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Why WeWork failed



Image courtesy: GoToVan from Vancouver, Canada

Headlines across the globe continue to comment about the imminent implosion of co-working giant, WeWork, why they fell so hard and so fast, and what this means for the future of co-working. 

David Seinker, CEO and founder of South African co-working company, The Business Exchange (TBE), believes that WeWork stalled for two reasons. The first one is because it made the critical mistake of positioning itself as something that it is not: “Its top executive team wanted to see themselves as a technology business rather than what they actually are, which is a property services business.”

Reason two is that the company didn’t stick to it’s knitting: “They veered too far away from their core offering and invested time and money in industries not related to their core business functions.” 

By positioning themselves as a technology business, WeWork were almost able to convince investors that they had an IPO valuation of around US$50 billion – nearly 20 times the company’s actual revenue. The company has also been expanding at a rate of knots; and in the last two years has seen a massive footprint growth with offices in 280 locations across 111 cities in 29 countries before it faltered.

“WeWork is a case all on its own,” says Seinker. “Co-working  is by no means a flash-in-the-pan phenomenon and it certainly doesn’t end with WeWork. In fact, the business model has been around very successfully for at least 30 years.”

Seinker is referring to Regus, the world’s largest provider of flexible workplaces. Started in Belgium in 1989, it is now part of the IWG plc brand with a network of 3 300 workspaces in over 1 000 cities across more than 110 countries.

“The difference is that co-working spaces have become disruptors over the past few years, as the economy has slowed and small businesses in particular have looked towards formalised but yet flexible office space in shared facilities.”

What will change now, says Seinker, is the way that co-working spaces will operate in the future, and who they will house, as increasing numbers of corporate companies also turn towards this type of office space as a more attractive option over traditional long term lease agreements.

“The disruption we’ve seen in the past few years is more about the type of co-working spaces that became popular for a while, rather than the original business model,” says Seinker. “Many co-working companies were positioning themselves as playful, funky brands appealing only to creative professions, and where you could chill out, sleep on the couch, get free popcorn and beer and bring your dogs to work.

“What people now need is more mature, professional, high-end environments that work for small entrepreneurs serious about business, but also for the bigger corporates. Very much the same environment that Regus has provided successfully for more than three decades.”

In other words, the shift is now seeing corporate companies embracing flexible office space as an environment in which they can coexist with other, smaller businesses in a mutually beneficial ecosystem.

“It’s been estimated that by 2030, 40% of the office market will be housed in co-working spaces,” says Seinker. “We’ve seen ourselves how it’s accelerated. If you compare this year to the final quarter of last year, we’ve seen triple the demand coming through.”

There are a number of reasons for the shift by corporate clients, says Seinker, the most significant being cost: “A big corporate company can save up to 70% of its lease cost by housing its staff in a flexible office environment. The main saving is the capital outlay which would normally happen upfront with a traditional lease.”

Of course, the most successful co-working operations will be ones that accommodate corporates in the manner in which these companies have become accustomed.

“Corporates still want tailor-made fit-outs, upmarket furnishings, a full IT structure, their own meeting rooms and even the prominent presence of their own brand. A company like ours can provide all of that as a bespoke offering, right through to having a company’s name on the building.”

Seinker cites the example of travel technology company Expedia, for whom TBE provided offices earlier this year for 40 of its staff members, with a number of other corporates already lining up for space in the co-working operation’s other facilities, including four in Johannesburg, one in Mauritius and new spaces opening in Durban and Ghana soon. 

“Having corporates operate from the same space as an SMME creates an environment where smaller companies are able to engage with the bigger companies and potentially turn these corporates into clients,” says Sienker. 

Another reason for the shift from long-term leases to co-working spaces lies in the new financial reporting standards that have been brought into effect whereby companies will now have to disclose their full lease commitments, in terms of how many years they have signed contracts on premises, as liabilities on their balance sheet.

“That has major consequences because it not only impacts a company’s balance sheet, it’s a liability that may be seen negatively by many other parties such as the banks,” says Seinker.

Plus, as the office market contracts in terms of long term leases, and comes increasingly under pressure, Seinker believes partnerships between landlords and flexible office space operators will also evolve.

“Across Africa, we’ve seen a huge oversupply of office space which was created for long term leasing. Now, landlords are looking towards co-working operators to enter into management agreements with them instead. It’s a partnership that can continue to provide large corporates with the office space they need, but with more flexibility, while still being able to accommodate the small businesses that embraced co-working in the first place. And of course fill the vacant office space.”

