After nearly four years, AT&T has lost its exclusivity on Apple’s iPhone. It has been a great run. Now AT&T faces the formidable competition of Verizon, who started offering the iPhone in February of 2011. Market shares are about to shift. Let’s look at how they might change.

Market shares among established customers shift for one of two reasons. (See Audio Tip #40: The Components of Market Share Change" on StrategyStreet.com.) First, a competitor may “win” market share by offering a benefit that more than half of the market suppliers do not offer. On the other hand, market share may shift away from a competitor if it “fails” its customer relationship and opens that relationship to other competitors. A company “fails” a customer relationship when it refuses, or is unable, to offer something that half the other competitors in the market can or will offer.

AT&T garnered much of its share gain over the last four years with a “win.” That “win” was due to its exclusive offering of the Apple iPhone. While it won business with the iPhone, it developed a reputation for problems in the quality of its services. iPhone users tended to overwhelm the AT&T network and cause interruptions and dropped phone calls. AT&T’s customer service has been suspect as well. Still, its market share has grown with the iPhone, primarily at the expense of the smaller carriers. Its market share growth due to the exclusive on the iPhone offset its “failures” in its network and customer service.

Now Verizon enters with its own version of the iPhone. Today, any customer who wants an iPhone can choose either the largest competitor in the market, Verizon, or the second largest competitor, AT&T as his or her carrier. So, Verizon can “win” market share against the smaller competitors as well. These competitors, such as Sprint, Virgin Mobile and others like them, do not offer the iPhone and are unlikely to do so soon.

Verizon should also be able to gain share at the expense of AT&T. Here’s how. iPhone-using customers who are dissatisfied with their current service with AT&T now have a viable, high quality competitor offering an equivalent service with the same phone. Some of these customers will leave AT&T because they perceive that AT&T’s services are not up to the standard of the other competitors, especially Verizon’s, and migrate to Verizon. This is a phenomenon we call “flight to quality.” This “flight to quality” is also an example of a “weak win,” where a competitor gains share only after an incumbent supplier has “failed” the customer relationship.

This “flight to quality” is unlikely to be dramatic. A company can “win” share quickly with a unique Function. On the other hand, a “flight to quality” usually brings share gains in dribs and drabs. It produces share gains slowly, over time, because of inertia in the customer relationships. This inertia allows AT&T time to get its house in order before it suffers a great deal of customer immigration. (See Video #36: Probable Priorities for Innovation in Hostile Markets on StrategyStreet.com.)

A Next Leader competitor is in an extremely fortunate position. A Next Leader is a competitor or product that offers much better than industry standard performance for a low price to a specific subset of industry customers. While offering better benefits to some customers, it may reduce benefits for others. But all Next Leaders offer low prices. The Next Leader can do this because it has a very low cost structure. (See “Video #22: Definition of Next Leaders” on StrategyStreet.com.) Next Leaders do not appear in many industries. When they do appear, they can change an industry, whether the industry is in manufacturing, retail or service. For example, Toys R Us invented the Toy Retailing Category Killer, a Next Leader product. Home Depot has done much the same in hardware retailing. Other Next Leaders include the early Apple personal computer, Intuit personal financial management software, Jiffy Lube in auto services and Domino’s Pizza.

We have studied many Next Leader competitors. Our study has suggested there are two kinds of Next Leaders products: Reformers and Transformers. A Reformer product is a type of Next Leader that reduces the benefits for the user while increasing benefits for the buyer, compared to the industry’s Standard Leader product. Jiffy Lube and Domino’s Pizza would both be Reformer Next Leader competitors. The second type of Next Leader competitor, Transformer products and companies, increase the benefits for the user of the product but offers, at least initially, fewer buyer benefits than the Standard Leader product. Toys R Us and Home Depot are two examples of Transformer Next Leader competitors.

Direct Edge is an example of a Transformer competitor. It offers its customers very fast securities trading on virtually any platform, from computers to smart phones. It is a young electronic stock exchange and it is having a big impact on securities trading. Its first noticeable impact is in market share. As recently as five years ago, the New York Stock Exchange accounted for 70% or more of the trading in the stocks listed on its exchange. Today, the stock exchange handles 36% of those trades. (See “Audio Tip #85: Evaluate the Company's Success in Penetrating each Price Point in the Market” on StrategyStreet.com.) Twelve other public exchanges, several electronic trading platforms and many “dark pools” command the rest of the market share in NYSE listed stocks.

