The VOD Wars

 While social TV seems to be garnering the bulk of the buzz these days, the real action is happening in Video on Demand or VOD.

VOD was once treated as the ugly stepsister of the industry, with most operators regarding it as a promotional vehicle (hence the proliferation of 5-minute “Making of X” videos on most On Demand channels.)

Purchasing broadcast rights from the studios was costly, VOD technology was very unstable and prone to mid-broadcast meltdowns, and, with the ubiquity of DVD rental services, there was very little demand for On Demand.

Until, of course, there was.

Reed Hasting and his board seem just as stunned as the rest of the industry by the rapid growth of Netflix streaming video. The fact that consumers, a notoriously technophobic lot, would actually figure out how to hook up a third-party device (laptops, PlayStations, Roku boxes and the like) and use them to stream movies over WiFi to their television sets was not something anyone could have predicted. Especially given how thin the Netflix streaming catalog was at first. And the completely unsocial nature of the site. (You cannot, for instance, message another Netflix user to recommend a movie to them. In fact, if you try and post a movie to Facebook or Twitter from the web application, all that’s displayed is the sign-up page.)

Which makes Netflix growth all the more astounding. In 2011, Netflix accounted for 32% of peak time bandwidth use in the US. Netflix users watched 2 billion hours of video 2011. And they did all that with only 20 million customers. (That’s less than 7% of the total US population.)

Those figures were not lost on any number of other companies, all of whom are now jumping full force into VOD. The field is getting crowded and the players are coming from all sides.

Pay TV Providers

First up are the various pay TV providers, the companies who blew off VOD to begin with. In the US, the major players are all beefing up their catalogs, Verizon FIOS in particular. FIOS currently has over 2,000 available titles and is rapidly growing that number. They have even introduced an iOS app that allows non-subscribers to download rental movies.  And FIOS, along with Comcast and others, is giving users access to its streaming VOD catalog via XBox, PlayStation and other gaming devices.

Tech Companies

Apple and Google have been getting into the act too, via their proxies iTunes and YouTube. Both have been in busy buying up movie rights. iTunes, which was once a strictly download service, will soon offer streaming options as well. (Even with a high-speed connection, a movie can take a good 20 minutes to download, unacceptable when instant streaming lets you watch right away.)

Google, for its part, is planning to launch VOD channels on YouTube for movies and TV shows. Details are still sketchy, but Apple and Google both have very deep pockets.

Retailers

Amazon has launched a VOD rental service called Amazon Instant Video that operates on an a la carte, pay-as-you-go system with the option of getting most rentals for free by paying $79/year to join Amazon Prime (which also gets you free shipping on Amazon retails orders - a benefit of being a retailer in this market.) Amazon Instant plays on browsers and via Roku, Kindle Fire and similar devices, but there is no iOS app and the format is unsupported by iOS browsers. Amazon has been investing heavily in its catalog and there are recurring rumors that the entire Instant Video operation will be spun off into its own unique entity that will go head-to-head with Netflix.

At the same time, discount retailer WalMart has been building up Vudu, its own streaming video service. Vudu claims to have the largest selection of HD movies and is often able to release new movies long before Netflix. Vudu, which is available via Play Station, Xbox and iPad (but only as a browser app,) positions itself as a discount service, but in truth, new releases are priced competitively with Amazon, iTunes and other streaming VOD services.

Hollywood

The major Hollywood studios make a lot of money on DVD sales, but they're savvy enough to realize that the DVD is about to go the way of the dinosaur. In order to save that revenue stream, a consortium of studios (e.g. all the big players except for Disney) came together to create UltraViolet, a product that forces users to buy the actual DVD in order to get a code that provides entree to a cloud-based “digital locker” where they can download the movie to any connected device. UltraViolet has been poorly received: the technology is both glitchy and confusing and there has been much infighting among the studios as to who is to blame.