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Nokia 7.2: The sweet-spot for mid-range

Nokia has hit one of the best quality-to-price ratios with the Nokia 7.2. BRYAN TURNER tested the device.



Cameras are often the main factor in selecting a smartphone today. Nokia is no stranger to the high-end camera smartphone market, and its legacy shows with the latest Nokia 7.2.

In many aspects, the device looks and feels like an expensive flagship, yet it carries a mid-range R6000 price tag. From its vivid PureDisplay technology to an ultra-wide camera lens, it’s quite something to experience this device – especially knowing the price.

Before powering it on, one notices the sleek design. The front features a large, 6.3” screen, with a 19.5:9 aspect ratio. Like many phones nowadays, it features a notch, but it is smaller than the usual earpiece-and-camera notch. Instead, it features a small notch for the front camera only. It hides the front earpiece away in a slim cutout, just under the outer frame. While it’s not the highest screen-to-body (STB) ratio, it has a pretty slim bezel with an 83.34% STB ratio. It loses some of this to an elegant chin on the bottom that shows the Nokia logo. This is all protected by a Gorilla glass certification, which makes it a little more difficult to shatter on an impact.

It’s encased by a Polycarbonate composite outer frame, which seems metal-like but will withstand more knocks than an aluminium frame. On the right side, it features a volume rocker and a power button and, on the left side, a Google Assistant button, which starts listening for commands when pressed. Above the button is the SIM and SD card tray. On the top, it houses a very welcome 3.5mm headphone jack. On the bottom, it has a speaker grille and a USB Type-C port. Overall, the positioning of the buttons takes some getting used to because the Assistant button and power button are similarly sized, and many smartphones place the lock button on the opposite side of the volume rocker.

The back features a frosted Gorilla glass panel, like the front. The frosted design is quite understated and yet another elegant design feature of the device. A fingerprint sensor sits in the middle and, towards the top, the device has a circular camera bump, not too different from the Huawei Mate 30 series. The bump features two lenses, a depth sensor, and a flash. The camera system has been made in partnership with Zeiss optics to produce high-quality photography.

The back of the Nokia 7.2, showing off the 3 camera array

When powering on the device, one is greeted with the Android One logo, which is Nokia’s promise that its users will always be among the first to get the latest Android security and feature updates. This is one of the defining purchase points for users looking to get this device, as it features the purest, unedited version of Android available.

This, in turn, allows the device to run the latest software by Google that enables the device to get better over time. This is done by using Google’s Artificial Intelligence engine, which learns how one uses the device and optimises apps and services accordingly. That translates to the phone’s battery life actually extending over time, instead of deteriorating like other smartphones that are weighed down by battery hungry apps. The concept was pioneered by Huawei in the Mate 9.

The rear camera is excellent for snapping pictures and features a 48MP Sony sensor for accurate colour reproduction. This puts the device in the league of the Google Pixel and Apple iPhone devices, which also use Sony sensors. By default, the device is set to take pictures at 12MP, which is what makes the photos look great, as it blends 4 pixels into one for a high level of sharpness and colour accuracy, but users can bump up the resolution to the full 48MP if they want to zoom in a bit more.

The 8MP wide-angle lens spans 118-degrees, and proves extremely useful for getting everyone in the shot. It also features some great colour accuracy. The 5MP depth-sensing lens is purely for the portrait mode, which adds a blur effect to the background of the photo. It features a 20MP selfie camera, which also provides excellent sharpness and a portrait mode.

Picture taken with the Nokia 7.2 in Pro mode

The most impressive part of this system is the Pro camera setting, which can help take photos from excellent to extraordinary. We managed to get some excellent low light photography by adjusting the shutter speed, ISO, and exposure. The setting is pretty easy to use and it’s worth it for users to learn how it works.

The PureDisplay also helps make photos and video look great. The 7.2’s PureDisplay has a 2160 x 1080 resolution, at 401 pixels per inch (ppi). It also makes use of HDR10 and covers 96% of the DCI-P3 colour gamut, which makes the colours very vibrant. Some of these display features are not even found in some high-end phones on the market, so it’s very surprising that this tech is in a mid-range device.