Direct Edge came into existence during 2010. Several brokerage firms and other financial players formed Direct Edge to offer a counter veiling power to the New York Stock Exchange and Nasdaq. Direct Edge now owns 10% of stock trading in the United States.

Direct Edge is not only big and fast-growing, but inexpensive as well. It has ready access to the share trading of its brokerage house and hedge fund owners. It operates many banks of state-of-the-art computers in warehouse-type facilities in New Jersey rather than in more-expensive New York. And, despite its size, it has fewer than one hundred employees.

The evolution of these non-traditional exchanges has resulted in declining trading costs and much faster trading times for all customers. Next Leaders do that.

Years ago we were doing some work in the roofing business. In one study, we were working on the asphalt shingle roofing manufacturing business. At the time, this was a terrible business. Returns were low, growth rates were modest, at best, and there was a good deal of overcapacity in the industry. Then the industry caught a break. A shortage in asphalt developed. This shortage of asphalt rolled through the asphalt shingle plants and restricted their output. Immediately, prices jumped, returns became attractive and industry participants breathed a sigh of relief. Unfortunately, this asphalt shortage did not last very long. The industry shortly returned to its previous hostile condition. (See the Perspective, “What Ends Hostility?” on StrategyStreet.com.)

A shortage in any component, or labor, will restrict industry capacity and tend to raise prices. A labor shortage is, in part, responsible for some of the high prices in mining today. Miners work in areas that are often hard to reach. They also are skilled employees. The run-up in commodity prices, especially those related to ores such as silver, gold and copper, has increased the demand for these skilled miners. In addition, the mining industry faces competition for skilled workers from the oil and natural gas industries, which are also growing.

Mining companies are now going to great lengths to attract and retain these skilled workers. Some of these miners are now earning 25% more in compensation than they were a year ago. Some companies are flying workers to and from remote mines. For example, BHP Billiton plans to fly 500 workers from Brisbane, about 500 miles away, to a coal mine site that they are opening and then fly them back home after a couple of weeks.

If this commodity boom continues, the industry’s total capacity will be determined more by labor availability than by its more traditional measures of capacity. (See “Audio Tip #117: Capacity Constraints and Pricing” on StrategyStreet.com.)

Recently, Apple rejected a digital book application from Sony. The disagreement here is over how and when Apple collects for its services. Apple is playing a dangerous game.

In theory, Apple has the right to insist, under its terms for developers, that any app, which offers customers the ability to purchase books outside of the app, offer the ability for customers to purchase within the app at the same time.

Here is the rub. In its application, Sony sends customers to its own web site where they complete the purchase of a book. By routing the customers to its own web site, Sony is able to avoid a payment of 30% of revenues to Apple.

Others, including Amazon, with its Kindle, and Barnes & Noble, with its Nook, have been able to sell e-books by sending users to the companys’ own web sites. Apple simply was not enforcing its policy requiring developers to use its in-app purchasing feature to buy new content.

A 30% charge on revenues is a high price to pay Apple. Apple may be setting itself up for future loss of market share by enforcing this policy. If the Android platform does not put the same requirement on its app developers, the developers will have a strong incentive to avoid the 30% charge by encouraging customers to purchase using an Android device rather than an Apple device. Alternatively, the application developers may charge a higher price for purchases through Apple.

Apple’s unique strength has been its superior list of available applications. Apple’s enforcement of this requirement to purchase inside the app so that Apple can collect 30% of the revenues puts at risk its major advantage. Apple needs to compromise here by charging a lower price or no price at all. After all, it already makes high profits on its hardware and software product combination. It also makes profits on many of the downloaded apps. The application developers are customers too. Why make their life difficult? Does the benefit Apple provides a seller justify 30% of revenues? Sounds pretty rich.

The United Autoworkers (UAW) is on a new campaign. The union plans to organize workers in hither-to non-union foreign-owned automobile plants in the United States. This campaign may or may not work, but in the long run it will prove futile unless the union can compete in the international market, against all international auto workers.

