Toshiba has launched its first SoC designed specifically for wearable devices. The ApP Lite TZ1001MBG is based on ARM’s Cortex M4F processor clocked at 48MHz, a clock speed that sounds like a throwback from the early nineties.
However, it’s not supposed to run Candy Crush. The chip will power bracelets, activity monitors, smart watches and glasses. In addition to the Cortex M4F, the chip also features and accelerometer and a there is a version with a gyro and a magnetometer.
The chip relies on Bluetooth connectivity to connect to smartphones and tablets and it also has its own NAND flash.
The Tosh SoC is clearly not intended to power fancy wearables like the Moto 360 or Google Glass, but it does have a few things going for it. With a Tiny M4F core clocked at 48MHz, it should be extremely frugal, which is not the case with many chips used in wearables today, as they were designed for somewhat bigger mobile devices.
Toshiba hopes to start shipping the new wearable SoC in September.
MediaTek is trying to shake the notion that it is just another ARM partner churning out cheap chips for unimpressive devices, and it appears to be doing well. This has more to do with the company’s strong portfolio and impressive roadmaps than a concerted PR effort.
MediaTek is the second biggest SoC maker on the planet and although it is not competing in the high-end, it has quite a few things going for it. Besides, the high-end SoC market is overcrowded, with Qualcomm, Samsung, Apple and Nvidia all vying for a slice of the action. MediaTek wants to offer better value for money and bring the latest technologies to mid-range and entry-level devices.
As a result, the company hopes to have an $80 smartphone platform with LTE in tow next year. In an interview with the Economic Times, MediaTek’s international sales and marketing head Finbarr Moynihan said:
“By year-end, you will see Mediatek in LTE phones that go from $400 range with premium features down to entry-level, which will be relevant for markets like India. We’re looking at $79-80 LTE smartphones by next year.”
Moynihan also talked about wearables. He said the primary focus of wearables is health and fitness, which may explain why many geeks aren’t too interested. Moynihan adds that some consumers are interested in wearables as accessories, while another group sees them as devices that can complement their smartphones and other devices.
Although MediaTek is placing an emphasis on value, the company’s roadmap also features a number of high-end SoCs, which may explain the other figure Moynihan mentioned – $400. The MT6595 is a big.LITTLE part with four Cortex A17 and four Cortex A17 cores, backed by PowerVR Rogue graphics. It is rolling out as we speak.
Rumours suggest that the new chip could end up in the LG G3, which means it may as well end up in the new Nexus. We cannot confirm this, of course.
Microsoft is using this year’s Game Developers Conference as a platform to push ID@Xbox, with the company yesterday announcing dozens of titles headed for the console under the indie self-publishing program. Microsoft corporate vice president Phil Harrison sat down with GI discuss the reasons behind the initiative and where the company hopes to take it in the future.
“A lot of the platform decisions we made in previous generations have really been around the fact we had a predominantly retail business model,” Harrison said. “You don’t want to be pressing millions of discs only to find they don’t work. Those are expensive investments that are difficult to retract from. But in a digital world, those constraints go away. In the previous generation, all console companies had walled gardens with pretty high walls. And now we’ve got gardens with small fences around them, or maybe a hedge. The barrier to entry has definitely come down, and that is a really positive trend for gamers, but also for creating an on-ramp for developers looking to get into our industry.”
Harrison acknowledged that a platform holder could run into problems by taking that approach too far, but suggested that the ID@Xbox program isn’t in any danger of that situation just yet.
“There’s always a balance to be had, but right now our push–and we’ll continue for the foreseeable future–is to democratize access to our platform,” Harrison said. “As you know, we have an intention that every retail Xbox One can become a dev kit, and we want to open up the platform to as many people as possible.”
The company has also set up some of the Xbox One’s core feature set specifically to address some of the potential problems of being overly open, Harrison said. Social features like user recommendations and trending offerings will help, but the Twitch streaming and ability to upload screens and gameplay to video are expected to really help games attract more attention from the wider community.
“We think those platform features will help the best games connect with the biggest audience, and the biggest audience can find the best games,” Harrison said. “It’s a virtuous cycle. We’re probably just scratching the surface of what’s possible with that, but I really like where it’s headed.”
Early results from Microsoft’s indie outreach are promising. Harrison said in the ID@Xbox program’s first four months, it has already attracted 250 developers, more indies than the Xbox 360 has drawn in its eight years on sale.
The desktop market in China is growing at a fast pace and its shipments of desktops and laptops are equal in ratio, said Michael Silverman, an AMD spokesman, in an email. “The desktop market in China remains strong,” Silverman said.
The move of AMD’s desktop operations was first reported by technology news publication Digitimes, but the chip maker confirmed the news.
The company is also developing tailored products for users in China, Silverman said.
AMD’s move of desktop operations to China brings them closer to key customers such as Lenovo, said Dean McCarron, principal analyst at Mercury Research.
“Not that they don’t have their sales in the U.S.,” but a significant number of those PCs are made in China and then shipped internationally, McCarron said.
AMD is the world’s second-largest x86 processor maker behind Intel. Many PC makers like HP and Dell get products made in China.
