Connect with us

Featured

Can Priv save BlackBerry?

Published

on

Can BlackBerry handsets make a comeback? The new Priv smartphone could do the trick, if it gets the marketing right, writes ARTHUR GOLDSTUCK.

BlackBerry was left for dead a couple of years ago.  Its share price had collapsed, its smartphone business was reeling from failed relaunches, and it looked ripe for the plucking by any of numerous tech giants.

Even when new CEO John Chen stripped the company to a lean, mean and focused core as a mobile security systems business, the future was never certain. The smartphone business was still contracting, and the BlackBerry 10 operating system became largely irrelevant.

Chen declared six months ago that BlackBerry would increasingly focus on its security solutions, and produce only one or two handsets a year. He put the company’s money where his mouth was by making a series of strategic acquisitions of software businesses.

Priv-Generic

So it has come as something of a shock to discover that BlackBerry has produced a smartphone that is possibly one of the best in the world today. It is even more of a shock to discover that it is an Android phone.

That alone is a clue to the new thinking at BlackBerry: corporate ego had kept it from embracing the touchscreen revolution after Steve Jobs unveiled the iPhone in 2007. It kept it from producing Android devices after it unveiled the first BlackBerry 10 phones in 2013 to a lukewarm reception. The decline of handset sales continued apace.

Marketing missteps, like failing to launch much-anticipated phones in key markets at the time the hype machine was exploding, and poor pricing strategy in developing countries, hurried the process along.

Which is another way of saying that, as good as the new Priv may be, it will live or die by marketing strategy.

Priv-Devices-1

And yes, it is very good.

The first thing that strikes one about the Priv, due in South Africa in the coming week from all networks, is the curved screen. It is the first mainstream handset in the world to follow Samsung’s example of curved edges: its S6 Edge and Edge+ allow for a side notification screen.

The purpose of the curve on the Priv is similar, but it is designed in such a way that, unlike the S6, the notification screen can’t be invoked accidentally while merely holding the phone. The user must swipe a finger across from the edge to bring up the notifications menu. The curve is also used in an aesthetically pleasing way to show charging status while the phone is in sleep mode.

“Along with Samsung, BlackBerry is the only vendor to have dual-curve edge technology in the marketplace,” said Gareth Hurn, BlackBerry’s director of global smartphone and software product management, during a visit to South Africa this week. “We’ve been conscious of designing the product where the emphasis is clearly on the design as opposed to only utility.”

phpzp5qlu

The 5.4” Gorilla Glass 4 screen offers a sharp OLED display, with 2560 x 1440 Quad HD resolution. That would normally add up to swift battery drainage, but an intensive focus on power management – along with a healthy 3410mAh battery – promises 22,5 hours of mixed use.

The device can capture images in the new 4K format used by high-end TV sets, but will not display in the same format.

“We made the decision not to go with 4K display because the human eye would struggle to see the benefits on such a small screen, and it would result in a massive drain on the battery,” said Hurn.

There are a few other surprises. This phone marks BlackBerry’s long-overdue admission that the camera is a critical element of a smartphone in the second decade of the 21st century. It has fitted the device with an 18 megapixel rear-facing camera, described by Hunt as “the best camera BlackBerry has ever done, on a par with the latest from Samsung”.

It includes a dual flash and a range of professional features, like optical image stabilisation and live filters. A slightly raised stainless steel surround on the lens means it won’t be scratched while lying flat. A front-facing 2MP camera includes a panoramic selfie mode, which allows a series of photos to be blended together.

The manner in which it has enhanced Android with some of the standout features of BB 10 is also a pleasant surprise. Referring to it as “Android amplified”, BlackBerry has built in the unified inbox concept called BlackBerry Hub, as well as a “Pop-up Widget” feature which allows for more widgets to be displayed more compactly. Aside from these elements, the Android experience has been kept relatively free of bloatware.

The old fan-favourite, the BlackBerry red “splat” notification, is back, both in the Hub and on the home screen, but can be toned down for the notification-weary.

The biggest surprise of all – at least if no one warned you – is that, while it has the form factor of a typical phablet, the Priv has a slideout keyboard. It comes as a shock primarily because the 9.4mm thickness of the device does not hint at an additional component waiting to slide out. On the other hand, it contributes significantly to the 192g weight of the device.

Render-BB-Priv

Anyone who ever fell in love with the old BlackBerry Torch will feel compelled to try it out. Anyone who misses the physical QWERTY keyboard that once defined BlackBerry phones will be delighted with its responsiveness. Although the number keys share space with letters, the keyboard as a whole acts as a trackpad, with scrolling and cursor control across the keyboard. It also includes the standout feature of the original BlackBerry 10 phones, namely the ability to flick words up from a devilishly accurate predictive text layer above each of the four rows of keys.

The keys can be assigned shortcuts, so that holding down the “I”, for example, will open Instagram. Yes, thanks to Android, the Priv addresses this key gap in previous BlackBerry handsets.

Oh yes, the regular touchscreen also features a superb virtual keyboard that takes up the lower third of the screen when in use. In other words, you can have your cake or slide it.

There is more, such as the market-leading privacy and security features that give the phone is name, and a soft “tensile knit” coating on the back that gives the phone a comfortable, non-slip feel. An easy snooze function for reminders to respond to calls, messages or emails – customizable based on time, location or form of connectivity – is an example of a thoughtful approach to communications

The combined package makes it one of the best Android phones on the market – if it can reach the right market at the right time.

Will it bring old-time users back? Only if BlackBerry can get it into their hands at every possible moment when they are considering a new phone.

* Arthur Goldstuck is founder of World Wide Worx and editor-in-chief of Gadget.co.za. Follow him on Twitter and Instagram on @art2gee

Arts and Entertainment

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.

Published

on

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.”

Continue Reading

Featured

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.

Published

on

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.

Continue Reading

Trending

Copyright © 2018 World Wide Worx