There are 575,000 autoworkers in the U.S. Nearly 20% work for foreign-owned plants. All of these plants are non-union. The foreign-owned plants were intentionally placed in right-to-work areas, many in the South.

The UAW is likely to have some difficulty succeeding with this campaign. The non-union workers already earn highly competitive wages and benefits. To date, these U.S. workers in plants owned by Toyota, Volkswagen, Hyundai and Honda have shown little interest in unionization.

Why would the union be so interested in this initiative? To preserve its membership. The traditional problem with unions is less the rate of wages they demand and more about the work rules they impose. These work rules reduce the productivity of the unionized plants. That has certainly been the case in the U.S. auto industry. As a result, the UAW is losing membership as UAW auto plants in the U.S. close under the onerous costs the UAW plants carry. If the union can succeed in unionizing the domestic foreign-owned auto plants to the same extent they have unionized the domestic manufacturers’ plants, they will be able to impose the same work rules and produce roughly the same productivity. The result should, in the union’s eyes, be a reduction in the rate of jobs lost in the union.

But there is a problem here. The UAW has already seen that it was unable to stop new non-union plants in the U.S. How will it stop future non-union domestic plants? O.K., let’s say they can do that. Will they also be able to stop all foreign non-union plants from becoming established and growing? Certainly not. Unless the union membership can compete on an international basis with competitive costs and productivity, this unionization effort is wasted money. If it succeeds, the U.S. loses more plants to plants located offshore. Union membership still falls.

It seems that one of the problems for unionized employees is one of definition. Union members often call their compatriots in competing companies “brothers and sisters.” These are certainly not brothers and sisters. In a marketplace they are competitors. Union employees have to be able to beat, or at least stalemate, these competitors or lose their jobs. This is true as long as the UAW can not control the entrance of other less expensive competitors, either in the U.S. or elsewhere.

The long history of the DRAM semiconductor market illustrates this. The U.S. manufacturers of DRAM semiconductors faced intense competition from the Japanese in the 1980s. The domestic industry succeeded in slowing the Japanese by using the International Trade Commission. Then arose new and equally troublesome problems. These problems were DRAM semiconductor facilities in Taiwan and Korea. Eventually, the U.S. industry evolved to the point where it had only one domestic producer of DRAM chips. Intel was one of the early competitors to get out of that market to focus its resources in the more complex, and much more profitable, domestic micro-processor business. SX4MBURBCAJQ

The figures are in for U.S. auto sales in 2010. The biggest winners in percentage growth were Hyundai, at 24%, and Ford at 20%. Toyota lost .4% and Honda grew a mediocre 7%. The Japanese struggled in 2010.

Earlier we wrote a blog about Ford’s ascendency and Toyota’s problems (see Blog HERE). Toyota is paying the price for failing its customers. Honda appears to be getting painted with the “failure” brush, though I doubt its punishment is deserved.

I am actually using the word “fail” to mean something specific here. A company fails its customers when it is unable or unwilling to do something that at least half of its competitors can, or will, do for customers. Toyota’s troubles with accelerators, floor mats, and so forth, received extensive media coverage. This coverage clearly has had a negative impact on Toyota this year.

Toyota’s struggles illustrate the win and fail dynamic. In our terms, a “win” occurs when a company is able to do something that the majority of its competitors either can not or will not do. Wins account for a good deal of market share growth in a fast-growing market, but are less important in more mature markets. In a more mature Stable market and, especially, in all Hostile markets, failure moves a significant amount of market share.

Here is what this means. The decision to change a supplier is really two decisions. The first is the decision to leave a current supplier and the second is the decision on which new supplier to take on in your relationship. In the average Stable and Hostile marketplace, more market share moves on failure than on wins. This means that before an established customer will change suppliers, its current incumbent supplier must “fail” the relationship in some way. This failure, then, opens up the customer’s relationship to competition among other potential suppliers. Whichever supplier gains this customer’s volume really did so only after the incumbent failed. We call this gain a “weak win.” The “weak win” would not have happened on a straight-up comparison of performance and price of the new supplier versus the old. The gain only happened after the incumbent clearly failed the customer and then opened the relationship to someone new.