At this price, there is one drawback: the processor. It houses a Qualcomm Snapdragon 660, which is neither bad nor good. It performs well in many situations, but begins to stutter on heavier graphical applications like Fortnite and PUBG Mobile. That said, all other applications of the device work perfectly, and multi-tasking is very fluid between regular apps.

At a recommended selling price of R6,000, the Nokia 7.2 is one of the most feature rich and aesthetically pleasing devices available in this price range.

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Voice interface move digital wars to ‘first mile’

By RICHARD MULLINS, Managing Director for EMEA at Acceleration



Anyone who often travels on the London tube will notice people around them – usually students and young professionals – speaking into their smartphones even in sections of the underground without Wi-Fi or cellular coverage. They’re not sweet-talking their mobile devices, but cueing up a series of WhatsApp voice messages to be sent to their friends and colleagues as soon as they walk back into an area with an Internet connection.

This shift away from text-based and visual communication to multi-sensory (voice and visual) is one of the most significant trends to emerge from the next wave of artificial intelligence technologies. Many members of Generations X and Y abandoned voice calls for instant messaging once they got smartphones; now, the next generation are becoming more vocal in how they interact with – and through – machines.

We’re already seeing rising adoption of conversational voice interfaces, as young and imperfect as the technology still is. Research from comScore predicts that half of all searches will be performed via voice by 2020, while a study by indicates that nearly one in five US adults own a smart speaker or have access to one in their homes.

This trend is one reason that we are seeing the battle for the digital customer move away from the ‘last mile’ to the ‘first mile’ at a rapid speed. Now that the giants of ecommerce have largely solved the ‘last mile’ challenge of reliable logistics and rapid delivery, they are looking at ways they can tighten their grip on the first digital mile, where customers engage with and discover content, product and services.

Raising the stakes

This race to own the customer interface is not new, but the stakes are rising. We already live in a world with two major smartphone platforms (Apple’s iOS and Google’s Android), and now a handful of companies (Google, Facebook, Microsoft, Apple and Amazon) are seeking to own the voice interface with smart devices like speakers, kitchen appliances and home security systems.

Most consumers are today using voice conversation interfaces for simple content requests – Alexa, give me the news headlines; Siri, play my party mix – and the experience can be somewhat clunky. However, technology is improving exponentially, as we saw earlier this year when Google demoed its assistant phoning a hairdresser to make an appointment on behalf of a user.

Such interfaces are likely to become the place where a high proportion of customers are converted and complete transactions in the next few years. In other words, the likes of Apple and Google will have even more power over what consumers see, hear and interact with than they do today. Brands should be thinking about how they will prepare themselves for this future.

One of the first considerations is how they can use voice to engage with customers in an increasingly natural and simple nature. Today, it is usually easy to tell when you are speaking to a virtual assistant or chatbot, but in future, these interfaces will become harder to tell humans and machines apart, unless you are told.

This is an opportunity to offer personalised service in an automated manner—the human touch at machine scale. Brands that offer the best experiences through their conversational interfaces will have a competitive advantage. This will not just be about the AI driving the interaction, but also about how brands use data to personalise interactions and make them more relevant to customers.

How will you reach your customers?

Brands also need to decide how they will reach their customers in the first place – will they create services for platforms like Alexa and focus on mobile apps? Or will they try to take control of more of the digital first mile themselves? This will be a daunting challenge, but the rewards may be significant since the companies in the digital first mile will control the data and own the customer.

For this reason, we can expect to see those companies with the resources to do so focus on owning more of the customer interface and becoming the gateways to service and commerce for their client base. They will partner with other big brands to create platforms, experiences and digital destinations where customers can purchase a variety of goods and services.

Consider examples such as how Discovery’s Vitality weaves together healthcare, lifestyle brands and financial services, then think about how they might evolve in a digital world. Brands have long cooperated through strategies such as white label products, sponsorship agreements and distribution deals, but the next wave of digital change will take it to a new level.

As this shakes out in the years to come, brands will need to focus on building a technical architecture that enables them to rapidly partner with other brands to roll out innovative solutions and services. They will also need to consider how and where they will capture customer data and which touchpoints they can use to own the customer relationship.

The challenges will not be purely technical in nature. There is the human element of blending AI and people into ‘teams’ that deliver the best possible customer experience. Companies will also need to think about their business models and where they fit into the value chain. Those that align AI and data behind a coherent business strategy will be the ones who will win the first digital mile.

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