Ged Carroll

Category: ideas | 想法 | 생각 | 考える

Ideas were at the at the heart of why I started this blog. One of the first posts that I wrote there being a sweet spot in the complexity of products based on the ideas of Dan Greer. I wrote about the first online election fought by Howard Dean, which now looks like a precursor to the Obama and Trump presidential bids.

I articulated a belief I still have in the benefits of USB thumb drives as the Thumb Drive Gospel. The odd rant about IT, a reflection on the power of loose social networks, thoughts on internet freedom – an idea that that I have come back to touch on numerous times over the years as the online environment has changed.

Many of the ideas that I discussed came from books like Kim and Mauborgne’s Blue Ocean Strategy.

I was able to provide an insider perspective on Brad Garlinghouse’s infamous Peanut Butter-gate debacle. It says a lot about the lack of leadership that Garlinghouse didn’t get fired for what was a power play. Garlinghouse has gone on to become CEO of Ripple.

I built on initial thoughts by Stephen Davies on the intersection between online and public relations with a particular focus on definition to try and come up with unifying ideas.

Or why thought leadership is a less useful idea than demonstrating authority of a particular subject.

I touched on various retailing ideas including the massive expansion in private label products with grades of ‘premiumness’.

I’ve also spent a good deal of time thinking about the role of technology to separate us from the hoi polloi. But this was about active choice rather than an algorithmic filter bubble.

 

  • WWDC 2015: you know the Apple news, but what does it mean?

    I watched the introductory keynote to Apple’s Worldwide Developer Conference (WWDC 2015) with my colleague Ed. The overall take was one of ‘is that it?’. Though it is worthwhile acknowledging that even Apple can’t do miracles all the time.

    I thought that it was worthwhile picking through the announcements at WWDC 2015 to see what they mean.

    With OS X, it was like some of Apple’s earlier releases like 10.2 ‘Jaguar’ which was a discernible step up in performance and stability in comparison to 10.1 ‘Puma’ or 10.6 Snow Leopard in comparison to 10.5 Leopard. It gives Apple an opportunity bed in the flat design of Yosemite, make third party application development easier and improve performance across the OS. (As an agency person, the idea of more powerful integrated development tools that would provide a better performing user experience on iOS and OS X was interesting). The name El Capitan implies a a derivative relationship to Yosemite. (Yosemite is the national park and El Capitan is a granite monolith at the north end of the park).

    There has been tightening up of the interface design, which Apple’s own news releases allude to:

    Mission Control®, the quickest way to view all open windows, has a cleaner design so you can find the window you need even faster.

    Apple has also looked at improving internationalisation of the operating system with new Japanese and Chinese system fonts and improved keyboards. Announcements at WWDC 2015 kept building on Apple’s increasing focus on markets outside the traditional western ones. This is a trend that I expect to see continue over time with additional focus on Korean, Indian and southeast Asian markets

    Part of the improvements in services like Spotlight were part of the ongoing war of attrition with Google. Pinned sites and performance improvements in Safari where aimed at Google Chrome.

    At each step of the announcements Apple was at pains to emphasise its efforts in providing users with privacy. Apple genuinely believes that privacy is a point of differentiation, not just amongst developers, but also amongst consumers living in a post-Snowden world.

    Preparing for a programmable world

    The services put into OS X (and across iOS) try to be smarter and anticipate the needs of a user. Natural language search in Spotlight has similar aspirations to the kind of experience Facebook aimed for when it launched its Graph Search functionality in 2013.

    These are baby steps to position Apple products as the front door of a programmable world, ‘a web of no web’ where device intelligence behaves as if it understands user intent like a good valet.  In the improvements of iOS 9 Apple was much more explicit in describing its aims:

    Siri features an all-new design in iOS 9, contextual reminders and new ways to search photos and videos. Proactive assistance presents the most relevant information without compromising users’ privacy and suggests actions at a particular moment — even before you start typing — automatically suggesting apps to launch or people to contact based on usage patterns, and notifying you when you need to leave for appointments, taking into account traffic conditions. iOS 9 can even learn what you typically listen to in a certain location or at a particular time of day, so when you plug in headphones at the gym or hop in the car before work, it can automatically display playback controls for your preferred app.

