WEBVTT - The Diffusion of Innovation Theory

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<v Speaker 1>Welcome to Tech Stuff, a production from iHeartRadio. Hey there,

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<v Speaker 1>and welcome to tech Stuff. I'm your host Jonathan Strickland.

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<v Speaker 1>I'm an executive producer with iHeart Podcasts and how the

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<v Speaker 1>tech are you? So today I wanted to talk about

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<v Speaker 1>a particular theory relating to technology. Now, I've done episodes

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<v Speaker 1>on various quote unquote laws regarding tech. These laws are,

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<v Speaker 1>you know, like stuff like Moore's law, which today we

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<v Speaker 1>often interpret as this concept that every two years or so,

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<v Speaker 1>computing power doubles. The original observation, which was made by

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<v Speaker 1>Gordon Moore back in nineteen sixty five, was that semiconductor

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<v Speaker 1>chip manufacturers were doubling the number of transistors that could

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<v Speaker 1>fit on an inch square wafer of silicon at regular intervals,

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<v Speaker 1>although the length between those intervals has changed over time,

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<v Speaker 1>like whether it's twelve months or eighteen months or twenty

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<v Speaker 1>four months. Moore's argument was that economic factors drove the

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<v Speaker 1>push to make processors more complex, to cram more components

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<v Speaker 1>on processors, not that there was some fundamental force that

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<v Speaker 1>allowed this to happen. And in order to keep Moore's

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<v Speaker 1>law relevant, we have fudged his observation several times. So

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<v Speaker 1>rather than talking about physically doubling the number of transistors

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<v Speaker 1>on a chip, we talk about computational output, you know,

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<v Speaker 1>like processing speed, that kind of thing, because you can

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<v Speaker 1>make the argument that the more important thing here isn't

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<v Speaker 1>how many transistors are on the chep, it's how powerful

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<v Speaker 1>is that chep? Because doubling the transistors, at least in

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<v Speaker 1>the early days, was kind of shorthand for saying this

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<v Speaker 1>processor is twice as powerful as one that came out

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<v Speaker 1>last year. Right anyway, stuffing Moore's law or even stuff

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<v Speaker 1>like Worth's law, that kind of thing. That's all stuff

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<v Speaker 1>that I've I've covered on this show in the past.

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<v Speaker 1>Today we're going to look at a different theory that

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<v Speaker 1>relates to technology, and it's all about early adopters. Really, really,

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<v Speaker 1>it's more than that. It's about the diffusion of innovation.

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<v Speaker 1>That's what the theory is called. The idea comes from

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<v Speaker 1>a guy named Everett M. Rogers, who is a sociologist

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<v Speaker 1>and a professor who in nineteen sixty two published his

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<v Speaker 1>observation on how societies ultimately accept new ideas, including new

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<v Speaker 1>innovations like technologies. Now. He described his observation as sort

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<v Speaker 1>of a bell curve. So imagine a bell curve. Right,

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<v Speaker 1>it's low at the front end, then it peaks up

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<v Speaker 1>into a hill, and then it slopes off and becomes

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<v Speaker 1>low at the back end. Right, So the front end

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<v Speaker 1>would be a group of people that he called the innovators.

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<v Speaker 1>This would consist of just two and a half percent

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<v Speaker 1>of the overall population that ultimately adopts this idea. So

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<v Speaker 1>not two point five percent of the entire population of

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<v Speaker 1>the world, just two point five percent of all the

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<v Speaker 1>people who ultimately adopt whatever it is we're talking about.

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<v Speaker 1>So these are the innovators. Behind them are the early adopters,

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<v Speaker 1>and this represents another thirteen point five percent of that population.

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<v Speaker 1>And then after that you get the majority of adopters

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<v Speaker 1>and rogers. Divided them into two halves, he had the

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<v Speaker 1>early majority and the late majority. Each of these consist

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<v Speaker 1>of around thirty four percent of the population that adopts

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<v Speaker 1>this idea. Then, bringing up the rear are the laggards

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<v Speaker 1>sixteen percent of the population. These are the people who

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<v Speaker 1>are slow to accept this new idea or product, but

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<v Speaker 1>ultimately they do come around to it. But even with

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<v Speaker 1>all these there will still be people who just never

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<v Speaker 1>come around to accepting an idea or technology. So this

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<v Speaker 1>is really just a way to describe the folks who

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<v Speaker 1>do now. On top of that, to be considered an adopter,

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<v Speaker 1>each person first must be aware of how this thing

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<v Speaker 1>addresses some need or want. It's not enough for it

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<v Speaker 1>to just be a new whatever it is, a new

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<v Speaker 1>idea or a new product. That thing has to be

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<v Speaker 1>able to do something that people perceive as being useful.

