Book Review: „What would Apple do?“ by Dirk Beckmann

by Anika

As I wait at the central station in Hamburg for my delayed train to Cologne, I notice the huge white posters advertising the new iPad mini. This triggers, as if often happens, the thought, “Wow, what has Apple come up with now?”. The hype around the success story of the probably most innovative company in the world and its founder Steve Jobs has fascinated the media, retail industry and e-commerce sector for years. Apple products (iPhone, iPod, iPad, …) or the AppStore are well-known to roll up entire markets.

During the last two years alone, more than seven German-language books have been published about Apple. Subject of discussions are mainly the development of the company, the life of Steve Jobs and the company’s unique design.

The economic book “What would Apple do?”, which was on the short list for the German Book Prize 2011, I have looked at more closely. It is written by Dirk Beckmann, CEO of a German digital agency and an expert in digital innovation. ,It deals in an entertaining way with Apple-related questions like “What makes Apple so special?”, “What can you learn from Apple“ and so forth.

According to the author, there are three things, which make the company unique: its business model, technology and the design of Apple.

Apple’s business model

Apple exclusively produces products with the sole aim of deriving profit. Apple’s secret of success is to continuously develop new, complete supply chains, implement own ideas without compromises and to make resulting platforms, products and solutions usable by other companies. However, Apple controls Apple-compatible products of other companies (such as apps) to the smallest detail. One could assume that Apple has a ’madness of control’ regarding its products. For example, all apps developed by other companies run through strict controls and must be released by Apple.

The company offers a wide range of products and waives a comprehensive market analysis. However, sophisticated marketing and advertising strategies will be implemented. Apple’s success is especially noteworthy in terms of the digital music download through the development of a revolutionary software, the AppStore. In December 2012, the company published a press release in this regard, in which it declared a new record: AppStore customers downloaded more than 40 billion apps, of which nearly 20 billion alone in 2012.

Apple’s technology

Apple knows how to not only use existing technologies and assembling these to its liking but it also develops entirely new applications and revolutionary products like the iPhone with its new user experience. As an innovative technology brand, the company is investing exorbitant sums in research and development of their products.

Ipad and Co. are developed as an integrated package of hardware and software preventing a ‚function overkill’, and the user does not notice the technology, while using the device. Apple particularly focuses on the customers’ needs. The products are extremely easy to use, can interact with other Apple products and are of high quality. In addition, the users’ devices can be customized with various apps.

Apple’s design

Over the years, Apple has become a well-established and modern lifestyle brand. A special role in the brand building process plays Apple’s design. The company intents to trigger the customers’ emotions such as excitement with its products. Apple is convincing for instance with a reduced structure of the company website, an innovative design of stationary AppStores as well as visually appealing products.

Last but not least…

Reading this book has given me a broader understanding of the phenomenon Apple. The author Dirk Beckmann has chosen the title of the book consciously referring to the book “What would Google do?”, which was written by Jeff Jarvis in 2009. The book focuses on the aspect how you can benefit from the success strategies of internet giant Google. In „What would Apple do?“, Beckmann has repeatedly related to the business model of Google. I have not discussed this aspect in this blog article as it should only concentrates on Apple.

Beckmann praises Apple at the highest stage. I would have liked to learn even more about the failures and problems Apple faces e.g. problems with the sales figures, staff fluctuations, criticism of the production in the Far East or the constant pressure to innovate. In addition, I was not that excited about the chapter “What would Apple do?”, which demonstrated potential business models of Apple by means of examples such as a car, a kitchen or an e-learning platform. This chapter could have been covered by just one example. The remarks were partly irrelevant and have been repeated.

Moreover it should be clear, that the strategies and concepts of Apple are not simple transferable to other products, but rather be seen as an inspiration for other companies. Likewise, I would have found it interesting to learn more about the development of Apple’s key performance indicators. The author describes Apple’s development over time without mentioning the company’s key performance indicators (sales, development of R&D expenditures).

Book Review: “E-commerce for advanced readers” by Krisch & Rowold

Hello – I am Anika and new to the digital world. After receiving a stellar business education at University of Rostock and spending some time abroad I decided to join the eTribes Framework team in Hamburg. I quickly needed to broaden my understanding of the digital world and therefore took it upon me to read a whole list of recommended books. Together with eCFO I am now publishing the resulting reviews/learnings from my reading materials.

My first book ‚E-Commerce für Fortgeschrittene – 50 Denkanstösse für den Online-Handel’, written by Jochen Krisch and Sascha R. Rowold, I devoured within a few hours.

The author Jochen Krisch is a well known e-commerce expert in Germany and also the editor of the internet-branch service Exciting Commerce.  In line with the editor’s motto „the exciting future of e-commerce“, the book presents the top 50 blog articles of 2009 to 2011 describing different kinds of business models and discussing the latest e-commerce trends due to new technologies and social innovations. The columns are cross-sectoral and broach the issues of among other things live shopping, mobile commerce, shopping systems and clubs, setting up shopping networks and applications, social shopping as well as Ebay, Amazon, Facebook & Co.

Ebay, for instance, has progressively turned from an open marketplace to a managed marketplace (i.e. more fixed prices, professional sellers and new goods) in recent years. However, the expected increases in sales remained slightly down in comparison to Amazon. A return to the traditional retail auctioneering business offers eBay’s classifieds platform. But not only Ebay will evolve in the future. Likewise, the development of Amazon, Google, facebook or Zalando as relevant players in e-commerce is exciting.