Being in China also solves some desktop supply chain issues because it moves AMD closer to motherboard suppliers like Asustek and MSI, which are based in Taiwan, but get parts made in China. Chips will be shipped to customers faster and at a lower cost, which would reduce the time it takes for PCs to come to market, McCarron said.
AMD already has a plant in Suzhou, which Silverman said “represents half of our global back-end testing capacity.” AMD’s largest research and development center outside the U.S. is in Shanghai.
Some recent products released by the company have been targeted at developing countries. AMD recently starting shipping Sempron and Athlon desktop chips for the Asia-Pacific and Latin America markets, and those chips go into systems priced between $60 and $399. AMD is targeting the chips at users that typically build systems at home and shop for processors, memory and storage. The chips — built on the Jaguar microarchitecture — go into AMD’s new AM1 socket, which will be on motherboards and is designed for users to easily upgrade processors.
China is also big in gaming PCs, and remains a key market for AMD’s desktop chips, said Nathan Brookwood, principal analyst at Insight 64. “White box integrators play a big role in China,” he said.
Thanks to Silicon Valley, there’s no shortage of tech companies hosting meetings or conferences in the Bay Area, but when it comes specifically to the business of games, there are few conferences in San Francisco that can rival the annual Game Developers Conference. For most in the industry (or those looking to enter the industry) it’s one of the few must attend events each year. And you can bet the city of San Francisco is happy to host GDC, as the financial benefit to local businesses is substantial.
“GDC is the highlight of March for the San Francisco hospitality community – everyone knows when GDC is here judging from the packed bars, restaurants, and streets. I love that turning any given corner in or near the convention center, one will hear an international language spoken. Their current financial impact is estimated at over $46 million,” Leonie Patrick, senior director for Moscone Expansion Sales at the San Francisco Travel Association.
“Although San Francisco is fortunate to have several large conventions, the demographic of GDC is unique and high energy. GDC is a valued, annual group and we do our best to assist with their success every year. When they thrive, we thrive,” she continued.
While GDC used to take place in San Jose, the conference quite simply outgrew the city, and San Francisco became its new home, offering more convention space and hotel accommodations. The conference has been consistently growing along with the industry itself, and it’s definitely been a boon to San Francisco.
“GDC has been with us since 2005, with the exception of 2006. They have demonstrated tremendous growth. They started off with 10,000 people crammed into Moscone West, and they have more than doubled their attendance in 8 years,” Patrick said. “GDC has also had extreme room growth, starting at 1,900 on peak to almost quadrupling that number.”
While some locals have resented the impact that highly-paid tech sector employees have had on San Francisco’s cost of living, San Francisco Travel Association isn’t concerned that GDC will be affected by any of this sentiment. “We have no concerns about how the GDC attendees will be received by San Francisco. San Franciscans know that tourism is our number one industry and conventions are a different issue from residency issues. We welcome GDC happily each year,” Patrick added.
Indeed, tourism is a wonderful thing for the great city of San Francisco. From the sights and sounds to the places to eat, there’s plenty to enjoy for GDC attendees who might want to nip out of Moscone for some downtime as well.
“Many attendees have been here repeated times so they want more than the typical icons. They may want to explore the more offbeat neighborhoods like the Castro, Union & Fillmore Streets, eat a great meal in the Mission, or walk around Noe Valley. For the first and second timers, they should see the Golden Gate Bridge, Coit Tower, ride a cable car, go down Lombard Street, sit in a café in North Beach, walk along the Wharf, visit the Ferry Building, or window shop in the Haight,” Patrick recommended. “And I can’t forget about Golden Gate Park, or maybe see the Pacific Ocean if they have not before. And if they really have time visit one of the many neighboring cities. Sausalito, Tiburon, Monterey/Carmel, Lake Tahoe… the list goes on.”
And even if you don’t have a car, it’s thankfully not too difficult to get around San Francisco (unlike Los Angeles, for example).
“Luckily, San Francisco is a large city contained in a small footprint. It is an extremely easy city for walking. Despite its reputation for having many hills, which it does, take a walk along the waterfront in order to get you from the convention center to the Wharf – you will avoid them all,” Patrick noted. “We also have great public transportation that can take you to outlying areas of San Francisco as well as outlying cities very economically.”
While it’s a bit late now, her advice for future GDC attendees should definitely be heeded: “Use the hotels that the event staff at GDC recommends since they are all vetted and reviewed by the GDC staff. And try not to book your hotel too late since rates are likely to get higher closer to the event date.”
Based on the firm’s Kabini system on chip (SoC), the APU is named the “AM1 Platform”, combining most system functions into one chip, with the motherboard and APU together costing around $60.
Due to be released on 9 April, the AM1 Platform is aimed at markets where entry-level PCs are competing against other low-cost devices.
“We’re seeing that the market for these lower-cost PCs is increasing,” said AMD desktop product marketing manager Adam Kozak. “We’re also seeing other devices out there trying to fill that gap, but there’s really a big difference between what these devices can do versus what a Windows PC can do.”
The AM1 Platform combines an Athlon or Sempron processor with a motherboard based on the FS1b upgradable socket design. These motherboards have no chipset, as all functions are integrated into the APU, and only require additional memory modules to make a working system.
