商的合作不够深入，失利定制手机市场
4 工业设计未能保持创新，未能充分利用品牌优势
5 错失技术潮流，向网络，娱乐，多媒体转型缓慢
6 摩托罗拉的技术优势没有被用户认可
新浪手机频道显示，摩托罗拉2007年新出机型仅13款，而他的竞争对手三星推出了54款机型，诺基亚也有37款。
Moto！ 你好么？ 很难出口， 但是我更关心的是Sun如何做的更好，从Moto学到一些东西。不管我们做什么产品，我们需要思考客户需要什么，趋势是什么，而不仅仅是玩笑式的创新。
Motorola Asia's market share has dropped to one-third of the peak at the end of Feb 2008. The rumor of selling mobile-phone business also been confirmed by headquarter. The Q4 2007 earning report, the mobile-phone sector business down 38% and lose $1.2B, once again hit the confident of all employee at Motorola. Compared to one year ago, the company in this sector contributed $2.7B profit.
Most of Motorola's sales and profits come from sales of phone-based mobile terminals business sector. 2007 Motorola's total global sales of $36.6B, and the sales of mobile phone sector is $19B, around 52%. At present, we are able to see that the turning point is at the end of 2006, but the market was still have high expectations to Motorola RAZR at that time.
We can summary why Moto is falling:
1 over-reliance on a single star product, not pay attention on user Category.
2 price drop lead to excessive profits dropped
3 Not cooperate with the telephone operator enough, loss the customized mobile phone market
4 failing to keep the innovative industrial design
5 missing technology trends, network, entertainment, multimedia transition slowly.
6 Customer not recognize the Moto’s innovation
According to Sina’s phone channels, Motorola's new models on 2007 only have 13. The competitors like Samsung introduced 54 models, Nokia has 37.
Apparently Moto didn’t notice that Motorola technology can’t meet the users’ needs on this dynamic world.
It is very hard to say, How are you? Moto! But I am more concern how Sun can do better and take lesson from Moto. No matter what product we are making, we need to think what is the customer need, what is the trend and not just make innovation for fun.
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This blog copyright 2008 by Hua-Hsin Ma
