Hello All,
I believe that what we are all witnessing is part of the natural benchmark life cycle.
Marketing and P/R departments exist to control the information available to consumers. Any entity or process that provides the consumer with information outside this control is considered dangerous. If this information reflects poorly on a particular companies products, that companies P/R, Marketing, Developer Relations, and Legal staff _will_ take action.
This leads to a repeatable and predictable life cycle that benchmarks experience.
It goes something like this:
*Birth*
Entity A attempts to create a benchmark to measure competing product performance in an unbiased manner.
*Childhood*
Benchmark becomes widely used.
Begins to make a difference in consumer choice (i.e. $).
$'s brings the attention of the product manufacturers.
*Adolescence*
Benchmark makes measurable difference in consumer choice.
The winners exalt the results.
The losers (and to a lesser degree the winners), have four choices:
(a) improve product performance (most companies are already very motivated to this)
(b) improve _perceived_ product performance (optimize for the test)
(c) alter testing methodologies to their advantage (cajole, lobby, threaten, beta test...)
(d) discredit the test. (Nvidia has done a exemplary job of this)
* Adulthood*
Benchmark still makes measurable difference in consumer choice.
Consumers begin to hear about competitors efforts at b, c, & d.
Seeds of doubt in the benchmark's accuracy as a product comparison tool are sown.
Failing to accomplish b and/or c, the marketing arm of almost any company _will_ attempt (d).
It is their job to do so.
This is not about truth or morality.
It is about the livelihood of a company and it's employees.
Marketing and P/R departments do not choose wording based upon truth.
They choose wording based upon 'defensibility'. As in, 'Will this stand up in court?'
* Old Age *
As competitors efforts towards b, c, or d become more widely known, the relevance of the benchmark is increasingly questioned by the consumer.
The makers of the benchmark alter the test to reduce the effect of b, c, and d but the damage is done.
Benchmark looses effectiveness in swaying consumer choice.
* Death *
We're not there yet. Direct X benchmarks have a sort of phoenix cycle built in as each new DX version is released.
If you look back at benchmarking in general (not just video) you will see a similar pattern in each benchmark's life cycle.
I think that FM has done a great job in surviving and keeping their tests relevant for as long as they have. But the facts are that they have created a contest with winners and losers. The losers will take whatever steps they feel are necessary to prevent the benchmark from effecting their sales. These steps usually bring an end to the effectiveness of the benchmark for product comparison.
This particular cycle feels as though it is a bit accelerated, but it appears to be the same fate that most benchmark methodologies eventually attain.
Regards, Chris.
I believe that what we are all witnessing is part of the natural benchmark life cycle.
Marketing and P/R departments exist to control the information available to consumers. Any entity or process that provides the consumer with information outside this control is considered dangerous. If this information reflects poorly on a particular companies products, that companies P/R, Marketing, Developer Relations, and Legal staff _will_ take action.
This leads to a repeatable and predictable life cycle that benchmarks experience.
It goes something like this:
*Birth*
Entity A attempts to create a benchmark to measure competing product performance in an unbiased manner.
*Childhood*
Benchmark becomes widely used.
Begins to make a difference in consumer choice (i.e. $).
$'s brings the attention of the product manufacturers.
*Adolescence*
Benchmark makes measurable difference in consumer choice.
The winners exalt the results.
The losers (and to a lesser degree the winners), have four choices:
(a) improve product performance (most companies are already very motivated to this)
(b) improve _perceived_ product performance (optimize for the test)
(c) alter testing methodologies to their advantage (cajole, lobby, threaten, beta test...)
(d) discredit the test. (Nvidia has done a exemplary job of this)
* Adulthood*
Benchmark still makes measurable difference in consumer choice.
Consumers begin to hear about competitors efforts at b, c, & d.
Seeds of doubt in the benchmark's accuracy as a product comparison tool are sown.
Failing to accomplish b and/or c, the marketing arm of almost any company _will_ attempt (d).
It is their job to do so.
This is not about truth or morality.
It is about the livelihood of a company and it's employees.
Marketing and P/R departments do not choose wording based upon truth.
They choose wording based upon 'defensibility'. As in, 'Will this stand up in court?'
* Old Age *
As competitors efforts towards b, c, or d become more widely known, the relevance of the benchmark is increasingly questioned by the consumer.
The makers of the benchmark alter the test to reduce the effect of b, c, and d but the damage is done.
Benchmark looses effectiveness in swaying consumer choice.
* Death *
We're not there yet. Direct X benchmarks have a sort of phoenix cycle built in as each new DX version is released.
If you look back at benchmarking in general (not just video) you will see a similar pattern in each benchmark's life cycle.
I think that FM has done a great job in surviving and keeping their tests relevant for as long as they have. But the facts are that they have created a contest with winners and losers. The losers will take whatever steps they feel are necessary to prevent the benchmark from effecting their sales. These steps usually bring an end to the effectiveness of the benchmark for product comparison.
This particular cycle feels as though it is a bit accelerated, but it appears to be the same fate that most benchmark methodologies eventually attain.
Regards, Chris.