Which is not to say they have given up on it: a deal with Amazon was announced during CES (details to follow, though industry scuttlebutt has Amazon partnering with Warner Brothers.) And with a few substantial tweaks, the technology should work more easily and consistently. UltraViolet may ultimately prove to be a better tool for retailers than consumers, but either way, it will give movie studios a strong presence in the streaming VOD market.

Cinema Chains

While the major US cinema chains (Regal, Cinemark and AMC) are not getting into the streaming VOD game (yet), they are in many ways the 800-pound elephant in the room. As pressure grows to shorten the window from theatrical release to VOD release, the theater chains are pushing back. Hard.

This past fall, Comcast and its new subsidiary Universal Studios announced a deal whereby Comcast would release the new Eddie Murphy/Ben Stiller movie “Tower Heist” two weeks after its theatrical debut. The release would be limited to two test markets (Portland and Atlanta) and the film would rent for a whopping $60.

Despite these preconditions, theater chain owners blew a gasket and many, including the 4,000-screen Cinemark chain, threatened to boycott the movie unless Universal and Comcast reneged on their deal. Anxious not to lose the income (and inherent buzz) from a theatrical release, Universal and Comcast quickly retreated. But this is just the first skirmish in a longer battle: the larger the VOD industry gets, the more pressure there will be from consumers to shorten the VOD window.

What’s Next?

While Netflix has a clear early mover advantage, it does not have the deep pockets most of its new competitors do. (And though Facebook is currently content to record its users viewing habits on their Timelines, that may change if the rumored IPO happens this spring.) Those deep pockets should allow Google, Apple, Amazon et. al. to amass a catalog that outshines Netflix.

This will ultimately benefit consumers, who will have a broader range of options, both what to watch and where to watch it. Pay TV providers will likely begin providing direct access to third party streaming video services sometime in 2012, and the service that negotiates the best deals will come out ahead. (Americans are still by and large technophobes, and a solution that involves a “cable guy” coming in to swap out one set top box for another should prove very appealing.) The streaming VOD market will continue to grow rapidly in 2012, with bandwidth caps the only thing that could conceivably slow it down.

Conceivably, but not likely, as the people in position to impose those bandwidth caps are the same pay TV providers who also provide us with broadband... and their own proprietary streaming VOD offerings.

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The Social EPG is the Social TV of Tomorrow

While social TV apps continue to crop up like proverbial weeds, the future of the social TV app will likely be a proprietary social EPG (electronic program guide) provided by the same company that supplies your pay TV service. It will likely come with a companion tablet device too, one your pay TV provider gives you for a low monthly fee, much in the same way they now provide set top boxes. Multiple tablets will mean multiple fees, but most households will want at least one for every adult or teenage member.

This model is the obvious next step for an industry that’s waiting and watching as the current wave of app developers figure out the rules of the game. They’re helping to figure out the ideal user experience and which behaviors (e.g. check-in, chat, recommendations) viewers are most interested in. And they’re doing it all on their VC’s dime as the big industry players just sit back and take notes.

Currently, most social TV apps lack two very basic but very crucial functions: the ability to use the app to change the channel and to record a show for future viewing. For either of these functions to work, the app must be tied in with the viewer’s set top box. Since most are not, the social TV user experience often feels rather stilted and incomplete: I still need to go back to my remote control to tune in to shows, and with over 1,000 channels on most line-ups, that’s easier said than done.

Now I did say “most” not “all”: there are some pay TV providers who are currently testing out the better social TV apps.

Sort of.

They have integrated the apps with their set top boxes, but the apps all still operate in their own private Idahos (e.g. they are not integrated with each other) and the functionality is dictated by the developers, not the providers. That may not seem like a big deal: a lot of developers have an excellent handle on what features will be popular, it’s just that leaving product development in the hands of a third party is never a very good idea. Ultimately you lose control and things like integration never work quite as smoothly as you’d like.