Toyota’s failure was largely a failure of Reliability. It clearly lost share. The companies that gained this share from Toyota, Ford and Hyundai among them, enjoyed some degree of a “weak win” in the domestic automobile market. They may have “won” market share as well, but my guess is that most of their share gains from Toyota fell to them from Toyota’s “failure.”

Over the last several years, we have studied many examples of cost reduction initiatives to improve productivity and create economies of scale. In simplest terms, there are four actions that improve productivity and economies of scale. First, reduce the rate of cost you pay for an input. Second, reduce the inputs that do not produce output. Third, reduce unique activities or components in products and processes by redesigning the products and processes. Fourth, spread fixed cost activities over new product output. The cellular telephone carriers are introducing measures to reduce their costs by redesigning the product.

The wireless carriers use cellular towers to broadcast their signals. The cellular product design offers signals traveling long distances, primarily for voice and for relatively low data speeds. A cellular tower is expensive but capable of sending a signal for several miles.

This cellular technology worked well until the evolution of the smart phone. The growth of the smart phone has put very high demands on the cellular tower infrastructure because of the heavy data usage it brings to the market. Since 2010, data has taken over the majority of network traffic from voice communications. Now the carriers and, in particular, AT&T with its Apple iPhones, is having difficulty keeping up with the growth in demand.

AT&T today and, likely a few others in the future, has found a potential innovative solution, adding Wi Fi access points. These Wi Fi access points are ideal for heavy data traffic sent at high speeds over relatively short distances. Wi Fi access points transmit signals over a few hundred feet. The Wi Fi access points are smaller, easier and cheaper to install than are cellular towers. This low-cost approach appears to make sense in areas with high density of users. AT&T has placed them in New York’s Time Square and Rockefeller Center, in downtown Charlotte, North Carolina, in neighborhoods surrounding Chicago’s Wrigley Field and in San Francisco’s Embarcadero Center.

But there are some drawbacks to Wi Fi access points. Sometimes, a user has to take several steps to connect to a Wi Fi access point. Signals from the Wi Fi access points may interfere with one another, if signals come from multiple networks. Some smart phones do not have Wi Fi capability. These disadvantages have, so far, held back Verizon Wireless’s adoption of this apparently low-cost approach to providing service.

AT&T is leading this cost-saving innovation experiment. Their network strains force it to be creative and experimental. AT&T saves costs by redesigning the product itself using a less expensive technology with some shortcomings. If the AT&T experiment proves both cost effective and acceptable to cellular customers, every other wireless carrier will be forced to adopt it. And since a Wi Fi access point is largely a fixed cost, the wireless carriers with the highest density of membership within the Wi Fi area will have the lowest cost per unit. In most areas of the country that is likely to be either Verizon or AT&T. They will end up getting a unit cost advantage over their smaller competitors…if this works.

Don’t look now, but we are entering the world of F-commerce. What is that, those of you older than thirty will ask? F-commerce is selling through a Facebook page.

The trend is early yet, but likely to turn into a stampede. JC Penney and 1-800-Flowers.com both have established full E-commerce stores within their Facebook page. The stores include check-out and other features you typically find on an E-commerce web site. Facebook claims that twenty-five of the largest retail sites are already integrated with Facebook, as are seventeen of the twenty-five fastest growing retail sites.

Think of Facebook as a virtual mall. There are all kinds of people wandering around there, talking to one another. Facebook offers a nice opportunity for a company to interact with customers and allow them to bring their friends into the conversation to evaluate styles and colors and so forth. If a company integrates its storefront with the Facebook page, its Facebook “friends” will never have to leave the virtual mall in order to purchase. This is an important product innovation.

Product innovations reduce customers’ effective costs in one of three ways: add information about the product and how it is to be used, reduce the resources the customer must use with the product, or improve the customer’s experience with the product.

This innovation improves the customer’s experience with the product by increasing the customer’s sense of security in using the product. It allows the customer to get her friends’ opinions on what she is purchasing. Secondarily, the Facebook store reduces the customer’s resources used with the product by reducing the time the customer must spend in using the product. The innovation reduces the steps the customer must take to make a purchase and it places the company’s product closer to the customer’s location.

This is going to be a train to the destination of millions of customers. Every mainstream retailer has to get on board.

