Joining a Zoom (or other video) meeting is as frictionless as opening up the calendar invite and clicking the link. No need to login or do much else, except maybe fiddle with the audio for a bit. “Can you hear me now?” The benefits to this are obvious. But if you’re Zoom (or another video conferencing company) there could be a slight problem: I don’t really care where that link is taking me, as long as it’s taking me to the meeting I was supposed to join 4 minutes ago. In other words, there aren’t really any network effects. The service doesn’t get any better for me as more people use it, because anybody can join the link that I send them. Benedict Evans recently made this argument, here, and he goes on to posit that video calls, like voice calls, are destined to become a commodity. All that will matter is how you package them up. Makes sense.
Category: Business
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City-to-city airline routes expected to decline by 20% this year
Supposedly there are more than 14,000 airplanes parked around the world right now. And according to the latest numbers from IATA, this is expected to translate into an $84 billion loss for global commercial airlines in 2020. The industry is not expected to return to profitability until 2022. As a point of comparison, net profits were about $26.4 billion last year.
Some more numbers from IATA:
Here is something else from the Journal. The number of airline routes has doubled over the past two decades. That has included the number of city-to-city routes. IATA is predicting that by the end of this year we will see these urban routes decline by about 20% compared to last year. And who knows when they will return. Perhaps in 2022, along with profitability.
The reason I point this out is because if you follow the work and writing of planner Joe Berridge, you will know that he often cites airports as being a key piece of infrastructure for global cities. At one point, having a deep harbor was everything you needed in order to bring in goods and people. But today a solid airport is paramount.
Will the loss of this city-to-city connectivity have an impact on some cities?
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Living in the future
Sam Altman’s recent blog post about how to generate ideas for startups has some invaluable tips that I think apply to much more than just new companies. As a reminder, Sam Altman is an entrepreneur and the former president of Y Combinator. So he’s had a fair bit of experience dealing with both startups and new ideas. YC also runs lots of experiments in an effort to get better at funding both great founders and great ideas. And it turns out that being able to generate a lot of new ideas is a critical skill to have when doing a startup. But again, I think you can ignore, for a moment, that Sam is even talking about startups and still find value in his words.
Here’s the excerpt that stood out for me:
It’s important to be in the right kind of environment, and around the right kind of people. You want to be around people who have a good feel for the future, will entertain improbable plans, are optimistic, are smart in a creative way, and have a very high idea flux. These sorts of people tend to think without the constraints most people have, not have a lot of filters, and not care too much what other people think.
The best ideas are fragile; most people don’t even start talking about them at all because they sound silly. Perhaps most of all, you want to be around people who don’t make you feel stupid for mentioning a bad idea, and who certainly never feel stupid for doing so themselves.
Stay away from people who are world-weary and belittle your ambitions. Unfortunately, this is most of the world. But they hold on to the past, and you want to live in the future.
Photo by Fábio Lucas on Unsplash
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The price of leadership
Like many of you, I have been watching The Last Dance. It is a powerful reminder of just how competitive, disciplined, and emotional Michael Jordan was, and still is, about winning at the game of basketball. But the most powerful moment so far has easily been his monologue on leadership at the end of episode 7. Here is that scene. If you can’t see it below, click here.
Watching this brought tears to my eyes. Over the years, I have had teachers, professors, and bosses who have subscribed to this philosophy of leadership. I’m sure many of you have as well. It’s never fun at the time. In fact, it sucks. But usually in hindsight it becomes clearer what that person was trying to accomplish. And you realize how they pushed you to grow.
My own view is that there are ways to win without resorting to emotional bullying. But then it begs the question, if you’re not being extreme, does that reduce performance? Would it have been better for Jordan to be a bit nicer to his teammates, if it meant winning fewer championships? Depends on who you ask.
When you’re determined to move a mountain, win a championship, or create something that has never been done before, it can be incredibly frustrating when you feel as if the team isn’t on the same level or that they don’t care as much as you. So you push. And that’s what Michael did. Winning has a price.
We all need to be challenged. Some people, like Michael, are good at pushing themselves to be the best that they can be. Others need more external help. How best to do that is the great debate. But as Fred Wilson said on his blog earlier this week: “Leadership is not being liked. Leadership is being respected and followed.”
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85 years of US advertising
There’s an argument out that there this pandemic isn’t necessarily going to precipitate new changes, it’s simply going to accelerate changes that were already underway. Benedict Evans begins to illustrate this point in a recent blog post called, COVID and cascading collapses.
In it, he starts by looking at US print advertising revenue. In the first decade or so of the consumer internet, newspapers and magazines actually managed to hold their own. It’s not until after 2008 that they really start to fall off and lose significant market share to internet advertising (most of which belongs to Google and Facebook).
Intuitively this makes sense. During a crisis, budgets invariably get cut. And then when the market comes back, as it always does, you have people actually thinking about where those dollars should be spent: “Hey, maybe we should put some more money toward that Facebook thing.” It’s a reset moment.
The other interesting thing about the decline of print advertising is that if look at a longer time horizon — say 85 years, as Benedict did — you can see that its share has been declining for a very long time thanks to television. Of course, now television is changing. US consumers are “cord-cutting” faster than they’re moving to buy things online.
Cascading collapses, as he calls it.
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The global gym market and gyms per capita
Many of us are now working out from home. The Financial Times just reported that Peloton experienced its highest level of participation last week. Some 23,000 people tuned in for one of its streamed classes. Naturally, anything that was possible to go online has gone online.
