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Mobile payments grow up

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The announcement of Samsung Pay, in direct competition with Apple Pay, is a signal that payments with mobile devices are growing up, writes ARTHUR GOLDSTUCK.

Once a year, Barcelona plays host to an event that signals the key shifts in mobile technology, setting the agenda for personal gadgets for the rest of the year. Mobile World Congress 2015, which took over the city for most of last week, pushed the boundaries just a little further than usual.

The most significant announcement of the week was not a device, however, but a new way of doing something as old as civilisation: making payments.

When Samsung unveiled its new Galaxy S6 and S6 Edge, it also declared the next phase in its war with Apple. Back in September, Apple had announced the iPhone 6 and 6 Plus, along with a payment system called Apple Pay. The similarity in names is no coincidence. Samsung wants to make it clear that, not only is it playing in the same space as Apple, but it is doing it better.

Apple Pay works through NFC, or near-field communication, which allows the sending of data from one device to another with a single tap. That data can include files, photos and payment or transactional information, if it has been set up in advance. As a result, a single tap, authenticated via the fingerprint sensor on the iPhone 6, can conclude a transaction at an NFC terminal in a retail outlet.

Samsung Pay goes a step further. While it also offers fingerprint verification and NFC, which is still in limited use in the retail world, it ups the ante with MST, which caters for the vast majority of retailers who still use magnetic stripe card readers.

MST, for magnetic secure transmission, allows a device to be placed alongside a card terminal and send a radio signal that mimics the interaction of the magnetic stripe on a card with the terminal. It instantly allows Samsung Pay to be compatible with any retailer in the world that accepts credit, debit or payment cards.

Samsung’s leapfrog over Apple was made possible by its acquisition, earlier this year, of a company called LoopPay, which describes itself as “the world’s first mobile wallet solution that allows consumers to pay with their mobile devices at most places and leave their wallets at home”.

The LoopPay solution, as it existed prior to last week’s announcement, consisted of a LoopPay App and a LoopPay device, which worked in tandem.

“The App manages and securely stores all payment cards including credit, debit, loyalty, and gift cards on the device,” LoopPay explained. “Currently, we offer the LoopPay Card, CardCase, and a stand-alone Case for iPhone 5/5s, 6, and 6 Plus.”

The company’s explanation of how LoopPay works provided no inkling of the scope of Samsung Pay, as it implied any manufacturer could use it. Samsung turned the market on its head with one simple innovation: it built the LoopPay technology into the Galaxy S6 and S6 Edge, instead of providing an accessory device.

The result is that the phone merely needs the app to be activated for it to run Samsung Pay. It also means that the accessory case for iPhones is almost instantly obsolete.

The service is initially being launched in Samsung’s home territory, South Korea, and in the United States – a direct challenge to Apple. There is no timeframe on its roll-out elsewhere, which suggests Samsung is initially more focused on taking on Apple than on serving consumers.

That is also, most likely, the reason for the cut-and-paste branding of the payment service. It may be the snappiest possible title, but calling it Samsung Pay is also the most sincerest possible form of flattering Apple. If the wheels come off this particular bandwagon, it will be more than a financial disaster for Samsung.

Later this year, American retailers will be required to implement EMV (Europay MasterCard Visa) “chip-and-pin” terminals, which may well have to include NFC technology. That opens the rest of the US market to Apple, but still leaves Samsung with a global edge.

In the meantime, other challengers are likely to emerge. Rumours have already surfaced that LG Electronics will build payment technology into the next version of its flagship phone, to be called the LG G4. Numerous mobile payment applications will also have to change their game or find a way to integrate or add to the two Pay systems.

Google Wallet, which was once expected to dominate mobile payments, is fast fading into the background. Its near-demise is a timely lesson to the Pay masters of the mobile world that market domination in one arena does not automatically lead to market success in another.

* Arthur Goldstuck is founder of World Wide Worx and editor-in-chief of Gadget.co.za. Follow him on Twitter on @art2gee, and subscribe to his YouTube channel at http://bit.ly/GGadgets

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LoopPay on how MST works:

“MST technology generates changing magnetic fields over a very short period of time. This is accomplished by putting alternating current through an inductive loop, which can then be received by the magnetic read head of the credit card reader. The signal received from the device emulates the same magnetic field change as a mag stripe card when swiped across the same read head. LoopPay works within a 3-inch distance from the read head. The field dissipates rapidly beyond that point, and only exists during a transmission initiated by the user.”