The AM1 SoC has up to four Jaguar CPU cores and an AMD Graphics Core Next (GCN) GPU, an on-chip memory controller supporting up to 16GB of DDR3-1600 RAM, plus all the typical system input and output functions, including SATA ports for storage, USB 2.0 and USB 3.0 ports, as well as VGA and HDMI graphics outputs.
AMD’s Jaguar core is best known for powering both Microsoft’s Xbox One and Sony’s Playstation 4 (PS4) games consoles. The AM1 Platform supports Windows XP, Windows 7 and Windows 8.1 in 32-bit or 64-bit architectures.
AMD said that it is going after Intel’s Bay Trail with the AM1 Platform, and expects to see it in small form factor desktop PCs such as netbooks and media-streaming boxes.
“We see it being used for basic computing, some light productivity and basic gaming, and really going after the Windows 8.1 environment with its four cores, which we’ll be able to offer for less,” Kozak added.
AMD benchmarked the AM1 Platform against an Intel Pentium J2850 with PC Mark 8 v2 and claimed it produced double the performance of the Intel processor. See the table below.
The FS1b upgradable socket means that users will be able to upgrade the system at a later date, while in Bay Trail and other low-cost platforms the processor is mounted directly to the motherboard.
The AM1 Platform will ship to system vendors in Europe, the Middle East, Africa, South East Asia and Latin America first, then to North America and the Pacific region later this year.
AMD lifted the lid on its Kabini APU for tablets and mainstream laptops last May. AMD’s A series branded Kabini chips are quad-core processors, with the 15W A4-5000 and 25W A6-5200 clocked at 1.5GHz and 2GHz, respectively.
It is, for the moment, just a conspiracy theory, and it goes something like this: Microsoft wants to get out of the games console business. It’s planning to package up the Xbox part of the Devices & Studios division and separate it off from the rest of the company, so it can be sold as a going concern. Who’s buying? Amazon, which views acquiring Xbox as a step towards dominance of the living room. If there’s anything to this theory at all, the coming year or two could see the end of Microsoft Xbox and a warm welcome for Amazon Xbox.
Let’s lay all the cards on the table. The evidence is sketchy and circumstantial. We know that Microsoft is looking at some pretty major strategic changes in the wake of the appointment of new CEO Satya Nadella. Nadella’s focus throughout his career has been on the business end of Microsoft – servers, cloud services and enterprise tools – which remains in robust health compared to the troubled state of the firm’s consumer divisions. Choosing him as CEO could suggest that the company is aiming for a future focused on enterprise tools and platforms, not consumer products.
Then there’s the man who wasn’t chosen as CEO, Stephen Elop. Elop used to work at Microsoft, then became CEO of Nokia. Now that Nokia is selling its mobile phone division to Microsoft, Elop is back where he started. Moreover, he saw himself as a strong candidate for the CEO job when Steve Ballmer resigned. With Nadella in the CEO’s chair, Elop’s consolation prize is that he’s taking over as head of Devices & Studios. That’s a logical choice, since Devices & Studios will include Nokia under its umbrella, at least to some extent, so Elop will continue running his old Nokia team alongside the Xbox and Surface teams at Microsoft.
Given that, it would perhaps be more surprising if Elop wasn’t put in charge of Devices & Studios. His presence ought to ease the transition as Nokia is absorbed into Microsoft, a major acquisition that’s likely to cause some indigestion along the way. However, during the CEO selection process, while Elop was still in the running, Bloomberg reported that he had some very interesting plans for the company if he was running it. The reported plans included, notably, a willingness to sell off business units Elop viewed as distractions from Microsoft’s main goals – business units including the Bing search engine and the Xbox. As logical as his new job at Devices & Studios may seem, you can’t blame people for raising an eyebrow when a man who supposedly wanted to sell off the Xbox division is put in charge of the Xbox division.
It takes two to tango, so how about the Amazon side of the deal? Well, whispers of Amazon’s keen interest in the games market have flown around for months now, including rumours that the company has discreetly hired a number of veterans from the games industry while keeping their involvement quiet – for now. Last month, Amazon bought games studio Double Helix, fresh from working closely with Microsoft to prepare Killer Instinct as a launch title for Xbox One. Something is afoot. Occam’s Razor suggests a “Kindle” console, an Ouya-style box under the TV linked to Amazon’s digital content platform, but given the plethora of Android consoles currently underwhelming the market and failing to gain a foothold, it’s not unreasonable to suggest that Amazon would want to make a much bolder move into the console space. Plus, Amazon certainly isn’t scared of making big acquisitions when it wants to open up a new market opportunity for itself – it’s hard to conceive of a cash value for Xbox, not least given how obfuscated the financials of the console business are, but I don’t doubt that Amazon could afford it if it really wanted to.
That’s it – that’s the conspiracy theory. I don’t deny for a second that the evidence, if you can call it that, is pretty thin. Microsoft is probably going to refocus on enterprise; a guy who wanted to sell Xbox is the new boss of that division, but he’s also the most logical choice for the job. Amazon is setting itself up for a big move into the games space and may (or may not) have hired some senior games people on the down-low. That’s the sum total of the evidence, and we should all bear that in mind. Even this article exists not to promote this theory, which I view as interesting but unsupported by the available information, but rather to evaluate, hypothetically, whether there is any real possibility of an Xbox spin-off and sale. In short, there’s no real evidence that Microsoft is going to do this thing, but it’s an interesting academic exercise to evaluate whether they could do it if they wanted, and whether a motivation to do so might exist.