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<v Speaker 1>If it doesn't solve a problem, then the company or

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<v Speaker 1>person whomever is putting forth this innovation they need to

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<v Speaker 1>come up with a way to invent a problem that

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<v Speaker 1>this thing does solve. Steve Jobs is pretty darn good

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<v Speaker 1>at this. He was good at convincing a general public

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<v Speaker 1>that new technologies from Apple solve problems they didn't even

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<v Speaker 1>know that they had had. The adopter also obviously has

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<v Speaker 1>to make the decision to take the plunge and actually

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<v Speaker 1>adopt this new idea, and then they have to use

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<v Speaker 1>it and continue to use it. So the theory also

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<v Speaker 1>identifies five factors that affect the adoption of a new idea.

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<v Speaker 1>They are relative advantage. So how and to what extent

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<v Speaker 1>does this new idea solve a problem or improve upon

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<v Speaker 1>an earlier innovation. There's compatibility. You know, is the new

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<v Speaker 1>idea or product or whatever aligned with the values and

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<v Speaker 1>needs of potential customers. If they're in conflict, people are

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<v Speaker 1>not going to adopt it. There's complexity. Is the new

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<v Speaker 1>idea or whatever is it easy to understand and use?

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<v Speaker 1>That's pretty self explanatory. There's triability, as in, can someone

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<v Speaker 1>actually give this thing a whirl? Can they give it

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<v Speaker 1>a test before they commit to adopting it, and if so,

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<v Speaker 1>that definitely improves adoption. And then there's observability. Is it

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<v Speaker 1>possible to see or perhaps even measure the outcome of

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<v Speaker 1>adopting the innovation to say, I know that it has

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<v Speaker 1>been an improvement because here are the ways I can measure,

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<v Speaker 1>So can you tell that the thing is working? Generally speaking,

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<v Speaker 1>this theory, this diffusion of innovation is a pretty decent observation.

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<v Speaker 1>It's pretty rare for a new technology or idea in

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<v Speaker 1>general to just take the world by storm instantaneously. Usually

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<v Speaker 1>this is a process. We should also mention there are

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<v Speaker 1>additional factors when you take into account technology. This isn't

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<v Speaker 1>just a case of some people being more adventurous or

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<v Speaker 1>more open to new ideas. Other stuff makes a really

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<v Speaker 1>big difference, particularly when we're talking about tech, and one

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<v Speaker 1>big thing about that is cost, because often when a

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<v Speaker 1>new technology debuts, it's expensive. Really new technologies take a

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<v Speaker 1>lot of money to develop and to produce. The companies

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<v Speaker 1>that are making these things then pass those costs along

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<v Speaker 1>to us, the consumers, at least most of the time,

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<v Speaker 1>and that does make sense. You can't go making something

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<v Speaker 1>that costs you, you know, hundreds of dollars to produce

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<v Speaker 1>and then you turn it around and you sell it

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<v Speaker 1>for twenty bucks, because you would be out of business

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<v Speaker 1>in no time. But this does mean that the folks

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<v Speaker 1>who will buy your do hiky have to be both

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<v Speaker 1>willing to adopt something that is new and they have

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<v Speaker 1>to be able to afford it, and that reduces the

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<v Speaker 1>potential pool of customers a bit. So let's take the

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<v Speaker 1>HUM CD player as an example. The first commercially available

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<v Speaker 1>CD player came out in Japan back in nineteen eighty two.

