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.

Vodafone this week announced its formal 3G launch to great fanfare, with new handsets, services and pricing. This brief note gives our view on the launch and likely impact in Europe and Japan.

This note updates on 3G in Japan [2004-24] after visits to NTT DoCoMo, KDDI and Vodafone Japan, and recent announcements in advance of Vodafone’s investor day next week. We conclude that the market's outlook remains poor and, in particular, Vodafone Japan will struggle.

The profitability of the UK 2G mobile networks depends on the continued avoidance of a price war. Are there any signs yet of retail price erosion? This report suggests that mobile prices have in fact risen in the last two years, despite the entry of ‘3’, the growth of Virgin Mobile and the regulatory pressure on termination charges.

MVNOs have attracted much attention recently. Virgin Mobile's IPO revealed attractive economics and discount MVNOs in certain smaller European markets have had success. This report considers the question of whether Virgin Mobile is a one-off or the start of a trend, and whether discount MVNOs can replicate their success in larger countries.

Although 3G mobile networks are being rolled out aggressively in Japan, instead of the promised land of increased voice and data revenue driving higher profits, revenue is stagnant and costs are rising. In this report we examine why and consider the lessons to be learned for European operators.