    These baby steps at WWDC 2015 towards a programmable world are important, mainly because the Apple Watch is currently a solution looking for a problem and would make much more sense in the context of a programmable world. Looking at the Apple search interface on iOS 9, Foursquare’s area exploration app looks particularly vulnerable as search seeks to recommend coffee shops and the like in the immediate area surrounding the user.

    If one looks at the things Apple is doing in home automation and wireless payments it is all about producing a frictionless process needed for a programmable world to happen. And iOS and OS X hint at the next stage of trying to build in intelligence (at least in small increments). There is a tension between the privacy positioning and being useful in a programmable world which requires interaction and real time data exchange with the world around you. WWDC 2015 only hints at how that might play out.

    Apple Pay

    Apple Pay is most interesting when one considers it as part of a wider play by Apple to reduce the processes that act as friction in a programmable world. Despite the high profile launch, it hasn’t taken off in the US as dramatically as anticipated by pundits. It’s expansion to the UK is likely to be a steady slow burn. It will be interesting to see if Samsung’s phone payment system due in the autumn (fall for our American readers), will do a better job of moving payment technology along. The feature of being able to use your iPhone as an Oystercard substitute in an emergency on Transport for London has a certain amount of appeal that would be balanced against the likelihood of being mugged for the phone depending on which tube station you are using. My home station of Mile End is likely to be a laggard for just that reason.

    The News app

    The News app on iOS take direct aim at Flipboard, which is hardly surprising given Flipboard’s previous overtures to the likes of Samsung in the past, offering media access as a differentiator on the Android platform. Apple’s News Format™ challenges responsive web design and provides publishers with alternative to full-scale app development. The curation engine behind News app could be as important in the future as Techmeme, Hacker News or Google News are today – which makes it important to communications professionals as a distribution channel for coverage and own brand content. It is only like to be power news junkies who are likely to stick withn RSS readers like feed.ly or Newsblur.

    Apple Music

    I won’t comment on the cringeworthy Dad dancing that happened on stage, or the cliched advertisement Apple showcased. Apple Music service was a clever mastery of marketing over technology. Whilst the keynote was going on my colleague James had been persuading his mobile carrier to raise his monthly data package up to 15GB in order to cover his streaming of music. It was with this in mind that I thought about Apple’s new mobile application. It was interesting that streaming was positioned as a mobile app only thing, in stark contrast to to the likes of Spotify, Pandora and Soundcloud which provide desktop streaming (which is important for the millennials that I work with).

    The interface reminded me initially of the Chinese app: Doumi which goes to show that this isn’t just about Apple versus Spotify and Pandora, but Apple against a range of services throughout the world. What the K-pop and Mando-pop playlists are like will be as important as whichever ‘hottest band in the world’ Zane Lowe latches on to this week. WWDC 2015 presented a very white liberal middle class view of what good music is with the launch of Beats 1 – a clone of BBC Radio 1 FM which is available around the world for free thanks to the British TV licence fee.

    The curation feature felt a bit like back to the future for iTunes which used to have artists curate their favourite songs in a playlists of tracks that you could purchase, and users like you could share lists of tracks curated around genres or ‘special moments’ as Jimmy Iovine called it, like commuting, exercising or setting a mood in your home. In the office, this curated list will have to compete with Spotify, random play on my iPod and YouTube playlists depending on how the mood catches us.

    The social aspects of Apple Connect were interesting as an assault on Bandcamp, Soundcloud and a plethora of services which allow musicians to build up social and email contact databases. I am not convinced Apple will give musicians the same ability to build a listener relationship programme in the same way.

    A second part of Apple Connect is if it will allow labels or brands to build profiles? In certain genres of music where the artists may have several or shifting identities, have profiles build around labels that have a certain sound or producers and remixers would be more important. Brands such as Starbucks and Battersea Dogs Home have used music curation effectively in the past as part of their marketing campaigns, will Apple Music provide a similar opportunity?