So how hard, in theory, would it be to spin off and sell Xbox? The answer to that depends on what exactly Microsoft is proposing to sell. Xbox, as mentioned earlier, is part of the Devices & Studios division, which also houses Surface and will shortly be joined by Nokia. Some other odd things are rolled into this division, apparently. It was claimed last year that the patents which force Android device makers to cough up a fee to Microsoft for every handset they sell are held, for financial purposes, in Devices & Studios, thus accounting for a big chunk of the division’s revenue.
If Microsoft’s new management had come to view Xbox as a distraction that doesn’t fit with their new enterprise focus, one might reasonably ask if they’ll take the same view of Surface. That product which hasn’t performed well and has reportedly soured relationships between Microsoft and other hardware vendors, who aren’t terribly happy with the company from whom they license the Windows operating system suddenly being in direct competition with them. The company wouldn’t be happy about losing the patents related to Android, not least since Windows and Windows Phone presumably use the technology described by those patents as well, so that probably wouldn’t be included in any sale, but aside from that it’s plausible that Microsoft could sell the entire Devices & Studios operation, thus putting itself out of the hardware business entirely.
Alternatively, Microsoft could decide to hold on to Surface and simply divest itself of Xbox and the various Microsoft Game Studios operations. Surface would then be joined by Nokia in the much-reduced Devices division (no more studios!), which would be entirely focused on tablets and smartphones without the “distraction” of games. Such a disentanglement wouldn’t be terribly difficult, either. Xbox is actually fairly well divorced from the rest of Microsoft’s operations. Its operating system shares a visual language with the “Metro” interface of Windows 8 and Windows Phone, while various game-related elements of Microsoft’s other operating systems have also been given the “Xbox” and “Live” monikers. Bing, of course, runs on the Xbox dashboard. By and large, though, the technology and services which drive Xbox are divorced from the rest of Microsoft – although it’s worth noting that the much-vaunted Cloud functionality of Xbox One relies in part on Azure, Microsoft’s cloud services platform. Any buyout of Xbox would include various contracts ensuring that any Microsoft technologies or services upon which the console relies would continue to be provided to the new owner, so this would not be a major stumbling block.
A bigger question might be, would Microsoft even want to do this? That really depends how seriously you take the idea of “distraction”. Xbox One has had its thunder stolen by PS4, but is still selling well – and Xbox 360 was a major success. In fact, it’s the only success Microsoft has ever had in the consumer hardware space. Xbox proved Microsoft’s ability to create a great consumer brand and sell hardware to people. It’s a real bright spot in a few tough years for the company – especially compared to everything else it has attempted in the consumer space, from Zune and Surface to its latest operating system, Windows 8.
Why would you get rid of that? Well, you probably wouldn’t – but let’s brainstorm a motive. You could argue that Xbox is a bright spot that doesn’t have any real relevance to the rest of the company. Microsoft in the early 2000s wanted to reinvent itself as a consumer-facing company, but with Xbox being the only success in a small sea of failures, Satya Nadella is likely to try to bring the firm back to focusing on the enterprise market. As the oil tanker slowly turns around to head into more corporate seas, Xbox will be more and more at odds with the culture and mission of the rest of the company. It will arguably be a distraction both internally, where it won’t fit with Microsoft’s culture, and externally, where it will detract from a brand message that promotes Microsoft as a serious, corporate, business-focused partner for enterprise (as distinct from the more consumer-led branding of rivals Apple and Google). Selling off Xbox would generate cash (not that Microsoft needs it), streamline the company and start the new CEO’s tenure with a dramatic gesture that sets out his vision more clearly than any speech or press release.
In short, Microsoft could do this and, if we assume that upper management take the notion of “distraction” seriously and are genuinely willing to abandon the firm’s ambitions in the consumer devices space, there’s a motive for doing it. How about Amazon’s side of the table? This deal would cost billions; would Amazon stand to gain enough to justify that kind of outlay? After all, aren’t consoles a dying space? Plenty of pundits seem to expect that PS4 and XB1 will be the last generation of consoles. Would a company as smart as Amazon get sucked into a market that’s about to collapse?
Amazon, like Microsoft a decade ago, has major ambitions in the consumer devices space. The company built itself on the back of selling physical goods but has neatly sidestepped the so-called “innovator’s dilemma” by being more than willing to disrupt its own business. The world’s biggest seller of physical books became the world’s biggest promoter of ebook readers. Music downloads, streaming video, cloud services; Amazon has taken an active and enthusiastic interest in every field that might disrupt its existing businesses, seeking not to shut down threats but to be the biggest player in whatever comes next. It supplemented the Kindle e-reader with Kindle tablet devices whose market performance is largely unknown, but is thought by analysts to be one of the only genuine competitors to the iPad’s sales dominance. Anyone who owns a Kindle device knows that they are designed from the ground up to be a great interface to accessing and buying content from Amazon’s ecosystem. That’s Amazon’s play; own the media ecosystem, building the devices themselves if that’s what it takes.
