Nakono's focus is on how digital technology and the Internet are transforming the media, consumer devices and telecoms industries.
For all the important markets within this broad arena, our goal is to be able to quickly provide the following research information on a global, regional and country-level basis:
- Current and relevant market data
- In-depth profiles and analysis of leading products, services and companies
- Comprehensive, country-level analysis
- Market analysis and deep-level insight
- Market forecasts
- Related data and information including key datasets and directories
We believe that hard work, attention to detail, the use of appropriate research methodologies and a long-term approach are needed to truly understand today’s technology markets which are more complex than before, are changing more rapidly than before and place a heavier demand on analysts than at ant time in the past.
We are investing not only in building in-house research expertise & data assets, but also in developing supporting software and computing infrastructure to enable us to achieve our mission objective. These investments are increasing and they will continue to increase.
Nakono does not outsource research work to third-party outsourcing companies (e.g. BPO, KPO). We have experimented with this approach and have been unsatisfied with the quality of the work produced. We produce all our own research in-house using a growing team of highly skilled research analysts
Nakono does not produce consensus research and nor do we feel intimidated about producing research where the findings are orthogonal to the prevailing consensus.
We have found that the consensus view is not always the one that prevails, and this is especially true for disruptive technology markets, as well as for other sectors – such as financial markets where market bubbles regularly grow based on a ‘herd’ mentality, only then to burst, sometimes spectacularly.
We are confident in our people, of our proven methodology and in our understanding of the markets we cover.
Conflict of Interest
We do not feel obliged to publish findings that are deliberately watered down as can be the case where, for example, a research provider writes research about a company that is also a consulting client.
In this case, regardless of the so-called ‘Chinese walls’ that are supposed to separate the consulting and research businesses of such a firm, few would actually publish research that was directly critical of an important client, and this is especially true for smaller research firms.
Nakono's business model is not dependent on winning consulting business or conducting client-specific research projects – although we do engage in both from time to time. Instead, we are executing a pure-play online publishing model, where we sell our content in volume to a worldwide, highly diverse customer base. This gives us the freedom to “tell it the way it is” which means that our analysis can be vivid.
Companies cannot pay Nakono to receive favourable research coverage. Nakono is an independent company which is not under pressure to produce research to support a view about a market or company.
Error Correction Policy
Just like any other company, Nakono sometimes makes errors. When we become aware of such an error we will quickly work to make the necessary correction.
Over the years, Nakono has made some early calls on some major markets, for example; mobile internet, Apple, Nokia, media tablets, Facebook and more. In all these cases, as well as others, our projections were not only counter to the prevailing consensus at the time but they have been proven to be directionally correct.
But we made a mistake with digital music which we thought would present more of an opportunity than has turned out to the case. After conducting an extensive research program which culminated in a very clear, detailed view for how the music industry could have made a success out of digital music (which we describe in our report “New Vision for Recorded Music: System-V” we grew increasingly perplexed by the industry’s mindset and approach which seemed permanently stuck in denial, and this remains broadly the case today. In these rare situations, we cannot correct our work, but will gladly engage in a dialogue about why we got it wrong.
Use of Third-party Data
We make extensive use of the web to source factual material for our research.
Modern search engines are so good and there is such a lot of excellent information available on the web that we think it would be irresponsible to conduct any sort of research project without fully utilising what already exists in the public domain. Refusal to use material freely available on the web will simply have the effect of increasing report production costs, which means that clients will have to pay more than they need to, but more important than that refusal to properly harness the power of the modern web will mean that quality suffers.
However, we only ever use material from that we have sourced from reputable, branded sources and we will always try to locate and verify the original source of the data or information, for instance a company press release, a specification sheet, an annual report or an investor presentation etc. In all cases where we use information we have sour4ced on the web in our own work we will include a clear reference to the source material with a date and, where possible, a web link.
As part of due process, we periodically review data and market forecasts that have been produced by other analyst firms; for instance material we read about in the news or as a result of receiving a press release.
Where such information is in the public domain, we may quote a rival firm’s work in our own research or use their data to benchmark our own market projections.
In cases where we quote the results of research published by competitors we will always identify the analyst firm concerned, the publication date and, where possible, we will endeavour to provide a link to the original research or, where that is not available, the source where we found the data.
Last Updated: 12 November 2015