The reality today is that we, as consumers, have more and more digital engagements requiring different security elements, hence simplicity is key.
Banking is one entity that we all see as fundamental and need access to.
Through this article, I will highlight what banks are doing to help customers to manage their finances safely, the direction that digital banking security will take in the future and how security fits into a wider context.
Spotify might still be loss making, despite revenues of $435m in 2012, but the service is incredibly popular and many think it might be gearing up to IPO.
These rumours have started since Spotify in December secured some $200m in credit lines and recently acquired a music algorithm company, Echo Nest.
If this does mean Spotify is about to get serious about profit, it comes at a time when competitors are more easily found – from Beats Music to Milk, Samsung’s new service.
I listened to Spotify’s Chris Maples (VP, Europe) at last week’s Digital Media Strategies 2014. There were some interesting titbits, from stats to Spotify’s approach to iteration and mobile, that I thought would be worth sharing here.
Let me know if you have any thoughts on Spotify’s future or its approach to subscriptions and product development.
At Econsultancy we’ve discussed several times what the elements of digital culture are and why it’s good for business.
But we’ve never really covered what is really horrendous, quite possibly because we do like to focus on the positive whenever we can.
Today, I’m going to focus on the signs that show your organisation is desperately behind the times, because unfortunately such issues are rife in many corporate environments today.
If your organisation has any of the below, chances are they are irritating people beyond all comprehension, getting in the way of work and have no genuine utility behind them.
Banish these things immediately, or make a quick buck by shorting the share price of the offending institution.
Read below. I accept no responsibility for any migraines you suffer…
Search advertising has come to dominate performance marketing over the last decade, with advertisers seeing amazing returns from targeting messages at consumers based on their intent.
If a consumer is searching for ‘best golf clubs’ it’s a pretty safe assumption that they’re in purchasing mode and likely to be interested in an advert promoting golf clubs.
But, any search marketer will tell you that one of its weaknesses is that you have to use a degree of guesswork when it comes to audience characteristics.
In the example above, if you knew the consumer was a female then your advertising creative would be far more powerful if it promoted just clubs for ladies. The trouble with search is that unless someone is very specific in their search term, you’re forced to make assumptions.
Gyms are one of those services that start debate. Maybe it’s because a lot of us don’t cherish the thought of visiting them, but their membership terms can seem unreasonable.
And of course you have to trawl through their individual websites, as Matt Owen has done previously.
PayasUgym.com is a start-up that aims to make gym day passes easier to obtain, giving flexibility to the gym goer.
Graeme Horne was the first employee at hungryhouse.co.uk, and has just left after seven years to join PayasUgym.com, based in London. I spoke to Graeme and CEO Jamie Ward.
In the new digital economy, our traditional workplaces are becoming increasingly inappropriate.
If we want to be effective online we need to create new digitally friendly workplaces.
Qualcomm has been busy diversifying beyond chips and they now have an impressive range of software and even a smart watch.
Its smart home demo was one of my Mobile World Congress highlights and shows how technology will make our lives even easier in the coming years.
I’ve been writing about presentations I watched at Digital Media Strategies 2014, including talks by Verdens Gang, Axel Springer and the New York Times. So apologies if publishing isn’t your thing.
But that’s sort of the joy of discussing media companies, how do they become more than mere old fashioned publishers. How do they find new streams of revenue and restructure so that subscriptions work and digital actually makes some money?
One of the spots at the aforementioned conference was CEO of the Financial Times, John Ridding having a fireside chat with Ken Doctor, President of Newsonomics.
Many interesting facts, figures and opinions were teased out, so I thought I’d round them up here.
The Axel Springer group is pretty big, it’s active in 44 countries and generated revenue of €3.3bn in 2012.
13,650 people are employed across the group, which includes more than 230 publications such as Bild, but also companies such as Zanox (which includes Affiliate Window).
But despite its size, Axel Springer is using startups and a new culture to drive digital change and growth across the group.
This has been a big step and is a trend we’re seeing in many industries – see John Lewis’ recent announcement of JLabs, a call for entrepreneurs with a £100,000 investment to the best new startup.
At Digital Media Strategies 2014, Springer Electronic Media CTO Ulrich Schmitz talked to us about developing a digital portfolio.
How does one develop new business models in the light of digital? What is the best way to foster innovation and entrepreneurship? And when does one integrate digital investments or indeed keep them separate.
Is achieving integration of print and digital publishing the pursuit of the Holy Grail? Well, it certainly sounds nice listening to a publisher talk about burgeoning digital revenues in multiple channels, alongside beautiful print products.
Verdens Gang is a Norwegian newspaper with a daily circulation of more than 200,000, in a population of 5m. Across print and digital, 1.8m people use VG daily.
At Digital Media Strategies 2014, editor-in-chief and CEO of VG Torry Pedersen gave the lowdown on how they integrated print and digital effectively, along with how they monetised smartphone and tablet content.
Culture is the key, as is so often the case in disrupted industries where big brands have to adapt and are competing with pure-plays that have started on the right foot.
Torry used the analogy of Haile Gebreselassie vs. Usain Bolt to describe print and digital. They both run but they run in very different ways and they shouldn’t have the same training regimen. The same can be said of magazine-style high quality print products compared with the fast-moving multimedia world of online news. The two teams can’t necessarily work together.
That’s why from 2000 until 2011, everything at VG was separate for print and online, from ads to editorial. In 2011 the two were joined back together once again.
The same thing happened with mobile and desktop, the two had separate ad sales and technical teams from 2010 until 2014 (though the same content team). Now ad sales and techies across desktop and mobile are integrated.
So what are the challenges that VG has overcome and how is it moving forward?