Fortnite has been kicked from mobile app stores over the ‘App Store tax’, the 30% cut that Google and Apple charge for in-app purchases.

Apple needs Fortnite to keep the iPhone attractive, but it also needs its revenue cut, as services have become a key part of its growth story to investors.

Apple can no longer set its ecosystem rules without regard for partners, as apps like Fortnite, Amazon and WeChat are so central to the utility of a smartphone.

Apple’s developer conference coincided with a period of unprecedented tension with its developer community, parts of which are chafing under Apple’s rules for the iPhone App Store.

These rules let Apple extract a large portion of the value of the App Store. This revenue is more important than ever to Apple’s growth story, so it has been applying its rules more strictly.

Apple is constrained here by the need to deliver the best product possible to its users, and by the possibility of regulatory intervention.

For an unproven service to attract 1.3 million active users in its first five weeks is impressive. But by its own account, Quibi’s launch underwhelmed.

Sizeable subscriber targets—7 million by year one and 16 million by year three—justify a level of spend never seen in short-form video, but are ambitious for an experimental start-up with limited brand equity.

The service’s failure to recognise the social side of mobile media, restricted use case and, critically, lack of a hit show increased scepticism of product/market fit. Now Quibi must adapt the product with knowledge of user preferences and reassess its targets, provided it can afford to do so.

Consumer demand for games and consoles has surged during lockdown. Sales are on track for the best year ever, while games production has been resilient, with studios and platforms adapting quickly to distancing and working from home.

New consoles will still launch in 2020, but Sony and Microsoft will need to replace tradition with creativity and smarts for this launch cycle.

Hollywood’s home entertainment offer is crucially missing games. It’s not too late for Disney to change course, and Warner Bros. to move quickly.

In response to COVID-19 and the associated lockdown and economic crash, advertisers have slashed budgets. Online budgets are not immune.

This has clarified features of the online ad market: it is demand-driven, relies heavily on SMEs and startups, and is built on direct response campaigns.

We expect online advertising to outperform other media, and for platforms to further gain share. But with a very few exceptions, this health and economic disaster is good for nobody.

On 24th November, the FCC hopes finally to force through mobile number portability to the US market. In this report we look at the impact that MNP has had in European markets, drawing conclusions for the potential impact in the US and Japan, and the future of MNP in Europe.

The service from '3' in the UK is one of the few examples of a 3G network in action in Europe. In this report we look at the evidence of customer experiences at 3 to determine the potential popularity of the services to a wider audience. Our sources include two studies performed by GSM operators and an NOP survey.

In this report we compare the mobile markets and operator business models in Western Europe, the US and Japan. We examine the main differences, and judge whether convergence is possible or likely.

This note reports on the results of our latest bi-monthly survey in May 2003 of handset owners and purchase intentions for the near future. Highlights include the rising share of Nokia to 57% of the UK handset market, consistent with past survey results indicating that Nokia remains the favoured brand by a wide margin, both for new entrants and for existing users upgrading to a newer model.

With the handsets finally available and (to some extent) working, Hutchison 3G's '3' operation has finally launched in the UK. In this report we review the commercial prospects for '3' in particular and 3G in general.