Which is why I see the bigger pay TV providers eventually licensing some of the technology they’ve been playing around with from social TV app makers and bundling it up with proprietary systems they’ve created on their own. (Pulling in a show’s Twitter feed is not brain surgery and Facebook already has solutions in place for providers like Netflix and Hulu.)

The resulting white label app will emphasize the user experience, creating a design scheme that can work on a TV screen, a tablet and a smart phone. The app won’t need to look identical on all three screens, but it will need to be familiar enough so that users don’t have to relearn it as they move from device to device. It will be branded and the experience for each specific provider will be unique: you’ll immediately know whether you are using the Comcast or TimeWarner social EPG.

These unique social experiences will constantly evolve along with technology: voice recognition, virtual keyboards and the like are rapidly approaching a level where they work seamlessly enough to allow for mass adoption-- but the key to success at all stages will be creating a social TV experience simple enough that your grandmother will feel comfortable using it.

It’s a tough problem to solve, but there will be much glory (not to mention profit) for whoever cracks it.

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An Apple TV Will Be Just Like An iPhone Because...

It will be sold to you at a heavily subsidized price from a service provider looking to lock you in to a multi-year contract.

Because Apple can't build their own pay TV service. Nor can they launch an internet only service. Just like the iPhone, someone else owns the pipes: in this case it is likely to be the same company that provides pay TV service.

And if you own the pipes, you can make using lots of bandwidth to watch someone else's pay TV service really expensive and inconvenient.

If you are Apple, going through a specific pay TV provider allows you to have all the control you had over the iPhone. You can design the interface and do all the branding you want. Because if anything goes wrong, consumers will blame the pay TV provider. Not Apple.

It's a business model that will turn the TV industry on it head. And likely be very good for consumers.

Televisions used to be the sort of device you kept for ten or fifteen years. But with all the innovation going on from the manufacturers, you'll want to upgrade your television about as often as you upgrade your... iPhone.

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Changing Behavior Around TV

As the convergence of the TV and Interwebs moves ahead, there are still a number of behaviors the industry must figure out how to change, solve for or live with. To wit:

TV Is Not A Solitary Activity: whether it’s a group of college roommates or the more traditional family unit, few people have their own personal TVs. That makes recommendation engines a bigger challenge than the kool-aid drinkers let on. Figuring out an easy way for the system to understand who is in the room is going to be one of the biggest UX challenges of our time.

Because it’s not just knowing that Dad is in the room and showing him shows he might want to watch. It’s knowing that dad and 8-year old Betty are in the room and figuring out which shows the two of them might want to watch. Or knowing that Betty is the one actually watching TV and Dad is just there keeping her company while he tries to make his way through his email.

Or Is It?: One of the things that a TV Everywhere system may enable is more private viewing of programs. (Think of what the Walkman and the iPod did for music, which was once an unavoidably group activity.) The ability to pick up a show or movie on a smartphone from just about anywhere with a signal and watch with headphones on would seem to indicate that we’re on the road to more individualized viewing experiences and perhaps the lessening of the TV’s role as the electronic fireplace. If everyone is watching their own programming, the need for online social activity becomes at once more and less inmportant.

Surfing: Twenty years ago, Bruce Springsteen sang about “57 channels and nothing on” and now that we’re up 2,000 channel, it still feels like there’s nothing on. That’s why channel surfing is such an ingrained American habit. We turn on the TV and flip through to see what we can find. A lot of the time, we’re not looking for anything specific as much as a way to kill 20 minutes before the program we want to watch comes on. 

But in order for social TV to really work, Americans have got to stop surfing or randomly flipping channels and start exploring shows that are recommended for them. Or at least looking at those recommendations before they begin flipping.

Movies vs Televison: One of the reasons it’s so hard to break the surfing habit is that we don’t make a whole lot of distinction between various TV shows: they’re seen as fairly disposable and outside of shows on obscure channels, we’re generally aware of them: the TV networks spend a whole lot of money on advertising. So the odds of our friends or a smart recommendation engine introducing us to a show we’ve never considered  before aren’t all that high.