    More information
    Apple Announces OS X El Capitan with Refined Experience & Improved Performance | Apple Press Info
    Facebook Announces Its Third Pillar “Graph Search” That Gives You Answers, Not Links Like Google | TechCrunch
    In the Programmable World, All Our Objects Will Act as One | Wired
    Apple Previews iOS 9 | Apple Press Info
    Apple Announces News App for iPhone & iPad | Apple Press Info
    Introducing Apple Music — All The Ways You Love Music. All in One Place. | Apple Press Info

  • Macau gaming revenue + more

    Macau gaming revenue

    Macau Gambling Revenue Continues to Drop – WSJ  – A little over a year ago, in February 2014, Macau gaming revenue rose 40%. Now it is regularly falling by around that much (paywall) – Macau gaming is alleged to be a vehicle for money laundering. Even if that wasn’t the truth about Macau gaming, it still remains a tempting vehicle for capital flight from China. At the moment Macau gaming is even bigger than the gambling mecca of Las Vegas

    FMCG

    P&G; Always Mobile App: BackMeApp – really smart application by P&G to market Always sanitary towels

    Ideas

    Azeem’s Exponential View – Revue – great email newsletter. Azeem has ben involved with a number of start-ups including Peer Index. In his newsletter Azeem covers a mix of deep future gazing with concern about climate change. He has a particular focus on  the carbon economy as a distinct area within his newsletter

    Innovation

    The scientist who designed the fake interfaces in “Minority Report” and “Iron Man” is now building real ones – interesting link on the feedback loop between science fiction and technology

    Ford Redefines Innovation in Aerodynamics, EcoBoost and Light-Weighting with All-New Ford GT Carbon Fiber Supercar | Ford Media Centre – some of the design choices in this is very interesting. More design related content here.

    Media

    Yahoo to Let Brands Fact-Check Its Viewability, Fraud Numbers | Advertising Age – I presume that this is due to pressure from large consumer brands only willing to pay for true views

    WPP’s Bessie Lee: PR Industry Must Embrace Technology In China | The Holmes Report – calling Blue Focus a PR group is like calling WPP a PR group. PR needs to do technology better, but other disciplines already own that part of the client relationship. China has even faster change going on

    Engineering Director Lars Rasmussen Leaving Facebook To Co-Found A Music Startup | TechCrunch – a long time Googler who developed Google Maps and worked in search at Facebook. Interesting move

    Yahoo just threw investors a bone: It’s hiring advisors to figure out what to do with Yahoo Japan (YHOO) – the bigger question is what to do with what’s left surely?

    Google, Microsoft and Amazon pay to get around ad blocking tool – FT.com – as well as Taboola – the annoying content remarketing network

    Online

    David Cameron wants to block porn but the EU won’t let him | Dazed Digital – the UKIP vote will be torn over this one. More online related content here

    Bradley Horowitz Says That Google Photos is Gmail for Your Images. And That Google Plus Is Not Dead… — Backchannel — Medium – Bradley is brilliant, this does feel like trying to reinvent flickr, it would be a shame if this did kill flickr

    Retailing

    Audi to Test Plan to Deliver Amazon Packages to Drivers’ Trunks – NYTimes.com – so thieves will know that there is a master key, which will give them an incentive to find it. More related content here.

    Software

    Above Avalon: The Apple and Google Battle Has Changed – good long read on the dynamics between Apple and Google. Apple and Google cooperate because Apple has richer, more valuable customers than Google based operating system products. 

    Technology

    Russian ‘Uber for Boobs’ Start-Up Tittygram Sees Business Boom | Moscow Times – you could not make this up <holds head in hands in despair at industry>

  • Tech trends myopia in ideas

    Tech trends event at The Churchill Club

    The Churchill Club recently had their annual Top 10 Tech Trends event in Silicon Valley. This was the 17th time that they had their event. It’s a great bit of content to have on in the background. The collective opinions in the panel bought up concerns for me with a consumer behaviour myopia exhibited around tech trends in Silicon Valley.


    Cognitive behavioural therapy

    A classic example was some of the very smart things said about wearables and health monitoring in the session. There was skepticism expressed for some very valid social behavioural reasons – if one looks at Facebook, consumers generally share only the good things in their lives, with the notable exception of life events, such as the death of a family pet. Stephen Waddington even describes his behaviour on Facebook as ‘cognitive behavioural therapy’.

    So people really into fitness are far more likely to employ self tracking than couch-dwellers.

    Quicken problem

    Self tracking was described as a ‘Quicken Problem’. Quicken allows US consumers to easily complete their tax returns – a universal problem, yet is only used by five per cent of the population for various reasons.

    All of this is very valid stuff of its self, but what happens if it isn’t only consumers making the decision?

    Self tracking tech trends

    My reservations about self tracking technologies are well recorded, to quote myself from Stephen Waddington’s Brand Vandals

    Self-tracking adds massive amounts of data to your personal data pool and social graph and raises huge privacy concerns that users need to be cognisant of

    A number of the key points that I made in my conversation with Stephen was not about consumers using their self-tracking data but how the data could be used to recalibrate car insurance, home insurance (based on absence from home) and health insurance based on activity and risky behaviours.

