At this year’s Mobile World Congress, Lenovo unveiled a range of new devices, covering all its bases in the mobile industry.
Lenovo has introduced a broad new device portfolio at Mobile World Congress 2017 in Barcelona this week, spanning nearly all mobile form factors.
These include the detachable Miix 320, “blending affordability with connectivity on-the-go”, two convertibles, mobile powerhouses Yoga 720 and 520, four tablets, including the versatile Tab 4 family, and Moto G and Moto G Plus, smartphones that pair premium features with affordable prices.
At the same time, Lenovo is announcing an enhancement to Lenovo Connect with support for reprogrammable e-SIMs, which will allow customers to take advantage of their local telco contract for data when at home and the best local wireless pricing when they are roaming, without having to swap out their SIM.
Lenovo provided the following information:
Moto G5 and Moto G5 Plus
The newest members of the Moto G family bring together an unexpected combination of beauty and power. Both devices feature precision crafted metal design – a first for Moto G – and powerful octa-core processors that enable exceptional performance. Long lasting, all-day batteries mean less plugging in and more getting done, fingerprint readers keep user information safe and secure and advanced camera capabilities allow for the capture of stunning photos with faster focus. Unexpected is now extraordinary.
Lenovo Tab 4 Series Tablets
The Lenovo Tab 4 tablet family builds on the foundation of its mainstream tablets by making them even better: delivering four beautifully designed, powerfully built devices crafted for every member of the family. High on the multimedia experience, the Lenovo Tab 4 8 and Lenovo Tab 4 10 models have dual speakers and Dolby Atmos. The Lenovo Tab 4 family also introduces an all-new premium line for media buffs: the Lenovo Tab 4 8 Plus and Lenovo Tab 4 10 Plus, sporting a standout dual-glassdesign with full HD displays, powerful processors and up to 12 hours of battery life.
We take the tablet concept ever further with optional packs that transform the Lenovo Tab 4 series into dedicated kid’s tablets or productivity tablets. The Kid’s Pack comes with a shock-resistant bumper, a blue-light filter and a pair of colorful, scratch resistant 3M stickers, augmented by an optimized kid’s experience from the Lenovo Kid’s Account, which features up-to-date and curated kid’s content, a browser with whitelisted websites and scheduling tools for parents. The tablets can also transform into a 2-in-1 Android workhorse with the addition of the optional Productivity Pack with Bluetooth keyboard, which complements the experience of the Lenovo Tab 4’s productivity interface. This interface incorporates a taskbar for quick switching between apps, multi-window support, support for common keyboard shortcuts, and optimization for mouse and keyboard operations. (Read more about the Lenovo Tab 4 Series here.)
Miix 320 Detachable with Lightning-Fast LTE Option
The Miix 320 combines the productivity of Windows 10 with full keyboard in a lightweight, affordable detachable. Use it as a laptop with its up to FHD 10.1-inch display for work or detach and use it as a portable tablet on the go weighing only 550g. With up to 10 hours of battery life, you can catch up on a full season of Game of Thrones without a charge. Connect nearly anywhere with its optional LTE. The mobile multitasking generation will find its balance of size and weight particularly useful with its detachable screen to watch videos, its stable docking keyboard and full PC performance when needed to create content. (Read more about the Miix 320 here.)
Lenovo Connect e-SIM
Lenovo Connect e-SIM enhancement makes it easy to connect anywhere in the world – no more swapping out SIM cards. Lenovo Connect gives users a seamless connection and local wireless pricing even when they are abroad by taking advantage of local Telco contract for data. Users can even share the same plan across devices when those devices are enabled with Lenovo Connect.
There are times when mobile users want the full power and productivity of a PC in a thin and light machine. As these multitaskers constantly flip between work and play, we built the Yoga 720 and 520 for them, available in 13, 14 and 15-inch models. The 15-inch Yoga 720 is the most powerful convertible in its class and comes with up to the latest 7th Gen Intel Core i7 processors, NVIDIA GeForce GTX 1050 discrete graphics, blazing-fast Thunderbolt 3 and up to nine hours of battery life. For those looking for a wafer thin device, we designed the 13-inch Yoga 720 that’s 17 percent thinner than before at just 14.3mm. All the convertibles give users the most freedom and flexibility to use Yoga the way that fits their on-the-go lifestyles best through multiple modes. (Read more about the Yoga 720 and Yoga 520 here.)
* For more information, visit www.lenovo.com/mwc
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.
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.”
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.
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.