The government deregulated the airline industry in 1978. Since that time, the basic pricing in the industry, as well as airline fortunes, have been more or less continuously on the downward slope. It has been a very long trip down.

The industry may be heading up again, though. In the third quarter of 2010, the average domestic airfare was 11% higher than a year earlier. Profits returned to the industry in 2010 behind higher prices. In some part, these higher prices were the result of the additional fees that most of the domestic carriers charged passengers for checked baggage, better seating, rerouting and so forth. Still, the industry was able to hold its higher prices.

These prices are holding because the major industry players are less enamored of discounted flying. All of the big airlines are finding ways to extract prices from industry customers. Now that airline capacity utilization is high, the industry is more careful about capacity additions. Higher prices are here to stay.

The consumer still is far ahead. Even at these higher prices, ticket prices are a bargain. In fact, ticket prices, adjusted for inflation, are 20% below the levels of 1995. The industry has continuously stripped benefits from the base product in order to save costs. In 2010, the industry added back a few of those benefits (for example, economy plus seating) for an additional charge. We may see more of that over the next few years.

The newspaper industry has faced a mighty challenge over the last few years. There is so much “free” content to complete with them. Newspaper revenue continues to plummet. Internet users are reluctant to pay for content. All the free content, supported by advertising revenue, has decimated the newspaper industry. The industry’s cousin, the magazine industry, is not far behind.

This trend can’t continue forever. Already, many people are asking themselves how much they can trust the information on the internet. The need for Reliability drives the demand for Snopes.com. How many “free” web sites can earn enough from advertising to pay all their bills? An effective industry answer to “free” may be forthcoming in the News Corp online newspaper called “The Daily.” The Daily will cover general news, sports, arts and opinion in a format dedicated to the Apple iPad. In addition to the written content, the product will carry high definition video and 360 degree photos. The same product will be available in a few months for the Android-based tablet computers.

The Daily will sell for $.99 a week, or $39.99 a year, a very low price compared to newspapers. With this model, the product receives revenues both from the subscribers and from advertisers. Subscribers have the Reliability benefit of knowing that the content producer cares about facts, accuracy and readable writing style. Advertisers pay for eyeballs that follow a Reliable product.

The Daily is what we call a Next Leader product. This is a product that offers much better than industry standard performance for a low price to a specific subset of industry customers. The Next Leader can offer the very low price because it has a much lower cost structure than is typical in the industry. There are two basic types of Next Leaders. The first are Reformer products. This type of Next Leader product reduces the benefits for the user (usually Function benefits) while increasing the benefits for the buyer (usually Reliability and Convenience benefits) compared to the industry Standard Leader product. The second of the two types of Next Leader products are Transformer products. These products increase the benefits of the user but offer, at least initially, fewer benefits to the buyer than the Standard Leader product offers. The Daily is a Reformer product. It offers the Convenience of formatting fit for a tablet computer so it provides easier access for a segment of the industry’s customers. Its low cost structure results from its elimination of printing presses and distribution costs.

If this new tablet-based product offers a quality read, it will hasten the day when virtually every newspaper and magazine is offered first online and only secondarily in hard copy. The online versions will come at a fraction of the cost of the hard copy versions. Readership is certain to grow.

The home appliance market has been a difficult place to compete during several periods over the last thirty years. It is tough again today. Sales of large appliances have fallen steadily since 2007. Competition is intensifying with the pressure of the South Korean competitors, LG Electronics and Samsung Electronics, on Whirlpool Corp and Electrolux AB. Whirlpool and Electrolux are suffering from rising costs for steel, copper, plastics and other raw materials. To offset these cost increases, the two companies plan price increases of 8% to 10% in the spring.

The problem: the Koreans aren’t playing ball. The two South Korean firms are pricing aggressively and have been doing so since Thanksgiving 2010.

The South Koreans are formidable competitors. At one time, LG was known as Lucky Goldstar, a seller of low-end, cheaply made, products. Today, it has a much better brand name and sells quality products. Samsung does as well. It is a leader in the large screen TV market. The products that the South Korean companies are pricing aggressively are not the low-end products. They are the mainstream, heart-of-the-market, products.