Movies, on the other hand, are exactly the sort of thing we’d want a recommendation engine for. First off, given the rights issues around many movies, we’ll want to know which ones are actually available to us right now, and then we’ll want to know which ones our friends (or the critics) liked to help narrow down our choices.

TV Is For Couch Potatoes: Americans tend to regard TV the way they regard chocolate cake: it’s good in small doses, but you wouldn’t want to eat too much of it, much less publicly profess your love. The conventional wisdom in the US right now is still that TV is essentially bad for us, that it turns us into fat, lazy couch potatoes who while the day away watching mindless game shows and soap operas while filling up on transfat-laden foods. It’s okay to like a particular show or two, but TV as a category is just unhealthy.

We have to get people over that hang-up if they’re going to actively participate in any sort of social TV. The way I see it, movies may be the gateway drug here: according to the conventional wisdom, it’s okay to like movies. We even have a flattering word for people who really like movies: cinemaphiles. So if it’s okay to like movies, then it’s okay to talk about them on your social networks, recommend them, even announce that you are watching them. And once it’s okay to obsess over movies, sharing all your TV watching habits will will lose its stigma too. 

Are there other behaviors a more interactive and social TV experience will have to acknowledge, solve for or change? I’d love to hear your thoughts.

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Why A Suggestion Engine Is Different Than A Recommendation Engine

While the terms “Suggestion Engine” and “Recommendation Engine” are used interchangeably, they actually refer to two very different behaviors and desired outcomes.

A “suggestion engine” is for those times when we have a fairly specific idea of what we want and are in active search mode.

A “recommendation engine” is for those times when we are already doing something (shopping, watching, listening, reading) and basically says “here are some things you might enjoy the next time you decide to shop/watch/listen/read.” 

That distinction shows that the suggestion engine is far more valuable, because it comes into play in response to an active request on the part of the user. A recommendation engine is far more passive: the user is not actively looking for any additional input: if the engine shows them something that they wind up being interested in, that’s just a lucky strike extra.

To put a real world face on these terms, Jinni is a good example of a suggestion engine: you give it input (e.g. “I’m looking for a comedy set in England in the 1960s”) and it will come back at you with a list of movies that meet that criteria that you can access immediately. If you’ve included social graph data, it can indicate which of those movies your friends have watched and what they thought of them. There’s an expectation from both the user and the software that the suggestion will be acted on immediately.

Amazon’s various “you might also like” engines are a good example of recommendation engines: while you may be on the site to buy a teapot for your great-aunt, it’s possible you might also see a book in the recommendation list that intrigues you. It’s also possible you’ll go straight for the teapot: there’s no expectation from either party that the recommendation will be acted on.

A subtle distinction, but an important one.

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Why We Won't Have A Virtual MSO in 2012

There’s been a lot of noise this week around an article (registration required) by noted analyst Rich Greenfield claiming that 2012 will see the launch of an internet-based MSO (multi-system operator, e.g. a large pay TV provider like Comcast or Time-Warner.)

It’s an interesting argument, one that all but guarantees a lot of buzz since so many would like to see it happen, but I’m just not seeing it.

Greenfield’s argument is that virtual MSOs will be considerably cheaper and more user friendly:

 (V)irtual MSO pricing to the consumer will be substantially lower, subscribers will receive a significantly better user-interface/navigation across a wide-array of IP-enabled devices in the home and service will be accessible anywhere in the US, rather than being stuck in a certain region.

I’ll buy the user interface argument… maybe-- existing pay TV operators are putting a lot of time and effort into improving that experience precisely because they know it’s an area they are weak on. 

But price? That’s where I have trouble with his logic.

You see most people in the U.S. have their broadband and television service from the same provider (looking at Comcast’s subscriber figures, it seems that somewhere around 70% of its TV customers also get their internet from Comcast.) The advantage to this is that the providers discount the cost if you choose both services, with an even deeper discount if you get phone service thrown in (the “Triple Play” deal.)