    Let’s look at a specific type of self tracking, the car insurance black box. Aviva (Norwich Union) trialled the use of telematics to set car insurance premiums on a monthly basis as a type of continuous assessment. It looked at factors such as:

    • When the car was used, nighttime driving was considered to be risky behaviour
    • What distance was covered, charges were on a per mile basis
    • Car location (particularly when cross-tabulated with crime statistics)
    • Speed
    • Braking data

    In IBM Research’s case study, Norwich Union envisaged that black boxes would allow it to sell insurance to consumers that drive less often. Norwich Union dropped the pilot in 2008, apparently due to a lack of consumer interest, but resurrected the car insurance black box when the European Union ruled that charging for car insurance on the basis of gender was illegal. Presumably the needed some other form of actuarial data instead of whether the driver was a female or not. This is just one example where consumer behaviour didn’t drive  product innovation that wouldn’t be accounted for in the tech trends discussion.

    Credit ratings were driven by the need for businesses to mitigate risks, direct (rather than operator) dialling on a telephone was developed to help reduce the manpower required to run telecoms networks. Night safes and ATMs (automatic teller machines) were about providing services without staff. The US airline tradition of baggage charges came from shareholder pressure not consumer demand yet is worth hundreds of millions of dollars a year.

    The point at the end of the day is that opportunities for venture capitalists are broader than meeting consumer needs and wants.

    More information

    Brand Vandals by Stephen Waddington & Steve Earl
    AA launches black box car insurance | Guardian
    Norwich Union heralds new Pay As You Drive insurance – Aviva Media Room Archive
    Norwich Union Insurance Telematics Pilot – Pay As You Drive Telematics trial of usage based motor insurance by Volker Fricker of IBM Research – (PDF)
    Aviva Telematics Insurance Review | Telematics.com – Norwich Union (now Aviva) abandoned telematics insurance a number of years ago and is now reinstating it

    More related content here.

  • Virtual cockpit & things from this week

    Razorfish Berlin’s interactive brochure for Audi to promote the TT coupe’s virtual cockpit. I was reminded of an ad that Mercedes did where the phone became the rear view mirror of a car, emphasising performance. Also McDonald’s had used the mix of print and circuits with phones to create beat making place mats.

    But I find the intersection of print and digital an exciting space, even if the virtual cockpit concept doesn’t appeal to me that much.

    More related content here.

    Leo Burnett Italy created an app for P&G’s Always brand that directly addresses the insecurity women may feel in an unfamiliar area at night time; it connects them with a friend, to protect them on your way home.

    It is a smart play for the brand to maximise how it can be useful to consumers.

    Celebrity music streaming service Tidal faced critics at launch, this was probably the best of them

    I love this old video about Bell Laboratories’ complex in Holmdel, New Jersey that AT&T have put on YouTube as part of their efforts to digitise their archives. This is Silicon Valley before Silicon Valley

    At the other end of the spectrum, Ogilvy Hong Kong for Hong Kong Clean-Up produced a campaign that puts DNA analysis into an Orwellian future.

  • The Amazon Dash button post

    At the beginning of this month Amazon launched an addition to their Dash ordering hardware with the Amazon Dash button. There was a lot of incredulity amongst the media heightened by the unfortunate timing which overlapped with April’s Fool Day.

    Why the incredulity?

    I would break the cynicism down into two broad buckets:

    • The Amazon Dash button has a very singular usage / use case, narrower even the Yo! app which was a bit of a tech fad last year. Critics are at best uncertain that consumers would use them? I generally buy toilet rolls every 4-6 months, do I really need a button for that?
    • The Amazon Dash button implies that the hardware required is ridiculously cheap. How many boxes of washing powder, packets of Mac & Cheese or toilet rolls would be required for a button to break even?
    Business perspective

    Rather than ripping into this into too much depth I thought I would share Benedict Evans’ interesting hypothesis about the Amazon Dash button:

    Amazon is trying to eliminate both vendor and brand decisions, and turning itself into a utility company – get your house connected to power, water, gas and Amazon. And choosing which commodity product you need is just another piece of friction to be removed by Amazon’s kaizen