The domestic U.S. market is slow growing. So is the market in the rest of the world. The North American market is growing 2% to 3% a year. Europe is growing 2% to 4%, while Latin American and Asia grow in the 5% to 10% range. Large appliance companies will have no trouble supplying all the capacity the market needs at these demand growth rates. The industry is likely to have excess capacity for the foreseeable future.

If the two Western competitors institute their price increases without the two South Korean companies in a lock-step march, they will be in a Leader’s Trap. A Leader’s Trap occurs when one or more of the leading companies in an industry hold its prices high in the mistaken belief that customers will stay loyal despite the lower prices of competition. Leader’s Traps rarely end well. Either the Western competitors will lose market share or they will ultimately rescind their price premiums.

These four giant large appliance competitors are peers of one another. The only way to stop the Koreans from discounting against the Western competitors is to have a cost structure that scares them out of the discounts. The discounting competitors have to see that their discounts will only cost them margins because the other peer competitors in the market will match their low prices since they have equally low cost structures.

In 2005, Amazon introduced its Prime Free Shipping program. This yearly subscription program promised free two-day shipping on any purchase the subscriber made from Amazon. Five years later, 13% of Amazon’s 130 million active users are Prime members. More significantly, 20% of the subscribers who purchased products from Amazon in the last twelve months are Prime subscribers. These Prime subscribers purchase two to three times as much as non-Prime subscribers over the course of a year. This Performance innovation removes an impediment to purchasing on Amazon. In fact, it increases the odds greatly that online purchases will be made on Amazon rather than on a competitive site. This has been a blockbuster innovation for Amazon. The innovation holds a special appeal to the larger customers in the market. The Prime subscribers may also offer Amazon an entry into a business that it has longed to gain, for several years, subscription video rentals. It appears that Amazon will introduce a streaming video product for its Prime subscribers. This new product will not cost the Prime subscribers any more than their normal subscription. Netflix’s Watch Instantly service cost about $96 a year so Amazon may have a price advantage on Netflix. Of course, Convenience and Price are only important provided Amazon offers equivalent Function, that is, streaming video content. We don’t know about that yet. Still, Amazon has proven to be an innovative company who can find ways to build a business in non-traditional ways. It continues to grab market share in the retail business.

UODATE: The bike sold, quickly, for the full asking price to the first person who showed up. Which was cool. And even better, the guy was like, "Who did the pictures? They jumped out at me."

(Tiny speedlights FTW...)



Have you tried to buy a new bike lately? Or even a used bike?

The coronavirus pandemic has made them very tough to find. Between homebound people snapping them up and all of the various broken supply chains, most of the bike inventory — other than very pricey specialty bikes — has pretty much vanished.

Which means that if you have a functional bike in your garage that you don't need, it will likely never be worth more than it is right now.

My daughter Emily has an unneeded bike in the garage. It's a Trek 7100, which is decent hybrid. She rode it to middle school. But she's just graduated college and won't be bringing it to her new job.

But right now it should fetch a nice price in the Craigslist Bicycle Hunger Games. Especially if it is photographed and presented well.

So that's exactly what we are going to do today: photograph a bike with a basic two speedlight kit.Read more »

Seeing as no one is doing much traveling these days, I thought it'd be fun to pay a visit with a Strobist reader photographing somewhere far away.

Up for a little Lighting Cookbook field trip to Indonesia? Yeah? Then let's go... Read more »

Whenever you have control over the time of day in which you'll be shooting a location portrait, always remember that the hour that wraps around sunset will offer you at least five different lighting environments in which to work. 

And for today's portrait of birders Jo (left) and Bob Solem, we're going to use three of them. 

There are two main schools of thought when it comes to lighting. One is to light your subject in a way that is not grounded in reality but merely looks cool. And the other is to use lighting to translate the way your eye sees light into a way that your camera can better understand it. 

That latter choice is the option we'll be exploring today in a walk-through of a sunset portrait of artist Wendy Ng for the Howard County Conservancy. 

At first glance: a simple, one-light portrait of activist gardener Janssen Evelyn.

Dig deeper: a look at tonal mapping via specular highlights, stretching the range of your modestly powered flash, and how to discover your next project.

Quick, guess the lighting.

If you said two lights, and use of high-speed sync to get the shallow depth of field, that's a pretty good guess.

If you said zero lights and a rigid high-efficiency reflector, that's an even better (and correct) guess.