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<v Speaker 1>In October of nineteen eighty two. This was the Sony

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<v Speaker 1>CDP one oh one, and Sony had worked in partnership

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<v Speaker 1>with other companies like Phillips to develop the CD player

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<v Speaker 1>technology for the market. So they had been working on

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<v Speaker 1>this throughout the nineteen seventies, and it sunk a lot

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<v Speaker 1>of money into making this thing happen, and there were

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<v Speaker 1>a lot of battles as well to actually ultimately arrive

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<v Speaker 1>at the CD form factor. The pitch of CDs to

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<v Speaker 1>the consumer was that they were going to offer far

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<v Speaker 1>more clarity than other forms of media that were available

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<v Speaker 1>in the market, like vinyl albums and cassette tapes. But

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<v Speaker 1>if you wanted one of these first players, you first

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<v Speaker 1>had to cough up one hundred and sixty eight thousand yen. Now,

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<v Speaker 1>back in October nineteen eighty two, in the CDP one

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<v Speaker 1>oh one first debut, the exchange rate of yen to

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<v Speaker 1>dollars was two hundred and sixty eight point five to

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<v Speaker 1>five yen to one US dollars. So this would mean

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<v Speaker 1>that the first CD player costs around six hundred and

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<v Speaker 1>twenty six dollars in nineteen eighty two dollars. Now, if

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<v Speaker 1>we adjust that for inflation, that would mean that buying

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<v Speaker 1>a CD player when it first came out would cost

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<v Speaker 1>you around two thousand and seventy five bucks or so

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<v Speaker 1>two grand for a CD player. And here's the thing,

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<v Speaker 1>other early CD players were even more expensive than the

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<v Speaker 1>CDP one oh one. And remember this is a brand

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<v Speaker 1>new technology. There's a limited library of CDs that are

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<v Speaker 1>even available to purchase to play on the ding dang

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<v Speaker 1>dern thing. So early adopters of CD tech had to

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<v Speaker 1>have a lot of income at their disposal as well

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<v Speaker 1>as a desire to experience something new in the world

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<v Speaker 1>of audio. That's a pretty small slice of the overall market.

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<v Speaker 1>Other technologies would follow the very same path. When the

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<v Speaker 1>first HDTV sets debuted in America, they had a pretty

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<v Speaker 1>hefty price tag as well. There was a Samsung rear

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<v Speaker 1>projection HDTV that went on sale in nineteen ninety eight

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<v Speaker 1>and it sold for eight thousand dollars. That's a lot

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<v Speaker 1>of money. Eight grand to get an early HDTV. Some

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<v Speaker 1>things were not quite as expensive when they first debuted.

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<v Speaker 1>I mean, they would still set you back a good

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<v Speaker 1>chunk of change, and they were really limited in their

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<v Speaker 1>initial variations. For example, the first MP three player could

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<v Speaker 1>only hold half an hour of audio and it sold

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<v Speaker 1>for two hundred and fifty bucks back in nineteen ninety eight.

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<v Speaker 1>Two hundred fifty dollars. I mean, that's a good chunk

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<v Speaker 1>of change. It's not the craziest number we've talked about

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<v Speaker 1>on this show, but for only half an hour of audio,

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<v Speaker 1>that's asking a lot. All Right, When we come back,

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<v Speaker 1>I'm going to talk more about early adopters and how

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<v Speaker 1>important they are and also how risky it is to

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<v Speaker 1>be one. But first let's take a quick break to

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<v Speaker 1>thank our sponsors. So one role that early adopters play,

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<v Speaker 1>typically at least in the tech ecosystem, is akin to

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<v Speaker 1>a beta tester. Right. When you're an early adopter of

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<v Speaker 1>a new technology, you're also a source of feedback to

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<v Speaker 1>the company, right, Like you can tell the company, hey,

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<v Speaker 1>this one feature is totally useless, or I really wish

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<v Speaker 1>this technology had X, Y and Z features, or this

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<v Speaker 1>is something that is really frustrating when I try and

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<v Speaker 1>use this tech. So early adopters are often important to

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<v Speaker 1>a company because they provide information about how to further

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<v Speaker 1>refine a product so that it will have mass market appeal.