Also worth reading were the blog articles about shop systems. According to the authors, shop systems should no longer be based on catalogue models or be standardized. Due to increasing predatory competition and the online ordering saturation, online retailers are better adviced to find special, innovative shopping solutions. To be successful in the future and to achieve growth through a regular customer business, they must reinvent themselves and especially inspire their customers emotionally. Alternatively, online retailers should specialize in a market niche.

What I especially like about this book is that subjects were taken up several times to identify and analyze new developments e.g. the business models of Vente Privée or Ebay. Thus, I got a feel how fast and in which directions the online world can change within two years.

For eTribes and it’s stakeholders the book is a good read to learn about different business models. New trends and the rapid development in e-commerce e.g. the increase of online buyers from 45 percent in 2004 to 69 percent in 2011 show, that the retail is constantly moving to the internet. This means that companies have to adapt e-commerce solutions to their business models.

Also this year, I am convinced that Jochen Krisch and his team will publish diverse pioneering articles about e-commerce on their website. The book incited me to think about future trends of e-commerce, too. I’m particularly looking forward to the developments in mobile commerce – how will mobile shopping be improved this year? How will Ebay’s new payment system will work out? – Let’s get ready to be excited!

Book Review: “Rework” by Fried & Hansson

Rating: excellent

Useful for: everybody

“Rework” is an excellent book to read while traveling, in the bathroom or during short work breaks since it is separated into short, interesting paragraphs that are usually not longer than a page.  This book came highly recommended and out work library has no less than 3 copies of the book in English and German. We are also using some of the products the authors have developed: Highrise (CRM) and Basecamp (Project Management). Since both applications are very useful for a small to medium business I was wondering what the people behind these products had to say.

Since the book is split into several main sections, which consist of a catch-phrase and a quick explanation I am going to highlight the ten “commandments” I found to be most interesting.  This is a highly subjective view and each of the short sections will probably be of varying interest depending on a reader’s perspective.  Most importantly you can tell that these guys are strongly product focused and therefore some sections apply less to other business models such as service businesses.

These ten principles highlighted below really hit home for me and I will be integrating them into my daily business routine.

Learning from mistakes is overrated (p. 16)

I love this statement. I guess in Germany people take this approach anyhow since an entrepreneur who has failed will very rarely gets another chance. Nonetheless, I believe that celebrating mistakes will often lead to not fully understanding why a business failed. This is especially true in the US / venture funded start-ups where burning through millions of investor money seems to be a rite of passage for an entrepreneur. Being good at spending money is very, very easy – being good in making money is a totally different game.

Why grow (p. 22)

We have scaled down whenever we could. Each time we got to be more than 20 people we founded a new business with a separate CEO who would focus on growing a specific aspect of our business. We are currently again downsizing from 30FTE to less than 4 FTEs and I honestly believe that building a valuable and lasting business has nothing to do with growth. Profitability and client satisfaction are the only measure that counts. If you cannot profitability keep one client happy you will also not keep 1000 clients happy – and should you?

Outside money is plan z (p. 50)

I could not agree more. Lots of post on my blog deal with sources of capital and honestly bootstrapping or “robbing through the mud” (as we call it) still has the greatest appeal to me. Who do you respect more: the elite single ninja who relies on his skills and resourcefulness to reach an objective or an over equipped tank that just drives somewhere through pure scale?

Interruption is the enemy of productivity (p. 104)

Yeep.

Say no by default (p. 153)

The hardest lesson we learned so far. As an entrepreneur you will tend to see opportunities everywhere and you will always be excited about following up on them.  It will almost always turn out to be a disaster. Focus, focus and more focus will lead to success and focus is only possible if you say “no” to almost everything.

Welcome obscurity (p. 167)

Haven’t been famous yet but I sure know that being outside of the limelight while testing our business model and various ideas has been a blessing.

Hire when it hurts (p. 204)

Not a second earlier. It is always easy to hire but damn hard to fire. Not having external financing helps with taking this commandment serious.

Decisions are temporary (p. 250)

Nothing is forever… keeping enough flexibility to change decisions is a key aspect of being an entrepreneur.

What do I not agree with:

Planning is guessing (p. 19)

Deep down I am a CFO and I will always be a CFO – so please do not expect me to agree with this statement J I believe that over planning is guessing but coming up with a range of estimates to evaluate our day-to-day achievements is educated guessing and therefore legit.

Hire managers of one (p 220)

Well, if you are really not planning to grow this is the way to go. Yet I believe that these managers of one are very hard to find. Very, very few people are able to solely manage themselves without supervision. Most who do poses this skill will already be self-employed or entrepreneurs. So following this example will limit your hiring pool significantly.

So here is a quick impression of the book. My recommendation: MUST READ!

Book reviews!

Trying to read while going full throttle at work is often difficult. Luckily enough, there are holidays and less busy periods that allow for some interesting reading. I find reading books pretty recreational but it also helps to evaluate operational decisions and to provide perspective. Therefore, I am going to provide some quick feedback on books I have recently enjoyed. Each review will contain a quick rating and evaluation of the most interesting topics.

In addition, Anika Radder, will also publish her reviews for you to enjoy!