That ambition is a pretty solid fit for the console business. Moreover, it can’t have escaped Amazon’s notice that Steam, PlayStation Network and Xbox Live together make up a big area of digital content provision in which it has no involvement right now. Amazon will also be paying careful attention to the interest around set-top boxes (like AppleTV and Google’s TV efforts) and Smart TVs. Here there’s huge potential for consumers to be accessing media ecosystems directly from their TVs and connected devices – again, a game in which Amazon has no skin. For Amazon, the ideal would be that when you want to watch or play something on your TV, you do so through Kindle interface that links right into Amazon’s digital library, just like the Kindle tablets work. Of course, an Android microconsole would achieve that goal, but it wouldn’t be of much interest to gamers – at best, it would capture a fringe of the market who engage with Kindle tablets.
Is appealing to gamers important? This comes back to the question of whether consoles are really dying – and honestly, who knows better about that question than Amazon? Amazon is the largest retailer in many countries. Not only does it see how many consoles and console games are sold, it also sees loads of connected information which is hidden from even game publishers. It knows how high-spending gamers are in other areas – whether they’re likely to buy a lot of gadgets, a lot of books, a lot of movies or albums. It knows how much they engage with the brands they love, whether they cross-promote to friends resulting in more sales, whether they leave reviews and promote products on social media. Amazon can make an estimation of the actual value of the core gamer market more accurately than any other company.
What is that estimate looking like? I don’t know, of course, but Amazon’s actions in the coming months are going to tell us a lot about it. Regardless of whether the Xbox conspiracy theory pans out, Amazon is going to make some kind of game-related move relatively soon. It will be interesting to see how much importance and focus the company places on the games space at that time.
Until we see more evidence, though, it’s impossible to construct a fully credible argument which places the future of Xbox anywhere but Microsoft. There’s simply not enough information out there to support that kind of conclusion. That said, there is a possible motive to sell on the part of Microsoft, and a possible motive to buy for Amazon. If I had to pin my colours to a mast on this, I’d say Microsoft is probably discussing a sale with interested parties, including Amazon, but hasn’t made a final decision on whether to start sale proceedings as yet. I also wouldn’t read too much into that, given that it’s the responsibility of management to consider such possibilities as part of their duty to the shareholders. Then again, under Microsoft’s new management, perhaps such things are being considered rather more seriously than before.
Mediatek has released the world’s first five-in-one combo wireless system-on-a-chip (SoC).
Dubbed the MT6630 the SoC is supposed to support full featured smartphones, tablets and other premium mobile devices. The big idea is to cut the component count for devices while improving ease-of-design for manufacturers by eliminating external low noise amplifiers.
The chip also integrates the Wi-Fi and 5 GHz power amplifiers (PAs), Bluetooth PA, and transmit-receive (T/R) switch into a PCBA footprint less than 65 mm2. According to MediaTek the MT6630 makes all five systems go flat out with no degradation compared to single-system operation. It offloads the mobile device CPU for design ease and extended battery life.
Mediatek has made a lot of progress over the last few months and recently it started talking about wearables, home automation and the Internet of Things. These aren’t exactly popular niches for many of its potential competitors, so the company’s newfound love of all things integrated makes perfect sense.
Intel has released details about its new Xeon E7 v2 chipset. The Xeon processor E7 8800/4800/2800 v2 product family is designed to support up to 32-socket servers with configurations of up to 15 processing cores and up to 1.5 terabytes of memory per socket.
The chip is designed for the big data end of the Internet of Things movement, which the processor maker projected will grow to consist of at least 30 billion devices by 2020. Beyond two times better performance power, Intel is promising a few other upgrades with the next generation of this data-focused chipset, including triple the memory capacity, four times the I/O bandwidth and the potential to reduce total cost of ownership by up to 80 percent.
The 15-core variants with the largest thermal envelope (155W) run at 2.8GHz with 37.5MB of cache and 8 GT/s QuickPath connectivity. The lowest-power models in the list have 105W TDPs and run at 2.3GHz with 24MB of cache and 7.2 GT/s of QuickPath bandwidth. There was also talk of 40W, 1.4GHz models at ISSCC but they have not been announced yet.
Intel has signed on nearly two dozen hardware partners to support the platform, including Asus, Cisco, Dell, EMC, and Lenovo. On the software end, Microsoft, SAP, Teradata, Splunk, and Pivotal also already support the new Xeon family. IBM and Oracle are among the few that support Xeon E7 v2 on both sides of the spectrum.
GPU shipments in the fourth quarter of 2013 were in the green. Shipments were up 2 percent year-on-year and 1.6 percent sequentially. However, AMD did not have a stellar quarter. According to Jon Peddie Research, AMD’s overall unit shipments were down 10.4 percent last quarter. Intel gained 5.1 percent, while Nvidia was up 3.4 percent.
The attach rate was 137 percent and 34 percent of all PC’s sold in Q4 featured discrete graphics, while 66 percent relied solely on embedded graphics. The research firm pointed out that the overall PC market grew 1.8 percent quarter-on-quarter, but it was still down 8.5 percent compared to a year ago.
“The one bright spot in the PC market has been the growth of gaming PCs where discrete GPUs play a significant role. The CAGR for total PC graphics from 2013 to 2017 is -1.3% in 2013, 446 million GPUs were shipped and the forecast for 2017 is 422 million,” Jon Peddie Research said.
