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AppDate: Easy insurance when it suits you

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In his latest AppDate, SEAN BACHER highlights Sanlam Go Cover, “Narcos: Cartel Wars”, Insurance 101, Telkom’s new mobile app and the Van Schaik Rewards App.

Sanlam Go Cover

The Sanlam Go Cover app lets South Africans and tourists visiting this country purchase instant accident cover on demand, via their smart phones.

Go Cover requires a once-off registration after downloading and optional nomination of a beneficiary or contact person. A couple of clicks and smartphone users can secure up to R1 million cover for t24 hours or for an extended period up to 30 days. This comes with a minimum price tag of just R10. The cover can be activated immediately or at a precise future date and time within 30 days. For example, one can buy 14 days of cover and set it to begin automatically the following week. To simplify the product, Sanlam only offers three levels of cover. For 24 hour cover a premium of R10 gives cover of up to a R100 000, R20 for up to R500 000 or R30 for up to R1 000 000. The daily rate decreases as the period extends.

Platform: Android and iOS

Expect to pay: Rates vary according the number of days and the amount of cover wanted.

Stockists: Visit the store linked to your device.

 

“Narcos: Cartel Wars”

The Netflix television show Narcos has come to smartphones and tablets in the form of “Narcos: Cartel Wars”. A player steps into the role of a cartel kingpin and tries to take over the narcotics world. The game is very much the same as Clash of Clans, where one raids opponent’s home bases, stealing building materials like wood, money, stone and products (in this case, drugs). The further one progresses, the more one can upgrade the base to repel attacks. The more one can upgrade the army, the better the chances of killing off opponents. Although the game includes endless in-game purchases to boost updates and troop training, a little patience and a lot of skill will eventually get you hooked.

Platform: Android and iOS

Expect to pay: A free download but with in-app purchases.

Stockists: Visit the store linked to your device.

 

Insurance 101

Many South Africans don’t completely understand the value of short-term insurance. With this in mind , the South African Insurance Association (SAIA) developed a mobile application aimed at promoting financial literacy around short-term insurance for consumers. Once installed, the app helps consumers understand the intricacies of the short-term insurance space. It explains why one’s assets – such as vehicle, home or cellphone – should be insured. It goes into detail about the necessity of sufficient cover and highlights where one may be vulnerable should one not have cover. Information about the claims process is also available should consumers incur a loss.

Platform: Android

Expect to pay: A free download.

Stockists: Visit the Google Play Store

 

New Telkom app

The new Telkom allows customers to manage both home and mobile accounts from a smartphone or tablet. The app replaces two existing apps: Telkom (for home accounts) and Telkom Mobile (for mobile accounts). The consolidation of the apps means that customers will now have a better experience while managing both their mobile and home needs. The app includes options for online bill payments, data top-ups, fault-logging for landlines, logging and tracking problems, orders and appointments, phone upgrade requests and even cancellation of wireless application service provider (WASP) services.

Platform: Android and iOS

Expect to pay: A free download.

Stockists: Visit the store linked to your device

 

Van Schaik Rewards App

The Van Schaik Rewards App for students allows the lock screen on smartphones to display advertising content, course material and, at the same time, let them earn additional income. This income can then be spent at a Van Schaik bookstore to purchase e-books, paper-based books and other learning materials. The app is based on a customer loyalty program, which is nothing new, but it is one of the first in South Africa to implement it as a phone’s lock screen. The idea came about due to exorbitant tuition fees and with students spending a lot of their time on their devices. Should a user spend more than R99 on airtime (which can be purchased in a Van Schaik outlet) per month, they will be given access to additional rewards, like free Whatsapp and Wi-Fi.

Platform: Android and iOS

Expect to pay: A free download, but airtime needs to be bought from any Van Schaik Bookstore to qualify for the rewards.

Stockists: www.vanschaik.com

* Sean Bacher is editor of Gadget.co.za. Follow him on Twitter on @SeanBacher

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VoD cuts the cord in SA

Some 20% of South Africans who sign up for a subscription video on demand (SVOD) service such as Netflix or Showmax do so with the intention of cancelling their pay television subscription.

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That’s according to GfK’s international ViewScape survey*, which this year covers Africa (South Africa, Kenya and Nigeria) for the first time.

The study—which surveyed 1,250 people representative of urban South African adults with Internet access—shows that 90% of the country’s online adults today use at least one online video service and that just over half are paying to view digital online content. The average user spends around 7 hours and two minutes a day consuming video content, with broadcast television accounting for just 42% of the time South Africans spend in front of a screen.

Consumers in South Africa spend nearly as much of their daily viewing time – 39% of the total – watching free digital video sources such as YouTube and Facebook as they do on linear television. People aged 18 to 24 years spend more than eight hours a day watching video content as they tend to spend more time with free digital video than people above their age.

Says Benjamin Ballensiefen, managing director for Sub Sahara Africa at GfK: “The media industry is experiencing a revolution as digital platforms transform viewers’ video consumption behaviour. The GfK ViewScape study is one of the first to not only examine broadcast television consumption in Kenya, Nigeria and South Africa, but also to quantify how linear and online forms of content distribution fit together in the dynamic world of video consumption.”