So for Greenfield’s virtual MSO to work, I’d have to drop the TV part of my bundle, which automatically raises my monthly cost for my newly unbundled internet. At which point I am at the mercy of my internet provider, who, in the face of heavy amounts of streaming by TV viewers, will likely institute bandwidth usage caps and charge me every time I go over my limit. Which, if I’m a fairly heavy TV viewer, or part of a family, is a likely option. (Pay TV operators like Time Warner and Verizon are not going to give up the money they make on TV subscriptions without figuring out a way to get it back on internet fees.)

So there go all my savings.

 In return, I may get a nicer interface, but I lose out on picture quality and on the number of channels I’m getting – the virtual MSO is likely to start out with a very scaled-down package and may not get ESPN or other sports networks to sign up. (Live sports being a common reason people have for not giving up their pay TV subscriptions.) In addition, I have a new stressor each month: am I going over my allotted bandwidth amount

If you're a single person who doesn't watch a lot of TV, this new set-up will be perfect for you and may indeed allow you to send a message to Big Cable.. But for a family, where each member has a completely different set of channels they watch, sending that message is going to prove to costly and inconvenient.

There's also the technophobe factor: for a lot of people installing something like a Roku box and having that be the sole source of a TV signal is a serious source of anxiety. Having an actual "cable guy" come in, install the set top box, explain how the remote works and how to program the DVR is a real source of comfort to many and one of the existing pay TV provider's big advantages.

What we are likely to see is a scaled-down, internet-only subscription service from one (if not all) the major pay TV providers, a service that is heavy on the VOD content and is delivered via Xbox, PS3, Roku, Boxee and similar devices.

It will basically serve as an option for cord-cutters who don’t want to totally abandon live TV while allowing pay TV operators to sell their newly expanded VOD offerings to people outside their current geographic zone. And maybe take a bite out of Netflix while they're at it.

Verizon has already started down this path: anyone with a valid credit card can buy or rent their FlexView movies via Xbox or via their iPad app. So it's only a matter of time before everyone else gets on board.

These new services may well prove popular with consumers who don’t watch a whole lot of broadcast television but still want to be able to see the local news. They’ll compete with Netflix and Amazon and other movie providers (or they may be Netflix or Amazon) rather than Comcast and DirectTV– either way though, calling them “virtual MSOs” is quite a stretch.

Though it does make for good headlines.

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2011: The Year That Was

The ersatz Chinese proverb "May you live in interesting times" comes to mind when trying to find a way to sum up the wild ride that social media and social television have taken us on this year. The entire industry seemed to be in constant motion and keeping up with the multitude of peaks and valleys has become a full time job-- mine.

So after eleven plus months of watching all this very very closely, here’s my take on where we are, early December 2011.


Twitter: What's The Next Act?
Twitter seems to be in the least secure position of any of the major platforms. On a macro level, it’s never been able to move beyond being a 140 character broadcast medium. It’s incredibly polarizing: people seem to either love it or hate it in a way you don’t see with other social networks.

Twitter’s popularity also creates problems: the more people tweeting, the less likely it is that you’ll see any one particular tweet. That’s an issue for brands in particular, whose social media marketing plans rely on people seeing their tweets. Which makes it a problem for Twitter.

And if all that wasn’t bad enough, the platform is becoming as well known for celebrity mistweets as it is for enabling Arab Spring.Whether APlusK’s departure is permanent and if it will be looked at as the moment Twitter jumped the shark remains to be seen. But it’s definitely not a good sign, as Kutscher was one of the few celebrity users who generally had something intelligent to say.

Twitter’s other issue is that there have been no real innovations to speak of over the past few years. Yes, they’ve given you the ability to see who retweeted your retweet, but something like the ability to send tweets to a specific group of people or a “reply all” feature would be the sort of noticeable change that would prevent the platform from going stale.