AMD’s shipments of desktop APUs were up 15 percent sequentially, but they dropped 26.7 percent in notebooks. AMD’s discrete desktop shipments increased 1.8 percent, while discrete notebook shipments were down 6.7 percent. Overall AMD’s PC graphics shipments were down 10.4 percent.
“Notebook build cycles are specific, and AMD was late with its new parts,” the researchers pointed out.
Nvidia’s desktop shipments were up 3.6 percent quarter-on-quarter and its notebook discrete shipments increased 3.2 percent. Overall Nvidia’s PC GPU shipments were up 3.4 percent.
Oxide Games’ Dan Baker is getting all excited about Mantle in the upcoming game Star Swarm. He told Maximum PC that Mantle isn’t just a low-level API that’s close to the metal. But when compared to DirectX, Mantle is lower in the overall software stack.
Baker said that Mantle still abstracts the details of the shader cores themselves, so that it is not clear if it is running on a vector machine or a scalar machine. However, what isn’t abstracted is the basic way a GPU operates, he said. The GPU is another processor, just like any other, that reads and writes memory. One thing that has happened is that GPUs are now general in terms of functionality. They can read memory anywhere. They can write memory anywhere.”
Mantle puts the responsibility onto the developer. Some feel that is too much, but this really is not any different from managing multiple CPUs on a system, which Oxide have gotten good at. Oxide does not program multiple CPUs with an API, it just does it itself. Mantle gives us a similar capability for the GPU, he said. When asked about the performance in Star Swarm, Baker indicated that the performance will depend on how exploitative you are, and the specifics of the engine. In the case of Star Swarm, the team was limited in what they could do by driver overhead problems. There have been decisions made where the team traded GPU performance for CPU.
Baker said that the Direct3D performance for the game absolutely outstanding. We have spent a huge amount of time optimising around D3D, and are biased in D3D’s favor. “Mantle, on the other hand, we’ve spent far less time with and currently have only pretty basic optimizations. But Mantle is such an elegant API that it still dwarfs our D3D performance,” Baker said.
It’s pretty hard to figure out exactly where the new generation of consoles stand in terms of sales right now, but the general picture is clear. PS4, still supply constrained in many markets, leads Xbox One by at least a million consoles sold, possibly as much as two million – so the oft-cited ratio of 1.5:1 seems to be holding. Assuming little else changes, that ratio will tip even further in Sony’s favour in the coming weeks, with the PS4 finally launching in Japan, a market where it can expect to sell very strongly – although I wouldn’t expect to see the dominant 3DS removed from the top of the hardware charts for too many weeks. Meanwhile, Nintendo’s rather less successful console, the Wii U, continues to lose ground to both of the newcomers and will likely be surpassed in overall sales by Sony sometime this month (if it has not been so already) and by Microsoft within the next quarter.
It’s important to put this in some context – the Xbox One would look like a pretty successful console launch if it wasn’t stacked up against the PS4, but eyebrows would still be raised over the slackness in demand for what would be expected to be a fully supply constrained launch. Meanwhile, Wii U’s performance wouldn’t look great in any reality, but certainly wouldn’t be attracting the current degree of fainting and pearl-grasping were it not being compared to the extraordinary success of its own predecessor, the Wii.
“I’d argue that the real problem with these innovative pieces of kit isn’t that they’re inflating the price – the real problem is that they are, so far, utterly pointless”
The only console among them which resists any attempt at contextual negativity is the PS4, which is performing incredibly well. Hardly anyone has a bad word to say about the PS4, other than “I can’t find one to buy” – the hardware has turned out to be very solid; the online services (PS Plus in particular) are well-liked; and Sony’s approach of wooing key indie developers to the console for launch period has helped to stock the console with early adopter friendly titles which generate plenty of goodwill as the wider market waits for big AAA hits to filter through. Giving several of these games away on PS Plus, especially while new owners are in their freebie period, has also been a great move.
It’s hard to argue against a surface reading of this situation which says that Sony has executed superbly on its product while Microsoft and Nintendo have stumbled. Nintendo dropped the ball on Wii U software for its first year, arguably at least, and made a mess of marketing its new console – just as it initially did with the 3DS, which makes me wonder exactly what compromising pictures of Iwata the firm’s amazingly still-not-fired marketing bosses are keeping in a concrete bunker somewhere. Microsoft lost the trust and goodwill of a huge swathe of the early adopter audience, especially outside the USA, when it announced the Xbox One as a TV-watching box, compounded its error with a horribly anti-consumer policy on used software, then changed its mind on the latter (a good thing, but much damage was already done) and botched the execution of the former. Now it’s got a mountain to climb to restore goodwill, a console that’s $100 more expensive than its well-liked rival and a fresh salvo of unflattering technical comparisons between the systems emerging each week – a tough position, to say the least.