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<v Speaker 1>You're not going to have a successful business if the

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<v Speaker 1>only customers you ever get are early adopters and no

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<v Speaker 1>one else ever follows suit. So listening to the early

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<v Speaker 1>adopters is really important, and companies might end up in

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<v Speaker 1>the process, shedding features in order to bring costs down

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<v Speaker 1>so that the mass market is more likely to accept it,

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<v Speaker 1>or maybe they're just features that no one found really

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<v Speaker 1>particularly compelling, or maybe adding in some stuff to create

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<v Speaker 1>it more convenience. So early adopters play a really vital

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<v Speaker 1>role for companies, not just in getting the ball rolling

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<v Speaker 1>for folks to adopt a new technology, but also the

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<v Speaker 1>refining process. To be able to get there, companies have

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<v Speaker 1>to do a lot of stuff like make sure that

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<v Speaker 1>the manufacturing process is refined to make it as efficient

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<v Speaker 1>and cost effective as possible. Otherwise you're never going to

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<v Speaker 1>get into a mass manufacturing situation. Like if you're doing

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<v Speaker 1>everything bespoke and by hand, it's always going to be

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<v Speaker 1>a niche product. Doesn't mean you can't make a business

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<v Speaker 1>out of that. You can just look at Bentley for example,

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<v Speaker 1>but it does mean you're not going to take the

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<v Speaker 1>pathway toward mass manufacturing and mass appeal. But if you

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<v Speaker 1>are able to do that, if you are able to

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<v Speaker 1>take those steps, that's when you can start to see

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<v Speaker 1>the price tag come down and become more affordable to

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<v Speaker 1>the general public. Tapping into early adopters requires a particular

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<v Speaker 1>approach to marketing because early adopters are kind of like visionaries.

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<v Speaker 1>They like big, bold ideas and they like to take

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<v Speaker 1>big leaps from where they currently stand, so you have

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<v Speaker 1>to kind of appeal to that sense. It's almost like

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<v Speaker 1>a sense of adventure. They get really swept up in

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<v Speaker 1>the excitement of possibility. By contrast, when you look at

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<v Speaker 1>the majority of consumers, the mass of people who, if

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<v Speaker 1>you're lucky, will follow those early adopters, they're once and

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<v Speaker 1>perspectives are different. You can't use the same marketing approach

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<v Speaker 1>or you will scare them off. So they want dependability,

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<v Speaker 1>they want practicality. They want to feel like there is

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<v Speaker 1>little to no risk when it comes to adopting the technology,

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<v Speaker 1>and they often will take a wait and see approach

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<v Speaker 1>to make sure that this new tech isn't just going

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<v Speaker 1>to disappear in a puff of smoke overnight. They're not

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<v Speaker 1>foolish to do this. Sometimes jumping on a new tech

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<v Speaker 1>bandwagon does not pay off. Let's consider one notable example

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<v Speaker 1>and take the sad tale of the HDDVD format and

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<v Speaker 1>its fate in the Great Format War. Now we've talked

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<v Speaker 1>about this particular format war before on the show. Many times.

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<v Speaker 1>In fact, the birth of tech stuff happened the same

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<v Speaker 1>year that the death of HDDVD happened, So I talked

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<v Speaker 1>about it a lot in the very early days with

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<v Speaker 1>my co host Chris Pollette. But the two main adversaries

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<v Speaker 1>in this format war were Toshiba, which was the company

0:13:31.800 --> 0:13:35.760
<v Speaker 1>behind the HDDVD format, and Sony, which of course is

0:13:35.800 --> 0:13:39.040
<v Speaker 1>the company behind the Blu ray technology. The goal was

0:13:39.080 --> 0:13:42.480
<v Speaker 1>to bring high definition video to home theater enthusiasts, so

0:13:42.520 --> 0:13:45.920
<v Speaker 1>that's what both of these technologies were meant to do,

0:13:46.040 --> 0:13:48.960
<v Speaker 1>and there were technical differences between the two, but for

0:13:49.080 --> 0:13:52.080
<v Speaker 1>a lot of people there wasn't enough of a difference

0:13:52.160 --> 0:13:54.920
<v Speaker 1>to make it easy to decide one versus the other.

0:13:55.720 --> 0:13:59.920
<v Speaker 1>So these two companies each individually announced plans to bring

0:14:00.080 --> 0:14:02.880
<v Speaker 1>the next generation of home video to the market way

0:14:02.880 --> 0:14:04.920
<v Speaker 1>back in two thousand and two. That's when they made

0:14:04.920 --> 0:14:09.160
<v Speaker 1>the announcement. It would actually take four years to do it. However,

0:14:09.280 --> 0:14:11.520
<v Speaker 1>it did not take long for the two companies to

0:14:11.559 --> 0:14:15.760
<v Speaker 1>consider trying to work out a truce between them. Because

0:14:15.800 --> 0:14:19.920
<v Speaker 1>format wars are expensive and they're risky. There is no