    There are some interesting directions that come out of this view point. Let’s break Benedict’s analysis down chunk-by-chunk:

    • Eliminating vendor decisions: there are two prongs to this. Firstly, it would reduce the basket size for supermarkets and also reduce impulse purchases. Let’s think about the Walmart ‘beer and diapers’ retail urban legend for a moment – if you weren’t shopping for the diapers, you aren’t likely to have picked up the beer next to it as you would have had no reason to go near those shelves. By implication it is also an attack on some of the categories carried in convenience stores. Given that the button is about ‘just-in-time’ shopping it implies that the users are not likely to have rooms in their lives for big box retailers or CostCo. The buttons are likely to aimed at urban dwellers rather than the suburbs were larger homes and larger vehicles to do the big box store shop are the norm – Sam’s Warehouse is safer than Walmart in this scenario
    • Eliminate brand decisions: since sales are diverted from supermarkets this also affects their private label sales, especially where they are acquired by accident as lookalikes stacked next to well-known brands. Challenger brands find that switching becomes much harder as they can’t intercept the customer at the point-of-intent through shopper marketing and the opportunity cost for the consumer gets raised due to the comparative nature of the friction in purchase.  It also begs a question about how much it affects the share price of WPP and other marketing combines who have spent big on shopper marketing acquisitions over the past few years. Do buttons offer a net gain or loss of value to them? I do know that the button puts Amazon in a much more powerful position versus vendors in terms of discount pricing to retailer and warehousing. The key to understand the power  that Amazon would bring is ‘choosing which commodity product you need…’. The very idea of a product being boiled down to a commodity buy would scare the living daylights of the average brand manager in an FMCG mega-corp
    • Turning itself into a utility: for Amazon this is about locking the consumer in via Prime to the consumer life. At the present time, logistics costs have been an increasing proportion of the cost of sales for Amazon, there must be a hope that the scale of grocery shopping will bring down the price of Prime and drive profits higher?

    There is no reason why the likes of Tesco, Ocado or Iceland couldn’t have done this. The wider Dash technology would make it easier for consumers to do grocery shopping and reduce the friction of online purchases. Instead they seem to have wanted to reduce cashier numbers inshore and focused on self-service tills. Time will tell if they made the right technological choice.

    What about the user?

    This is designed to make the consumers life easier and I can see how it makes purchase of otherwise annoying to shop for items frictionless, but it only works within reason. You can’t have a wall of buttons on the front door of your fridge freezer and just when do you press the button in the bathroom to order up more razor blades or toilet roll? What happens during the run up to Christmas when Amazon has had sub-optimal performance with regards deliveries on occasion? What is the buying frequency required to make the button habit forming, used without thinking about it, without consideration. When does the opportunity cost for the consumer tip in their favour regarding button usage?

    What I don’t have yet is a clear understanding on depth and breadth of the customer problem being solved by the Dash button.

    Product design

    The original Dash device was interesting because it represented a rejection of the broader theme of convergence where functionality is subsumed from dedicated hardware into a software layer running on a computer, via a web browser, tablet or smartphone. Instead Dash is a shopping appliance and wouldn’t look out of place in a cupboard full of Braun kit.

    The Dash button represents a further evolution of specialist hardware, a brand-specific, tactile hardware interface. It mirrors software like IFTTT’s ‘Do’ application, the Yo! messenger app and the Dimple smartphone button project.

    For non-food products like toilet rolls that come in a plastic bale that is quickly discarded, there may not be a barcode to scan in on your Dash device. Instead you would have to ask for a new pack of Charmin’ or more Mach3 razors. Processing each voice message is expensive, which makes the opportunity cost around creating dedicated buttons for certain classes of product much more attractive. Amazon first and foremost is a data-driven company, they will know which product categories that they want to have buttons for. However, what makes on an Excel spreadsheet doesn’t always make sense to the consumer…

    More information

    Amazon Dash button
    Benedict Evans newsletter edition 106
    Investing in smart logistics | Fidelity Worldwide Investments
    Amazon, in Threat to UPS, Tries Its Own Deliveries | WSJ (paywall)
    Supply Chain News: A 360-Degree View of E-Fulfillment Part 1 | Supply Chain Digest
    Amazon joins numerous startups in building delivery networks to disrupt Fedex and UPS. | DataFox
    The Amazon Dash post
    Dimple smartphone button project | Indiegogo
    SpinVox: the shocking allegations in full | The Kernel