That’s why I don’t feel as sure about Twitter’s future as I do about other social platforms. When the social web was first starting, it was a great tool to find other like-minded people, blogs, and articles. It still serves that purpose to some degree, but the mainstream has yet to find a real use for it beyond analyzing celebrity tweets, playing hashtag games and fomenting revolutions.  Unless Twitter makes some very significant changes to the platform, I can see it slowly fading away, MySpace style.

Facebook's Chameleon Act
Facebook, on the other hand, has done anything but stagnate. They’re constantly shaking things up, much to the consternation of their 800 million or so users. While it hasn’t been rolled out nationally yet, the new Timeline feature is going to rock a lot of worlds. Ditto the smart lists.

I do wonder, though, why Facebook seems to do everything in a way that feels so Microsoft, you know that “the hell with the user” mindset. Take their recent introduction of Smart Lists, their answer to Google Plus’ Circles. It’s a great idea and it definitely makes Facebook much more useful: I can post work-related articles to a Work list and none of my friends will ever have to see an article about IPTV again.

Which is great, only I have to create the Work list myself. That’s because Facebook automatically creates a separate Friend List for every entry in your employment history. A list you cannot delete. Ever. (You can rename it and even delete everyone on it, but it stays there. And Facebook-created lists always show up before user-created lists.)

Point being, they took something that should have been a really user-friendly enhancement and made it into a hassle. The whole notion of not giving users the ability to delete or hide an unwanted feature is just so typically Facebook. Ditto not realizing that the “Public” option is sort of worthless in creating a Twitter-style feed if you can’t alter it to say “Public + Work Friend” or “Public + Fellow Giants Fans” - someway to combine the people who are asynchronously following you with the people you are actually friends with who might be interested in the topic.

Facebook’s Microsoft-like tendencies notwithstanding, there’s a lot they’re doing right. Platforms that stand still risk being seen as dated, no matter how popular the current iteration might be. So while users may go kicking and screaming into the new Timeline feature, Facebook will not run the risk of being seen as staid.

The other brilliant thing Facebook has done is “frictionless sharing” via the ticker so that every Spotify song you listen to, every Washington Post article you read, is entered into their magic database. Now eventually we’ll get sick of this, the way we got sick of seeing FourSquare checkins anywhere other than FourSquare (and similarly, that will go in waves - first early adopters, then the mainstream, etc.)

What it does though is change our definition of privacy and make yet more actions public, actions that don’t initially seem like that big a deal, but taken en masse, add up. To wit, I don’t really care that anyone knows what songs I’m listening to on Spotify: my taste is not that radical and oftentimes the phone rings, I put down the headphones and an hour later Spotify has me listening to the same 3 songs 15 times over. (e.g. it’s not always the most accurate gauge.)

The flip of that, of course, is that the complete list of everything we listen to, read or watch is not the stuff of everyday conversation and can start to feel very Big Brotherish. But it seems to have gone down pretty smoothly with most users, in part, I suspect, because what you watch/read/or listen to all has some sort of cool factor we don’t mind sharing. So at worst, all frictionless sharing is doing is making us a little more self-conscious about our selections.

The brilliance however, is not in making us embarrassed to listen to Katie Perry, but rather making that information available to our social graph as a recommendation engine. So if we’re looking for a movie to watch and 8 of our friends have recommended “Inflection”, 4 of whom we tend to trust, that creates a whole new method of finding content. Online peer-based recommendation engines have always suffered from a lack of data (it’s hard to gauge a restaurant based on 2 reviews.) Frictionless sharing’s brilliance is that it finally gives these engines enough data to be useful. And if sites give them to tools, users will eventually figure out how to turn off the stream when they’re just browsing, so the content that’s associated with their names is something they would actually recommend or at least not actively dismiss.