0:14:20.080 --> 0:14:23.840
<v Speaker 1>guarantee that the format you have created is going to win,

0:14:24.240 --> 0:14:27.480
<v Speaker 1>and if you engage in a format war. At that point,

0:14:27.560 --> 0:14:31.000
<v Speaker 1>you've already spent millions of dollars on research and development,

0:14:31.160 --> 0:14:36.040
<v Speaker 1>on production, on marketing, and that money is not gonna

0:14:36.520 --> 0:14:38.720
<v Speaker 1>return to you. You're not going to get that back,

0:14:38.840 --> 0:14:42.680
<v Speaker 1>especially if you lose the format war, and consumers obviously

0:14:42.720 --> 0:14:46.920
<v Speaker 1>are not crazy about format wars either. Competing formats hurts adoption.

0:14:47.160 --> 0:14:49.360
<v Speaker 1>A lot of that majority in the diffusion of innovation

0:14:49.480 --> 0:14:52.440
<v Speaker 1>theory will hold back when there are competing formats at play,

0:14:52.480 --> 0:14:54.440
<v Speaker 1>because no one wants to be the person who's holding

0:14:54.480 --> 0:14:57.280
<v Speaker 1>the bag who sunk potentially thousands of dollars in a

0:14:57.320 --> 0:15:01.400
<v Speaker 1>technology that ultimately goes nowhere. Trying to come to some

0:15:01.440 --> 0:15:04.840
<v Speaker 1>sort of compromise, Tashiba and Sony could find no common

0:15:04.840 --> 0:15:08.120
<v Speaker 1>pathway forward. The blu ray format could hold more data

0:15:08.200 --> 0:15:11.840
<v Speaker 1>on a disc, like significantly more, ten gigabytes more in fact,

0:15:12.000 --> 0:15:16.400
<v Speaker 1>but the HDDVD format was easier to incorporate into computer

0:15:16.480 --> 0:15:19.560
<v Speaker 1>systems and so would be less expensive to be able

0:15:19.560 --> 0:15:21.840
<v Speaker 1>to do that sort of thing, and it would require

0:15:21.920 --> 0:15:25.640
<v Speaker 1>less investment on the manufacturing side, because you could upgrade

0:15:25.680 --> 0:15:30.560
<v Speaker 1>a current DVD production facility to HD DVD for far

0:15:30.680 --> 0:15:32.960
<v Speaker 1>less money than it would cost to do Blu Ray,

0:15:33.200 --> 0:15:35.800
<v Speaker 1>and so Tashiba and Sony both got to work on

0:15:35.840 --> 0:15:39.520
<v Speaker 1>their respective technologies, which finally launched in two thousand and six.

0:15:39.840 --> 0:15:43.640
<v Speaker 1>Teshiba tried to undercut Sony. The first HD DVD player

0:15:43.680 --> 0:15:46.240
<v Speaker 1>retail for five hundred ninety nine bucks, which if we

0:15:46.280 --> 0:15:49.520
<v Speaker 1>adjust for inflation today, would be nine hundred forty three dollars.

0:15:49.680 --> 0:15:53.080
<v Speaker 1>That's still really expensive. But Sony's first Blu Ray player

0:15:53.120 --> 0:15:56.320
<v Speaker 1>retailed for a whopping one thousand dollars. If we adjust

0:15:56.320 --> 0:15:59.880
<v Speaker 1>that for inflation, that's one thousand, five hundred Sony five bucks.

0:16:00.040 --> 0:16:03.920
<v Speaker 1>Sony's format cost significantly more than the Tashiba alternative. Sony

0:16:04.040 --> 0:16:08.200
<v Speaker 1>had one distinct advantage. They had exclusive content. You know,

0:16:08.360 --> 0:16:12.200
<v Speaker 1>Sony had the benefit of being both an electronics company

0:16:12.280 --> 0:16:15.200
<v Speaker 1>and also a movie studio, So when you're pushing a

0:16:15.240 --> 0:16:17.680
<v Speaker 1>home theater technology, it really helps that you're also the

0:16:17.800 --> 0:16:21.840
<v Speaker 1>source for some exclusive content. By withholding Sony Pictures films

0:16:21.880 --> 0:16:24.960
<v Speaker 1>exclusively for the Blu Ray format, Sony could apply leverage