When working with an inexperienced assistant — or looking to introduce someone to the world of off-camera lighting — a rigid/high-efficiency reflector is a fantastic and inexpensive place to start.

Lighting with flash can give you more than just the ability to control the quality of your light. With the inherent consistency of light from (manual) flash, you can layer in slices of time as well. 

But first, you’ll want to lock down two things: the ambient light portion of your exposure, and your camera’s physical position.

The Paul C. Buff Link monobloc studio strobe ($895.95) delivers 800ws of portable power, and deserves consideration from anyone in the United States who is considering a big gun for use on location.

Please note: This is not a full review.

There have been several thorough examples already published — most notably this one by Mike McGee. There are many others, from the usual suspects, a Google search away.

Rather, this is a quick write-up of some first-hand impressions, thoughts and features I have not seen much mention of elsewhere.
Read more »

Apple’s new AirTags are a straight-up gift for photographers. After testing one for the past couple of weeks, I’ll be hiding an AirTag in my scooter, one in my car and another one in my camera bag.
Read more »

When lighting with small subjects, a speedlight is generally all you’ll ever need. Further, because of the scale and distances involved, even with a small flash you’ll be working at low power settings.

For these photos of some of the resident animals at the Howard County Conservancy, we used a single speedlight generally at one-eighth power, and let the environment of the impromptu studio to the rest of the heavy lifting for light modification.
Read more »

In 2006 I started a lighting blog while working full-time as a staffer at The Baltimore Sun. By early 2007, it became obvious that I didn't have the personal resources to give 100% to both Strobist and my job at the newspaper.

That’s exactly the position I find myself in today. For the past year I have been working on a new project. It is photography-based, and will be as unique to the photo space as Strobist was back in 2006.

But, as I found with Strobist in 2007, this project will require all of my focus. So I am shifting Strobist into archive mode to allow myself the time and mental space to do that.

If I had more available brain cells/hours in the day, I would be happy to do both. Alas, I do not. So I am choosing the one I think can make a bigger difference to photographers. When the new project launches, I’ll do my best to make sure you hear about it. So please, stay tuned!

For those of you who are interested in our in-person lighting workshops and/or our X-Peditions trips (both of which are currently on pause during the pandemic) we absolutely are planning to restart them once the coast is clear. Please make sure you are on the relevant notification list(s) by clicking through to the links above.

Finally, I want to take this moment to say thank you to the countless people I have met, and new friendships made, as a result of publishing Strobist over the past 15 years. It is impossible to express how much you all have enriched my life, and that of my family.


Thank you so much,
David

Hey gang, it’s David. It’s been a while!

In 2021, I archived Strobist as a completed project. I can’t honestly say that I’ve missed the breakneck pace of running a solo site. But I’ve definitely missed interacting with so many cool people all of the time.

That said, I am still teaching. X-Peditions gives me the twin advantages much smaller class sizes, plus being in Hanoi every fall. And that’s been wonderful.

Better yet, my new schedule has given me the breathing room to be able build my current project. Like Strobist, this project is designed for photographers. But unlike this website, it has nothing at all to do with flash.



Today I’m introducing my new book, The Traveling Photographer’s Manifesto. It aspires to be for traveling photographers what Strobist always tried to be for lighting photographers.

The premise of the book is that your camera can, and should, be much more than just a pricey recording device when you travel. It can also serve as a passport, opening up new connections and possibilities that otherwise might not have happened.

Using a photo trip to Southeast Asia as a framework, the book walks through many things that you can do to help this to happen.

I have uploaded three documents to help you to know if TTPM might be suited for you:


1. A 5-minute summary: This will quickly give you a feel for the book.

2. A 27-page supplement: Only a small portion of the book, which is unillustrated, is about camera operation. This visual supplement is available for readers who are more visual learners. And it will give you a quick skim of parts 4 and 5.

3. A sample chapter: How to become more comfortable meeting and engaging with people as a photographer.


As you'll see from the summary, most of the book is not about camera operation at all. It’s more about the countless little things that working photojournalists do while on assignment that an enthusiast might not think of.

These little habits, taken together, can start to form the impression of a photographer being consistently, conspicuously lucky. When in reality, luck had very little to do with it.