My final thought on Facebook is that it’s not going away anytime soon. People often make the analogy to AOL, but there’s a big difference: AOL helped people navigate the web when it was still uncharted territory. They also charged for it. AOL was brought down by Netscape, Yahoo!  and a host of low-price ISPs who allowed people to have a better experience for a lot less money.

Facebook has no similar issues: it’s free and people don’t seem to want to have to deal with multiple specialized social platforms. So Facebook’s size doesn’t seem to be working against it. And while it’s fashionable to complain about people you haven’t heard from in 20 years tracking you down on Facebook, there’s also something very comforting about having the same people who wished you Happy Birthday when you were 9 back to wish you Happy Birthday again. Even if that’s the only real contact you have with them all year. Oh, and did I mention Facebook was free?

Google Plus: Oh Right, We Built A Social Netwok!
Facebook’s only possible competition comes from someone doing the exact same thing, only better. Which is what Google Plus hopes to be. Like so many Google projects, it reminds me of nothing more than a five year-old’s sand castle: started in a flurry of activity and all but abandoned when something more interesting came along.

Google Plus started out brilliantly. The whole exclusivity, “we’re only opening this up to a few select people” was genius. People were clamoring for invites. I actually heard someone refer to the first wave as the “June invitees” as if they were the latest branch of the Mayflower Society.

Google Plus had a lot of smart ideas too, mainly the ability to group friends into Circles so that your work friends wouldn’t have to read about your high school football team and your high school friends wouldn’t be forced to read stories about changes in the tax code.

There was also the well-done video chat feature called “Hangouts” and group text messaging capability called “Huddle.”

At the same time though, they introduced Twitter-like asynchronous following, which was (a) confusing and (b) counterintuitive. (If the point was to make the experience more personalized, why launch with something that simultaneously makes it less personalized.)

In that vein, they forgot to let you silence people in your default feed. (Even Facebook had a “Hide” button). So despite neatly organizing everyone into circles, your home page felt like a more cleanly designed version of the chaos that was FriendFeed.

Two more bobbles: they limited the initial roll-out to the tech/media crowd. That meant my Circles essentially boiled down to “People I Know Through Work And Am Friends With,” “I Know Through Work Who I Sometimes See At Conferences” and “People I Know Through Work But Have Never Actually Met In Real Life.” So the Circle thing was sort of meaningless: wherever you went, there you were: the same conversation and the same self-promotion.

Google also didn’t allow brand pages. So if you weren’t interested in the latest Mashable story on Chrome extensions for Instagram, you really had no reason to be there.

And then Google did the sandcastle thing: they seemingly forgot about Google Plus for a couple of months, till a goodly number of people had stopped checking it or posting to it, and then they suddenly remembered it was there and introduced brand pages and a few other significant changes. (Games was another sandcastle move: they introduced a Game section shortly after launch, but never expanded beyond a dozen or so basic ones.)

Only by that time, it may have been too late. Anecdotally, people I know who are not in the tech/media world are unaware of GooglePlus (at best they think it’s some sort of pumped up Gmail program.) And even the people in the tech media world are kind of ambivalent about it. What’s worse, Robert Scoble, the man who declared FriendFeed to be the second coming, recently anointed Google Plus. Which is about as close to the kiss of death as you can get with a tech platform.

It’s too bad though: Google Plus had some real potential and a lot of well thought out features. And it’s always nice to have some options: it keeps everyone on their toes and it prevents companies from acting in the imperious way monopolies often do.

At this point, Google will need to come up with a real Hail Mary play to revive Google Plus. Which I’m thinking hinges on them getting Prom King Brands to be major players: sports teams, rock bands, TV shows - the sorts of things people who aren’t in the tech/media world like to talk about and then build out from there.

That’s it for Part 1. Next out is a look at what’s been going on in the world of Social Television and how that’s affecting social media and technology in general.

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As I Suspected...

Remember back in September I was wondering if FIOS was going after Netflix and Hulu?

Seems they are indeed. (Just found this on Facebook.)

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