0:16:24.960 --> 0:16:29.040
<v Speaker 1>on Toshiba. Other studios were less eager to throw all

0:16:29.040 --> 0:16:32.720
<v Speaker 1>in on either. Camp Warner Brothers in Paramount, for example,

0:16:32.800 --> 0:16:36.480
<v Speaker 1>both chose to release home theater films on each format,

0:16:36.680 --> 0:16:39.000
<v Speaker 1>and for about a year, Sony and Tashiba were in

0:16:39.040 --> 0:16:44.000
<v Speaker 1>pretty stiff competition among early adopters. So collectively they sold

0:16:44.040 --> 0:16:47.800
<v Speaker 1>fewer than a million units of HDDVD players and Blu

0:16:47.880 --> 0:16:50.280
<v Speaker 1>Ray players, I mean all put together, it was fewer

0:16:50.320 --> 0:16:53.000
<v Speaker 1>than a million units. Tashiba did have an edge over

0:16:53.080 --> 0:16:55.720
<v Speaker 1>Sony in the early days. But then Sony pulled another

0:16:55.760 --> 0:16:58.240
<v Speaker 1>ace out of its corporate sleeve, and that ace was

0:16:58.320 --> 0:17:01.680
<v Speaker 1>the PlayStation three, and he incorporated a Blu Ray player

0:17:01.840 --> 0:17:05.080
<v Speaker 1>into the PS three. And while Sony had decided against

0:17:05.240 --> 0:17:08.960
<v Speaker 1>selling early Blu Ray players below cost of manufacturing, they

0:17:09.000 --> 0:17:11.520
<v Speaker 1>did not do that same thing for the PS three,

0:17:11.840 --> 0:17:15.199
<v Speaker 1>and so Sony sold the consoles at a loss. And

0:17:15.320 --> 0:17:17.840
<v Speaker 1>in fact PS three consoles, a lot of them, were

0:17:17.880 --> 0:17:20.879
<v Speaker 1>priced lower than the other video players that were on

0:17:20.920 --> 0:17:24.320
<v Speaker 1>the market. So this got Blu Ray players into a

0:17:24.400 --> 0:17:27.760
<v Speaker 1>lot more homes. This was a move that really helped

0:17:27.800 --> 0:17:30.320
<v Speaker 1>tip the scales. But what really got things moving was

0:17:30.359 --> 0:17:33.760
<v Speaker 1>when other studios began to make the choice of Blu

0:17:33.880 --> 0:17:37.680
<v Speaker 1>Ray over HDDVD. Now that decision made sense for these

0:17:37.680 --> 0:17:40.880
<v Speaker 1>studios because they saw the installed base for the Blu

0:17:40.960 --> 0:17:44.720
<v Speaker 1>Ray format was growing very quickly, much faster than HDDVD,

0:17:45.200 --> 0:17:48.080
<v Speaker 1>largely due to the PS three. That would mean that

0:17:48.600 --> 0:17:51.680
<v Speaker 1>they could pick that format and hit more homes and

0:17:51.720 --> 0:17:55.879
<v Speaker 1>not produce DVDs or discs in both Blu Ray and

0:17:56.080 --> 0:17:58.920
<v Speaker 1>HDDVD format. They could choose just one and that would

0:17:58.960 --> 0:18:02.840
<v Speaker 1>cut way back on expenses. So if you're going to

0:18:02.880 --> 0:18:05.680
<v Speaker 1>make a choice of picking just one format, it makes

0:18:05.720 --> 0:18:07.919
<v Speaker 1>sense to go with the one that has the larger

0:18:08.040 --> 0:18:11.200
<v Speaker 1>install base among customers. So that's what they did. Various

0:18:11.240 --> 0:18:13.440
<v Speaker 1>studios made the decision to go all in with Blu

0:18:13.560 --> 0:18:16.640
<v Speaker 1>Ray and with Sony, and the very last big one

0:18:16.800 --> 0:18:19.479
<v Speaker 1>to do this was Warner Brothers, which signaled the beginning

0:18:19.480 --> 0:18:22.040
<v Speaker 1>of the end for HDDVD. There are even rumors that

0:18:22.080 --> 0:18:24.360
<v Speaker 1>Sony had made the decision a little easier for Warner

0:18:24.440 --> 0:18:27.480
<v Speaker 1>Brothers by greasing the wheels with a half billion dollar payoff,