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How panic-buying disrupts traditional supply chains

Panic buying has become commonplace during the COVID-19 crisis. PAULO DE MATOS, chief product officer at SYSPRO, outlines how good technology and ingenuity is panic-proof.

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Amid the COVID-19 pandemic, the world cannot afford for manufacturing and distribution to grind to a halt. From food on our shelves, to medical necessities, these sectors are at the heart of our economy and must keep going at all costs. Although the global supply chain is usually a well-oiled machine consisting of a system of organizations, people, processes, information and resources, disruption of this well-oiled machine has become the new reality. According to a new survey released by the Institute for Supply Management (ISM), 75% of companies worldwide have reported supply chain disruptions as a result of COVID-19.  Added to that is the increasingly unpredictable demand caused by panic buying and consumer stockpiling.  

Reinventing the supply chain to face the challenges of today 

In response to the pandemic, manufacturers and distributors have had to pivot in a new direction, to turn the supply chain challenge into a competitive advantage through ingenuity.  

The US recently invoked the Defense Production Act to allow American manufacturers to suspend their normal production schedules and begin manufacturing materials such as ventilators, which are needed in this time of crisis. The Act, which was originally passed in 1950, was a war mobilization effort. It allowed the government to direct efforts of manufacturers to focus production on the much-needed necessities in times of need, from medical supplies through to necessary disinfection products.  

Australia has applied a similar approach through the implementation of ‘wartime’ manufacturing. Due to a shortage of necessities like ventilators and hand sanitizers, the Australian government is offering financial packages that incentivize factories to manufacture critical supplies. For example, one of Australia’s biggest packaging companies, Pact Group, is converting production lines at three of its Sydney plants as it starts making hand sanitizer for the first time, instead of industrial cleaners.  

Within Canada and South Africa, distilleries have also committed to supplying alcohol, a key ingredient in hand sanitizer.  

Using technology to ensure long-term resilience 

Until recently, China has consistently supplied global manufacturers with the bulk of their required components, raw materials and or processed materials. Presently, 6 in 10 (62%) of the respondents of the Institute for Supply Management (ISM) survey have reported that they have experienced increasing delays in receiving orders from China. This is of course just the tip of the iceberg, with the pandemic now impacting almost every country in the world; delays are going to begin affecting deliveries from every country, and the lateness of the delivery is expected to increase.  With the increasing shortages of parts, global manufacturers are now scrambling to identify alternative suppliers and supply chains to make up for the missed deliveries. 

Technology systems, such as Enterprise Resource Planning (ERP) systems, can certainly improve the situation by giving manufacturers improved visibility of the reliable local suppliers and their supply chains. Through ERP integration, representatives from different supplier companies can interact on a single platform, improving the flow and availability of information and improving the reliability of delivery. For example, the SYSPRO Supply Chain Portal was originally launched with a Request for Quote capability, which enabled the formal invitation of suppliers to tender for the supply of goods and services. Not only can manufacturers identify local suppliers who can meet their orders in a time of scarcity, but manufacturers themselves could easily find alternative suppliers.  

ERP also has the added advantage of reducing document handling and other manual activities and facilitates cross functional collaboration by enabling an online process for engaging with customers and suppliers. What’s more, planned receiving and manufacturing process steps can be amended temporarily in your ERP system to include additional Quality Assurance.  For example, the wiping down of surfaces and spraying of goods with appropriate chemical or detergent cleansers and adding waiting times before issue or delivery. 

In times of unforeseen scarcity, as the world is currently experiencing with the COVID-19 pandemic, it is imperative that the supply chain is kept open and full.  The challenge that the company faces is to identify the cheapest and easiest way to accomplish this, using their own unique combination of technology and ingenuity.  If there is surplus stock in the supply chain, the surplus could easily be sold onto neighbouring organizations – after all, the function of a manufacturing organization is to fulfil whatever is identified as a shortage in the economy. 

Managing disruption in the long-term 

The World Economic Forum has suggested that moving forward after this pandemic, there will be a “new normal”, a need to manage disruption by developing predictive models for proactive scheduling, and dynamic planning of supply with careful consideration of the uncertainties and risks. This change will most likely usher in the next level of digital transformation, based on the collection and analysis of data from various disparate applications.  

Ultimately, having the right combination of technology and dynamic ingenuity will allow manufacturers to weather the storm and navigate the unknown, bringing with it the success of discovering “the new world.” 

