Windows 10 shows the scale of Microsoft’s ambition

Windows 10 login

On July 29 – in just over two weeks’ time – Microsoft will begin the formal roll-out of Windows 10, the new edition of the Windows operating system for PCs and tablets (and Windows phones). It’s been the subject of a comprehensive beta-testing programme by around five million people since the programme was launched at the end of September 2014.

I’ve been part of this programme as a Windows Insider since last October, running the incremental builds of ‘Windows 10 Insider Preview’ as they become available on a couple of different computers, and providing feedback. It’s been a stimulating and most interesting experience so far; a few comments on that in a minute.

So starting on July 29, if your PC currently runs Windows 7 SP1 or Windows 8.1 you will be able to get Windows 10 at no cost by taking advantage of Microsoft’s free upgrade offer. If you’ve recently purchased a new PC running Windows 8.1, the Windows 10 upgrade should also be available to you at no cost and many retail stores may upgrade your new device for you.

Windows 10 is a huge deployment – Microsoft is rolling it out in 190 countries and in 111 languages. According to Terry Myerson, Microsoft’s man in charge of Windows 10, the launch will happen in waves starting with the Windows Insiders:

Starting on July 29, we will start rolling out Windows 10 to our Windows Insiders. From there, we will start notifying reserved systems in waves, slowly scaling up after July 29th. Each day of the roll-out, we will listen, learn and update the experience for all Windows 10 users. Soon, we will give a build of Windows 10 to our OEM partners so they can start imaging new devices with Windows 10. Soon after, we will distribute a build of Windows 10 to retailers all over the world, so they can assist their customers with upgrades of newly purchased devices that were originally imaged with Windows 8.1.

Now, here’s where things differ from every release of Windows that’s happened before.

In a presentation at the 2015 Microsoft Build developers conference in April, Microsoft CEO Satya Nadella spoke a bit about Windows 10, including these comments that provide some clear indicators on this version of Windows, its development, its release and its support that are quite different to what has gone before:

Windows 10 is not just another release of Windows, it’s a new generation of Windows. It is a very different Windows in terms of how we deliver it. It’s a service.

WaaS – Windows as a service. Not an attractive-sounding moniker but maybe something to get used to when you look at the global roll-out starting in a few weeks.

At the same event, Myserson said:

Our goal is that within two to three years of Windows 10’s release there will be 1 billion devices running Windows 10.

Those devices are not only the usual suspects (PCs, tablets, Windows phones) but also Xbox One, Surface Hub, HoloLens, bank ATMs, medical devices, and more.

With ambition at such scale, there’s no way you could sustain the physical manufacturing and distribution models of the past century. And something else to think about – how to persuade everyone on Windows 7 to move up to Windows 10.

Windows 7 domination

Free will help. But it will need a lot more than just that. I think word of mouth will help. Think of five million Windows Insiders and their opinions.

Looking at how previous versions of Windows have been produced and distributed, at end-user pricing that produced significant revenue over the years, Microsoft has been a discrete manufacturer where the product (mass-produced DVDs containing software, plus the packaging, etc) is manufactured and distributed through a supply chain to points of consumer sale – physical retailers, online shops, etc.

Now it’s about giving the software away at zero financial cost to consumers, wholly digital distribution, online support, online updating… these are the foundations for a new Windows ecosystem that will also offer developers an environment that’s eminently attractive, plus outlets in the shape of Windows Stores that will offer software created by those developers that work on any device Windows 10 runs on, making it easy for consumers to find (and pay) for the Windows 10 apps they want.

A familiar set-up if you think of how Apple and Google operate in their respective iOS and Android spaces.

In fact, that’s the landscape now – always-on devices, always connected online, able to automatically receive updates and new software on demand from online stores via a network connection typically wifi or cellular no matter where you are in the world.

Circling back to Windows 10 and my experiences with pre-release builds as a Windows Insider, my overall impression with the latest build I’m running (10166) is of a product that is exceedingly polished for a beta as I’d expect in a close-to-release version. I have it installed on a separate drive in a long-in-the-tooth Dell XPS desktop machine running Windows 7 SP1  with a 28-inch non-touch monitor; and as an upgrade to Windows 8.1 in a Fujitsu Stylistic Q704, one of the latest examples of an ultrabook with not only a touch screen but also the transformational aspect of separating the screen from a dock or keyboard to become a tablet.

In both cases, Windows 10 works out of the digital box, as it were – while early builds were understandably flaky at times (occasional system crashes, some native Windows 10 programs not working properly or at all), the last four builds in recent months have been almost flawless.