I think that beyond that surface reading, there’s something more fundamental at work – a level on which both Nintendo and Microsoft made the same mistake. Sony’s PS4 isn’t just superbly executed, it’s also conservative. It’s a powerful console with great engineering behind it, a great OS and network services, and a superb messaging strategy in which Mark Cerny and Shuhei Yoshida, who are actually at the coalface of developing the system and its software, have been allowed to take very public roles and to speak openly and honestly. That’s all fantastic, but PS4 is also very clearly an evolution of what came before. In architectural terms it’s vastly different from PS3, of course, but from a consumer standpoint – here’s a black box that you stick discs into and then play them with a Dual Shock pad. You can play with your friends online, and even buy games online, but arguably the only real departures from the traditional console model lie with the online services – PS Plus (which existed on PS3 as well, of course) and video streaming.
Xbox One and Wii U are less conservative, because both of them make some effort to change the interface and context of videogames. Xbox One includes a vastly updated and improved Kinect motion sensor, which shoulders the brunt of the blame for the console’s inflated price tag. The sensor, like its predecessor, is designed to map and understand the movement of human bodies around the room in front of it – unlike its predecessor, it actually appears to be capable of doing so very well. The Wii U, meanwhile, includes the GamePad, a touchscreen controller that lets you play games even while others are watching something else on TV, but more interestingly, also creates a second screen for gameplay and has potential uses in asymmetric multiplayer, wherein one player uses the screen to set up a game while others use Wii Remotes to tackle the challenges being created.
Both of these things are interesting. Both of these things, inevitably, inflate the price of the console to which they’re attached. Both Wii U and Xbox One could seriously do with being $100 cheaper than they are right now – such a price cut wouldn’t be the end of their woes, especially in the case of Wii U, but it would level the playing field and make everything much more interesting. Yet I’d argue that the real problem with these innovative pieces of kit isn’t that they’re inflating the price – the real problem is that they are, so far, utterly pointless. Not only have both Microsoft and Nintendo failed to create software that effectively capitalises on the potential of Kinect or the GamePad, both firms have also completely failed to explain the devices to consumers in a way that stands any hope of making them excited about such potential. The very fact that the first reaction of many consumers and commentators to weak sales from these consoles is “get rid of Kinect / the GamePad!” is a demonstration of just how badly communication, explanation and demonstration of these features has failed.
It could be, of course, that the features themselves just aren’t much good. I think the potential of the GamePad remains to be tapped, but have some sympathy with the argument that Kinect, even in its vastly upgraded Xbox One incarnation, is a solution for which no readily apparent problem can be found. Certainly its present function, as an utterly sub-par way of controlling the console’s menu functions and an occasional shoehorned annoyance in games, does little to explain why this expensive piece of hardware is a mandatory part of Xbox One – yet I know that there are plenty of enthusiastic and intelligent games people at Microsoft, and there must be a genuine belief that Kinect 2 can deliver unique and worthwhile experiences that won’t be possible on other consoles. The problem is that, just as with the thus-far largely meaningless GamePad, Microsoft has failed to demonstrate or articulate just what those experiences will be.
In short, I think consumers are confused about what exactly Nintendo and Microsoft want to sell them. Sony’s proposition is clear – it’s a much-upgraded and improved successor to the PS3, which was a much-upgraded and improved successor to the PS2, and so on. Nintendo and Microsoft make claim to be something more than that, then mumble incoherently when asked what exactly they mean, or what precisely they’re proposing to achieve.
It feels like both companies want to bottle some of the magic which fuelled the Wii to such great heights in the last generation, but they’ve forgotten that the real magic of the Wii wasn’t actually the Wiimote – it was Wii Sports. In one superbly crafted game, bundled free with the console in many territories, Nintendo explained exactly what the Wii was for. A few minutes with Wii Sports showed anyone and everyone what the Wiimote was designed to do and how it would change the game experience. Moreover, it set out a clear agenda for the console as a whole – a social machine, a family machine, an accessible machine. Wii Sports wasn’t just a game, it was a powerful demonstration, a mission statement and perhaps the greatest piece of marketing anyone in the games industry has ever crafted.
The Xbox One and the Wii U both have their Wiimote, but neither has their Wii Sports. One of Satoru Iwata’s big pledges in his mea culpa speech after Nintendo’s projections were downgraded was that the firm would double down on the GamePad, creating software and marketing that would explain the controller better to the public. If that means finding the Wii U’s Wii Sports, it will absolutely be a worthwhile effort – it doesn’t have to mean establishing the Wii U in the same market as the Wii, but making a clear mission statement for the console would definitely help. Microsoft, too, needs some of that focus. Right now, Kinect 2 is not differentiating Xbox One in the marketplace – it’s just hanging around the console’s neck like a deadweight. Unless Microsoft can find the software and the messaging required to make Kinect into a real system-seller, its mandatory inclusion may go down as one of the worst self-inflicted wounds of any console battle in history.
In a new Wedbush report that spans nearly 170 pages, providing a comprehensive overview of the past, present and future of the video game marketplace, the firm discusses why the next generation “will be as big as ever” and how the industry’s growth actually makes it more appealing to investors than other entertainment businesses.
While analyst Michael Pachter acknowledged that the current console transition is “one of the most difficult” for publishers, he ultimately sees the new consoles spurring big growth for the industry as software sales take off in the next several years. Combined U.S. and European software markets are forecast to grow at a 9 percent CAGR over the 2014 – 2016 period, totaling console software sales of $12 billion in 2014, growing to $14 billion in 2015 and to $15 billion in 2016. Handheld software sales (DS, 3DS and PS Vita) are expected to remain flat at approximately $1.6 billion per year over the three-year period.
