Michael Gill

Michael Gill

Michael Gill is a counsellor with global advisory firm Dragoman and was previously CEO of the Financial Review Group and chairman of AAP.

The Economist, among others, has wondered how long we will tolerate the monopolising effect of Google, Facebook and others in our daily commerce. Some of us have marvelled at Google’s ability to sustain its position based effectively on an algorithm increasingly corrupted by paid search results. In a parallel universe,

President Joko Widodo came to office with high expectations. Indonesia’s first President to make his way from the grass roots was a break from the “establishment” past in a country pressing for reform and growth. For quite a while he was a disappointment to optimists inside and out — but

Netflix CEO Reed Hastings grabbed attention on 6 January when he announced at a Las Vegas trade show that the entertainment streaming service had gone live in 130 countries. The first mover in streaming had gone global, ahead of a growing contest for its US market. Earlier launches in Europe

Investors and competitors spend vast amounts of time speculating or complaining about Amazon’s apetite for investment capital, which is voracious. Until recently, the picture was clouded by Amazon’s multi-faceted investments and growth fronts. Lately there are other signs. Just yesterday the company announced it was leasing 20 Boeing 767s in

Amazon Prime, a $US99 a month subscription package that provides delivery services and streaming media, has attracted 54 million US members and reaches 51 per cent of the nation’s households . Amazon doesn’t provide these numbers, but a research group’s subscriber estimates are a good fit with Amazon’s most recent financials, which

The dimensions of the struggle over entertainment are becoming clearer by the day. Netflix first upped the stakes by investing in its own product — a line in the sand being its very large cheque for House of Cards. In 2015 a few elbows were shoved out in the form

Netflix

Consumers take a while to fuel, but when they get a tank full all bets are off. That’s one lesson of digital disruption to date. Management consultants refer to it as the boiling frog moment: slow raises in competitive heat go unnoticed – and suddenly the frog is cooked. Cable

Suppose that Amazon goes ahead with its intention  to create a TV channel. So what? Imagine this: a medium that delivers entertainment, marketing and customisation – with fulfilment. All of that aligned very tightly with customer preferences and data that maximise the efficiency of retail. And it’s global. Aside from a

Irony abounds. In the midst of what appears to be an elongated period of investment market disruption, one of the most disrupted sectors is attracting buckets of cash. In recent times some very large lumps of cash have been raised by news media web sites, ostensibly for the purpose of creating

“What we really want is for people to choose the bundle or the digital only, but we don’t mind which. Both of them are equally more profitable to us than the print only option,” says Michael Brunt, CMO and circulation director at The Economist. As things stand, The Economist has the best track