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Pandemic will change co-working – and vice versa

By CHARMAINE LAMBERT, WorkInProgress – an Absa Innovation Lab

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The COVID-19 pandemic is set to realign the world’s social and economic structure, and fundamentally change the way people work and interact, personally and professionally. While the current social measures in place around the world are aimed at stemming the spread of the virus, there’s a good chance that there’ll be a residual adoption of elements of them as humanity adapts to ‘the new normal’ – because the world will fundamentally never be the same again. 

Hundreds of thousands of people are set to lose their jobs as economies tank – but the optimistic view is that that’s an opportunity for the future, rather than the very real catastrophe it feels like at the moment – particularly in the SME space. It’s a rare economic situation that sees major corporations struggling as much as SME’s, and the upshot is that people may have to create employment opportunities for themselves and others, rather than returning to the jobs they had before the pandemic. 

It’s clear that the world will need more entrepreneurs, whose smart ideas can help rebuild economies, create employment opportunities and re-establish – and rebuild – the livelihoods of entire communities. 

Time Saving 

Many have glibly asked ‘could that meeting have been an email?’ – but the reality is that the working world is rapidly discovering the benefits of finding new ways to address business needs, that rely less on physical face-to-face interactions. Catching up as a group on a Zoom meeting is important, but cutting out a commute, the niceties of the preamble to a meeting and repeating yourself for the guy who stumbled in five minutes late has made meetings more efficient and to-the-point. 

Meetings won’t go away, because humans are collaborative. It takes one person to have a great idea, but it takes a team to realise and implement it – which is why co-working spaces will remain an important part of life for those taking up the challenge of employing themselves, and others by forming SME’s, in the new world order. 

Decentralising Operations 

The shift in ways of working has also shown that decentralisation is possible – something that may become a necessity in the future. All those shiny offices in global centres are expensive line items on the annual budget, and since budgets are going to be way tighter – if not non-existent – in future, even SME’s may have to make peace with the fact that not everyone needs to share a space. And knowing what we know now about how easy it is to spread viruses in close-contact working spaces, there’s a convincing health argument for decentralisation, too. 

If an SME team is driven enough, nobody will have to worry about clock-watching or ensuring that people are doing their jobs by having a manager stalking the halls and peering over cubicle walls. There will be essential functions that rely on being physically present in a space – but there’s no reason that different functions of a business can’t be split across different spaces, cities or even time zones to maximise efficiency and save costs. And with flexibility of working time now becoming an option across many industries, that demand will need to be catered for by SME’s and other employers, in the future. 

Greener Business 

Building more efficient spaces has been an important global trend over the past few years as companies realise the impact their business has on the planet. What about the environmental cost of getting people to that office every day, and of business travel? Cutting out the commute for the global workforce has already had a noticeable effect on the environment – fake-news dolphins in the canals of Venice, aside – so now that we’ve proven it’s possible to decentralise or work remotely, why not continue that?  

Carbon monoxide emissions in New York have been slashed by 50% over the past few weeks – mostly on the back of reduced road traffic – and an analysis by climate website Carbon Brief indicates that the shut-down in China has resulted in a 25% drop in energy use and emissions over a two week period at the height of the pandemic there, which is set to lead to an overall drop of 1% in the country’s carbon emissions for 2020. As industry ramps up again around the world, emissions will rise once more, but those numbers do illustrate the significant impact  a reduction in worker commuting, can have for the planet. 

4IR Creating Opportunities 

While there’s plenty of concern that the Fourth Industrial Revolution (4IR) is going to cost millions of jobs, it’s also set to deliver millions of opportunities and plenty of efficiencies. 

Robotic Process Automation (RPA) can take over manual, repetitive tasks – but instead of making the people in those functions, redundant, it frees them up to tackle more important and non-automatable tasks which can improve business operations. The global economic crisis means that efficiency and multitasking are going to become the order of the day – something the lean SME space is used to, to an extent. Embrace technology and let the people who are the heart of your business focus on helping you re-establish it and re-invent it. It’s time to innovate. 

While things are set to be very different, there’s a huge benefit to collaboration to establishing and maintaining a dynamic, agile business. Entrepreneurs and innovators thrive off being able to kick around ideas, sense-check decisions with others and find ways for seemingly-unrelated companies to work together to deliver unprecedented opportunity – and there’s nothing the world is going to need more than opportunity, once we come out the other side of this. 

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