0:18:27.640 --> 0:18:30.119
<v Speaker 1>but that allegation was never confirmed. As far as I

0:18:30.119 --> 0:18:33.760
<v Speaker 1>can tell, the death of HDDVD happened pretty quickly near

0:18:33.800 --> 0:18:35.880
<v Speaker 1>the beginning of two thousand and eight. I remember attending

0:18:35.960 --> 0:18:39.480
<v Speaker 1>cees that year and seeing the buzz about Tashiba canceling

0:18:39.480 --> 0:18:42.960
<v Speaker 1>the HDDVD presentation just two days before it was supposed

0:18:43.000 --> 0:18:44.760
<v Speaker 1>to happen, and that was all because of the Warner

0:18:44.760 --> 0:18:47.760
<v Speaker 1>Brothers announcement. Later in two thousand and eight, Tishiba announced

0:18:47.760 --> 0:18:51.280
<v Speaker 1>it would stop production on HDDVD systems, and the format

0:18:51.320 --> 0:18:54.080
<v Speaker 1>war had ended and Blu Ray was the clear winner.

0:18:54.320 --> 0:18:57.240
<v Speaker 1>So for some early adopters, the conclusion was a really

0:18:57.240 --> 0:19:00.800
<v Speaker 1>tough blow because some of those adopters sung a not

0:19:01.040 --> 0:19:05.520
<v Speaker 1>inconsiderable amount of money into HDDVD systems and libraries. That's

0:19:05.560 --> 0:19:07.879
<v Speaker 1>precisely the kind of thing that keeps the majority of

0:19:07.920 --> 0:19:10.920
<v Speaker 1>consumers cautious. It's why they are inclined to hold back

0:19:11.000 --> 0:19:14.080
<v Speaker 1>upon the introduction of a new technology, particularly if they

0:19:14.119 --> 0:19:18.080
<v Speaker 1>are competing formats. So that's why early adopters are really important.

0:19:18.280 --> 0:19:21.320
<v Speaker 1>They're kind of the guinea pigs for new ideas and technologies.

0:19:21.560 --> 0:19:24.880
<v Speaker 1>It's why the majority is also more cautious. They don't

0:19:24.920 --> 0:19:29.480
<v Speaker 1>necessarily have the access to discretionary income where they can

0:19:29.520 --> 0:19:32.080
<v Speaker 1>just spend it on a new technology that may or

0:19:32.080 --> 0:19:36.000
<v Speaker 1>may not work out. It's why some technologies just fizzle

0:19:36.040 --> 0:19:38.720
<v Speaker 1>out after a brief period of hype. I think of

0:19:38.800 --> 0:19:42.600
<v Speaker 1>things like Google Glass. Potentially the Apple Vision pro will

0:19:42.600 --> 0:19:45.000
<v Speaker 1>follow that same model. We'll have to see. But yeah,

0:19:45.040 --> 0:19:47.679
<v Speaker 1>I wanted to spend some time to talk about the

0:19:47.760 --> 0:19:51.359
<v Speaker 1>diffusion of innovation. It is a cool idea and I

0:19:51.359 --> 0:19:54.320
<v Speaker 1>think it's a pretty valid observation. You know, it's not

0:19:54.359 --> 0:19:57.159
<v Speaker 1>going to apply universally, but I think it's a good

0:19:57.680 --> 0:20:00.960
<v Speaker 1>general rule to look at, and it's something that a

0:20:01.000 --> 0:20:03.679
<v Speaker 1>lot of businesses pay attention to when it comes to

0:20:03.760 --> 0:20:08.440
<v Speaker 1>how they position their technologies, their new technologies with introducing

0:20:08.480 --> 0:20:11.320
<v Speaker 1>them to the market. Hope you enjoyed this quick episode

0:20:11.359 --> 0:20:14.840
<v Speaker 1>of tech Stuff, and I'll talk to you again really soon.

0:20:21.200 --> 0:20:25.840
<v Speaker 1>Tech Stuff is an iHeartRadio production. For more podcasts from iHeartRadio,

0:20:26.160 --> 0:20:29.879
<v Speaker 1>visit the iHeartRadio app, Apple Podcasts, or wherever you listen

0:20:29.920 --> 0:20:31.000
<v Speaker 1>to your favorite shows.