I’ve never really been a class guy, but I’ve been a regular at a gym since high school and it’s one of the things I’m most looking forward to getting back to as things subside. For many, the gym is a kind of third place. Though I would imagine it’s not the best place to hangout during a pandemic.
According to FT, the fitness industry was among the first to suffer in the UK (~£5.1bn industry), showing signs of decline even before any government lockdown. The UK also had one of the most profitable fitness industries in Europe. Here’s an interesting chart comparing gym penetration to revenue per club.
It’s interesting to note some of the outliers. Latin America has low penetration and low average revenue per club. And parts of Asia — notably Hong Kong and China — have relatively high average revenue per club, but still have fairly low penetration percentages. Do only rich people go to the gym in Hong Kong?
This chart maybe makes it seem like nobody in Latin America is working out. But if you, instead, look at the number of fitness clubs in each country, the data looks vastly different. In this case, there are two very clear outliers: the United States and Brazil. (The below chart is from Statista and is based on 2017 data.)
But Brazil also happens to be the most populous country in Latin America with around 209 million people. So let’s consider this chart on a per capita basis against, oh I don’t know, the US (~328 million), the UK (~67 million), and Canada (~38 million). Once again, the ranking switches. Brazil and Canada now come out on top with around 16 fitness clubs per 100,000 people. (I guess we’re just as body conscious as the Brazilians.) This is in comparison to 12 per for the US and 10 per for the UK.
So what does this all mean for our post-COVID-19 world? Who knows. But I’ll sure as hell be at the gym.
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Deal is back on: Amazon to buy stake in Deliveroo
This is an interesting business story. Deliveroo is a London-based online food delivery company that was founded back in 2013 and today accounts for a big chunk of the online restaurant platform market in the UK. (They are also developing a network of “ghost kitchens” through a subsidiary called Deliveroo Editions.)
Amazon has been and still is interested in buying a minority stake in the company (Roofoods Ltd). But the Competition and Markets Authority (CMA) has been blocking it out of fear that it would stifle competition. The thinking was that if they blocked this deal, maybe, just maybe, Amazon would enter the market on its own. And more participants means more competition.
The merger case was opened on July 5, 2019.
Well, Deliveroo’s business is now struggling amid this pandemic. To deliver food from restaurants and then charge those restaurants a commission, it turns out that you typically need those restaurants to be open for business. So the CMA is now revisiting the case. Is it better to have Amazon invest in Deliveroo or have Deliveroo possibly fail?
The CMA has decided that the former now makes more sense — at least provisionally.
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It’s time to build
Marc Andreessen’s recent essay, called “It’s time to build,” is destined to ruffle feathers. In it, he not only sings the virtues of building in its broadest sense — everything from healthcare and housing to education and manufacturing — but he calls out the western world for smug complacency with the status quo. We are no longer choosing to build. And a good example of that is how we have been managing (and mismanaging) this current pandemic.
Here’s an excerpt:
In fact, I think building is how we reboot the American dream. The things we build in huge quantities, like computers and TVs, drop rapidly in price. The things we don’t, like housing, schools, and hospitals, skyrocket in price. What’s the American dream? The opportunity to have a home of your own, and a family you can provide for. We need to break the rapidly escalating price curves for housing, education, and healthcare, to make sure that every American can realize the dream, and the only way to do that is to build.
Marc has also included a suggested reading list if you click through on the above tweet. By the time you do that, I am sure there will also be a lot of discussion around his essay.
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The future is unknowable
I am sure many of you are getting tired of the news. I know I am. But it turns out that when you’re in a global pandemic and you spend the entirety of your day looking at Zoom — while fidgeting your leg, I might add — there’s only so much else you can talk and write about.
One of the more interesting things you could read is Howard Marks’ memos. Howard is the co-founder of Oaktree Capital Management and, from what I can tell, he’s been writing since 1990. Some years it’s an annual memo and some years — like this year — he writes a bunch more. His most recent is regarding, “Knowledge of the Future.”
If I had to summarize it: The future is unknowable and none of us can say with any certainty what the next quarter or the next year is going to look like. In Howard’s words: “These days everyone has the same data regarding the present and the same ignorance regarding the future.”
Most of the time, he explains, we simply extrapolate from the past and then apply our own biases to come up with a prediction. Howard describes himself as more of a worrier, whereas I would describe myself as more of an optimist. I believe, to a certain extent, in creating self-fulfilling prophecies.
Notwithstanding our inability to predict the future (which isn’t a new phenomenon), I think it’s important to have opinions and take positions. Any decision is better than no decision, right?
For a full archive of Howard Marks’ memos, click here.
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China’s meat supply chain is the problem
There is a growing global concern around China’s “wet markets.” Last week, Dr. Fauci was on the record saying that they need to be shut down immediately and that it boggles his mind that we continue to allow something which very clearly results in zoonotic viral infections. This is as China begins to slowly reopen its economy — including its wet markets.
The more precise problem is China’s meat supply chain. Last month, Bain & Company published a brief arguing that this current pandemic — it was still just an outbreak at the time of publication — highlights the need for China to shift away from open-air markets toward the cold-chain model that is common in North America and Europe.
Here is one of their charts comparing China and Europe:
There are both upstream and downstream problems. The downstream problem is its “wet markets.” Chinese consumers apparently prefer “hot and fresh,” as opposed to chilled and frozen meat. But there are going to need to be changes, including stricter safety regulations and widespread food-tracing so that epidemics can be quickly identified and quashed. Now is the time for these changes.