The study finds that just over a third of South African adults are using streaming video on demand (SVOD) services, with only 16% of SVOD users subscribing to multiple services. Around 23% use per-pay-view platforms such as DSTV Box Office, while about 10% download pirated content from the Internet. Around 82% still sometimes watch content on disc-based media.

“Linear and non-linear television both play significant roles in South Africa’s video landscape, though disruption from digital players poses a growing threat to the incumbents,” says Molemo Moahloli, general manager for media research & regional business development at GfK Sub Sahara Africa. “Among most demographics, usage of paid online content is incremental to consumption of linear television, but there are signs that younger consumers are beginning to substitute SVOD for pay-television subscriptions.”

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New data rules raise business trust challenges

When the General Data Protection Regulation comes into effect on May 25th, financial services firms will face a new potential threat to their on-going challenges with building strong customer relationships, writes DARREL ORSMOND, Financial Services Industry Head at SAP Africa.

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The regulation – dubbed GDPR for short – is aimed at giving European citizens control back over their personal data. Any firm that creates, stores, manages or transfers personal information of an EU citizen can be held liable under the new regulation. Non-compliance is not an option: the fines are steep, with a maximum penalty of €20-million – or nearly R300-million – for transgressors.

GDPR marks a step toward improved individual rights over large corporates and states that prevents the latter from using and abusing personal information at their discretion. Considering the prevailing trust deficit – one global EY survey found that 60% of global consumers worry about hacking of bank accounts or bank cards, and 58% worry about the amount of personal and private data organisations have about them – the new regulation comes at an opportune time. But it is almost certain to cause disruption to normal business practices when implemented, and therein lies both a threat and an opportunity.

The fundamentals of trust

GDPR is set to tamper with two fundamental factors that can have a detrimental effect on the implicit trust between financial services providers and their customers: firstly, customers will suddenly be challenged to validate that what they thought companies were already doing – storing and managing their personal data in a manner that is respectful of their privacy – is actually happening. Secondly, the outbreak of stories relating to companies mistreating customer data or exposing customers due to security breaches will increase the chances that customers now seek tangible reassurance from their providers that their data is stored correctly.

The recent news of Facebook’s indiscriminate sharing of 50 million of its members’ personal data to an outside firm has not only led to public outcry but could cost the company $2-trillion in fines should the Federal Trade Commission choose to pursue the matter to its fullest extent. The matter of trust also extends beyond personal data: in EY’s 2016 Global Consumer Banking Survey, less than a third of respondents had complete trust that their banks were being transparent about fees and charges.

This is forcing companies to reconsider their role in building and maintaining trust with its customers. In any customer relationship, much is done based on implicit trust. A personal banking customer will enjoy a measure of familiarity that often provides them with some latitude – for example when applying for access to a new service or an overdraft facility – that can save them a lot of time and energy. Under GDPR and South Africa’s POPI act, this process is drastically complicated: banks may now be obliged to obtain permission to share customer data between different business units (for example because they are part of different legal entities and have not expressly received permission). A customer may now allow banks to use their personal data in risk scoring models, but prevent them from determining whether they qualify for private banking services.

What used to happen naturally within standard banking processes may be suddenly constrained by regulation, directly affecting the bank’s relationship with its customers, as well as its ability to upsell to existing customers.

The risk of compliance

Are we moving to an overly bureaucratic world where even the simplest action is subject to a string of onerous processes? Compliance officers are already embedded within every function in a typical financial services institution, as well as at management level. Often the reporting of risk processes sits outside formal line functions and end up going straight to the board. This can have a stifling effect on innovation, with potentially negative consequences for customer service.

A typical banking environment is already creaking under the weight of close to 100 acts, which makes it difficult to take the calculated risks needed to develop and launch innovative new banking products. Entire new industries could now emerge, focusing purely on the matter of compliance and associated litigation. GDPR already requires the services of Data Protection Officers, but the growing complexity of regulatory compliance could add a swathe of new job functions and disciplines. None of this points to the type of innovation that the modern titans of business are renowned for.

A three-step plan of action

So how must banks and other financial services firms respond? I would argue there are three main elements to successfully navigating the immediate impact of the new regulations:

Firstly, ensuring that the technologies you use to secure, manage and store personal data is sufficiently robust. Modern financial services providers have a wealth of customer data at their disposal, including unstructured data from non-traditional sources such as social media. The tools they use to process and safeguard this data needs to be able to withstand the threats posed by potential data breaches and malicious attacks.

Secondly, rethinking the core organisational processes governing their interactions with customers. This includes the internal measures for setting terms and conditions, how customers are informed of their intention to use their data, and how risk is assessed. A customer applying for medical insurance will disclose deeply personal information about themselves to the insurance provider: it is imperative the insurer provides reassurance that the customer’s data will be treated respectfully and with discretion and with their express permission.

Thirdly, financial services firms need to define a core set of principles for how they treat customers and what constitutes fair treatment. This should be an extension of a broader organisational focus on treating customers fairly, and can go some way to repairing the trust deficit between the financial services industry and the customers they serve.

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