The continued growth of the business is another reflection of a maturing industry and a maturing audience that’s growing older, earning more and spending more on games.
“Several demographic trends and market drivers should fuel rapid growth of interactive entertainment software sales. We believe the most compelling of these trends is the expanding age demographic of the interactive game consumer, accompanied by an increasing level of disposable income and the propensity to spend that income on entertainment,” noted Pachter.
Importantly, many of these people are choosing to spend on games above other entertainment, and that’s something investors should pay attention to. “We believe that the interactive entertainment industry offers secular dynamics that will provide extended and sustainable growth. We believe several publishers stand poised to capitalize on this growth, providing investors with an opportunity to participate,” Pachter said.
“Both Sony and Microsoft should deliver substantial profits from their gaming businesses over the next several years”
“Console, handheld and PC video games comprise a significant portion of overall entertainment industry sales, we believe comparing favorably with other mainstream entertainment products such as movies, books, and music. With comparable size and growth at a faster rate than these competing forms of entertainment, we expect the interactive entertainment software sector to present a compelling investment opportunity over the next three to five years.”
Wedbush believes interactive entertainment software sales will grow around four percent annually in the next three years, and the firm expects interactive entertainment to grow faster than other U.S. entertainment sectors over the next five years. Wedbush is modeling growth of just zero to two percent for other entertainment products sales over the same time period.
“Using our projected growth rates, we forecast that the U.S. interactive entertainment industry in 2016 will continue to be larger than books, box office and music… It is important to consider video game software purchases in the context of all entertainment spending. When books, music, movies and video games are added together, total U.S. spending on entertainment content totaled over $65 billion in 2013. The portion spent on video game software, at around 11 percent of the total, has the potential to grow at a faster rate than any of the other entertainment categories for many years to come,” Pachter explained.
For the current year, Wedbush expects PS4 to sell another 12 million units, Xbox One to sell 9 million, and Wii U to sell 3 million. More important than who “wins the console wars,” however, is which companies can maintain profitability. Pachter noted that Microsoft and Sony should do well on that front compared to a struggling Nintendo.
“Given its very slow console sales, Nintendo appears destined to see its console software sales and royalty stream markedly lower than in the last cycle, and we are skeptical that it will make a profit from its console business during the next generation,” he said. “At our projected sell-through rate, we expect both Sony and Microsoft to be very profitable in the next generation. Notwithstanding their relative projected market shares, we expect both companies’ console penetration to substantially exceed their penetration in the current generation console cycle, primarily due to market share gains from Nintendo.”
He continued, “If our estimates are close to the mark, both Sony and Microsoft will likely be profitable on each console sold, and their respective games divisions will at worst break even. More importantly, Sony and ￼￼Microsoft earn royalties on every game sold for their respective consoles; our forecast calls for 294 million cumulative PS4 software units and 227 million cumulative Xbox One software units sold by the end of 2016, with an average of $8 – 10 in profit for each unit booked by each company. Both their multiplayer networks and their royalty businesses will provide a recurring revenue stream at a very high dollar margin (the respective networks require a high level of capital and support spending, while the royalty businesses bear little cost), meaning that both Sony and Microsoft should deliver substantial profits from their gaming businesses over the next several years.”
There’s plenty more in the full report at the link above. It’s an interesting read if you have the time.
ARM has signed an agreement with SMIC to offer the Artisan platform for the China-based foundry’s (PS) process. Under the deal, ARM will provide a physical IP platform for SoCs targeting the smartphone, tablet, wireless and digital home markets.
The physical IP platform has a set of memory compilers, standard cells and logic, and general-purpose interface products. According to an SMIC press release the deal will mean that the outfit gets access to the popular ARM Artisan standard cells and next-generation memory compilers. ARM’s standard cell libraries and memory compilers incorporate multi-channel and mixed Vt features for power efficient designs.
Dipesh Patel, executive vice president and general manager, Physical Design Group, ARM said that the Artisan standard cells and memory compilers deliver the features, quality and rigorous silicon validation that customers demand to achieve fast time-to-market.
Steam Music will allow Steam gamers to listen to their own music while gaming, Valve said. Steam users will be able to view and play albums and tracks, manage the queue, and access the Steam Music player by pressing the Guide button on a Steam Machines controller, where they will be presented with an iTunes style interace.
Keyboard and mouse users can access the active player from Big Picture’s main menu, Valve added.
Valve explained in a blog post on Monday, “With Steam Music, you can now listen to your music collection while playing games. Once you’ve pointed Steam to your local music directory, your Steam Library will include Album and Artist views of your collection.
“From there you can view and play albums and tracks, manage your queue, and access the Steam Music player by pressing the Guide button on your controller. (No controller? Keyboard and mouse users can access the active player from Big Picture’s main menu.)
“Once in-game, the music player follows you via the Steam overlay, where you can manage your current playlist, browse your collection and listen to whatever suits your mood.”
Valve will soon launch a beta of Steam Music for Big Picture and Steam OS, with integration in the desktop version of Steam coming in the future. Those who want to try it out in Beta must join the Steam Community, where invitations will be sent out “in waves”.