So, if this is the sort of thing that interests you, I hope you’ll give the book a spin. It is available now, on Amazon.com worldwide.

Just as with Strobist, I welcome your feedback from this project as well. My email is listed on the copyright page and elsewhere. And of course, I will read and take to heart every Amazon review. Because my goal is for the project to continue to evolve and improve over time, just as the material on this website did.

Thanks for your interest, and for your readership of Strobist. As always, please say hi at any time on Twitter at @Strobist.


Cheers,
David


The Traveling Photographer’s Manifesto (Amazon.com)

I have been busy this month! I took my mom to Pit Ed a couple of weeks ago to show her the ropes and I got to see some of my special old Bad Rap friends.

I had a "dog sitter" experience this month, too. This man and lady called Aunt and Uncle came and stayed at my house while my family went away for a couple of days. At first I wasn't sure I was going to have fun with them, but once I saw that they had my magical purple leash I figured they must be great. Here I am wrestling with Uncle.



This is my friend Gordon. He belongs to a lady called Grandma. He's 15 years old and can't play much anymore so we lick each other's faces and sniff stuff on short walks. I really like him.



This is my neighbor, Cooper. Even though he is only 9 months old, he is giant. I kind of like him. He has good manners. I think he has potential. Here we are having some down time, but Cooper told me his dad's command for this is "chillax".



So, that's my report on my social life lately!
Grace

So this weekend, I made a new freind. Her name is Cuda, and she is a very special dog.

From Grace!

Hi Everyone! The garden at my house hasn't been making very many fruits and vegetables lately, so I am trying to help it a little bit.
I hope you are having a great summer.
Grace

This weekend we piled in the car with my bff Abbie the Golden Retriever, and headed south to San Luis Obispo for my first Nose Work competition. Nose Work is a dog sport and my job is to do what dogs are especially good at, using my nose. I train like K9 police detection dogs who search for drugs, but unlike police dogs, I search for the scent of birch oil on a q-tip, all for fun and sport.

We arrived in Cayucos, a few minutes outside of San Luis Obispo and took off to the beach for a quick swim. My bff Abbie dove into the ocean, so I followed. Apparently my brick-like physique is suited for sinking, not swimming. I’m sure glad she didn’t take off my leash. I shook the water out of my ears and decided it was much warmer and safer to watch the action from the sandy beach.


Back at the hotel, we crammed ourselves into the dog bath. I’m not fond of baths, but it felt good to get the sand out from between my toes.


Next day, I nailed three of four elements of the Nose Work trial. My interior, exterior, and vehicle searches were some of the fastest of the day. But I goofed on the container search so no title for me. Oop… maybe next time. I cheered for all my dog friends who were also trialing and I got lots of pets from their people. A couple of people who learned of my beginnings were surprised to see that I’m a content and friendly guy. I’m glad I met them and I’m glad to change minds.

We packed up and headed for home the next morning, stopping at two California missions to stretch our legs while our people read plaques screwed to walls (how strange is that!).


Back home, I hopped up on my chair and went to sleep. I have the life of a lucky dog.

Hi Everyone, it's me, Grace. You might remember that a couple of years ago I earned my Canine Good Citizen award with my foster dad. Well, my mom said to me about a month ago, "Hey Grace, I know you already know this stuff, but what do you say you and I take the Canine Good Citizen test again?" So I told her I would do it again, just for her if it would make her feel good.


So we practiced all these things like sitting, staying, coming, not pulling on the leash, and passing by dogs nicely without staring at them. I didn't mind it at all, because she gave me lots of treats for doing it.




This past weekend I went with my family to this place with a ton of dogs. They called it a "dog show", but there was no TV there. Anyway, I had to wait for a long time and finally, I heard them call my me and my mom's names and we went into this fenced area. There was a lady with a blue shirt and she told my mom to have me do all these things. She kept saying "nice" after I did them.




After about 10 minutes of doing what she asked me to do, my mom looked very happy and gave me a delicious beef tendon and told me we had passed the Canine Good Citizen test. It was a great day.

Today my family is getting out this stuff they call Christmas decorations and I'm helping. There's even a little tree just my size in the room where I sleep!



It's kind of exciting, but this decorating thing can make a girl tired!
-Grace