The Fujitsu machine in particular works exceptionally well, as if Windows 10 were designed precisely for a device like this (er…). It beats Windows 8.1 hands down in usability, intuitiveness, confidence and reliability. (I see Windows 8.1 to Windows 10 as you’d see Windows Vista to Windows 7.) And the venerable Dell works equally well running Windows 10.

None of my software that works on Windows 7 and upwards – and I have a lot of software – crashed or didn’t run on either device running Windows 10. Updating the operating system is transparent, behind the scenes and works.

In my book, all that makes Windows 10 an easy decision.

Barclays expands contactless wearables

Barclays bPay key fob

Barclaycard is to roll out a range of wearable payment devices that can be used to make ‘touch and go’ contactless payments across the UK, following the  launch of its bPay wristband last year.

The card issuer’s announcement yesterday notes that each device – an updated wristband, key fob and sticker – will use contactless payment technology and be powered by a secure digital wallet.

Barclaycard – part of Barclays Retail and Business Banking – is a global payment business. The devices can be used by anyone with a UK-registered Visa or MasterCard debit or credit card and be bought online or in high street stores from July.

On the Consuming Issues show on Share Radio UK yesterday, I discussed Barclays’ move with Sue Dougan in a five-minute phone chat that you can listen to in the audio embed below.

We discussed Barclays’ offering, how the technology works, the Apple Pay effect, the drivers that will make devices like these appealing to consumers, security and confidence in using such devices, and more.

Interesting times with mobile as trends clearly suggest a continuing move away from cash payments to cashless payments via methods like contactless payment, with further evolutionary (and probably disruptive) effects when Apple Pay launches in the UK in July.

Read more in a report in the Guardian, below, which I referenced in my discussion with Sue.


Powered by Guardian.co.ukThis article titled “Barclays expands contactless wearables” was written by Sarah Butler, for theguardian.com on Monday 29th June 2015 00.01 Europe/London

British shoppers could soon be paying for cups of coffee or trips on public transport by waving a keyfob or sticker, as contactless payment moves into newer wearable devices.

Barclays, which launched payment wristbands last year, is launching key fobs, an updated wristband and stickers that can be attached to any flat surface, including a mobile phone. The bPay devices can be used by anyone with a UK-registered Visa or MasterCard debit or credit card and bought online or in high street stores, including Snow + Rock, CycleSurgery and Runners Need, from next month.

The venture comes as mobile phone companies begin to muscle in on the payment market. Both Apple and Samsung are working on systems to make contactless payments in shops.

Apple launches its mobile payment system in the UK next month, which allows users pay for goods by tapping their phones on contactless card readers in stores. Unlike contactless cards, Apple Pay includes an extra security measure – tokenisation – which ensures that the card details stored on a phone are never passed to the retailer.

Barclays’ bPay band launched in the UK in July last year, but Barclays would not confirm exactly how many people had taken up the original band.

Mike Saunders, managing director of digital consumer payments at Barclaycard, saidcash-dominated transactions were being replaced by contactless technology.

The UK Payments Council recently revealed that cashless payments have now overtaken the use of notes and coins for the first time in the UK.

The bPay wristband, fob and sticker act like a contactless bank card, but must be pre-loaded with cash. Funds can be added online, via a mobile app or by automatic top-up. It is possible to own several devices and manage them separately so that, for example, a child’s pocket money can be loaded onto a sticker or fob.

Purchases of less than £20 can be made waving the band across the merchant’s sales terminal. Transactions of £20 or more require the customer to enter their pin to validate the transaction.

guardian.co.uk © Guardian News & Media Limited 2010

Published via the Guardian News Feed plugin for WordPress.

Shell’s big QR code experiment

Shell QR code

When I called in to a Shell station in Reading on Saturday to fill up my car with fuel, I noticed this banner attached to the side of the pump I was using.

“Fill up and go here with our speedy payment service,” it says. “Powered by PayPal.” And there’s a big QR code in the middle of the sign.

It’s called Fill Up And Go and the usage idea is simple:

You’ll be able to use it through the Shell Motorist App. Select a pump on the forecourt, enter the maximum amount you wish to spend, then scan the QR code or punch in the ID number at your pump, all from inside your car. The App then releases the pump for use and you can then fill up and go. When you’ve finished, a receipt will be automatically sent to your phone.

As it says, you use it with the Shell Motorist app for iOS or Android plus a PayPal account, the only payment method you can use. Shell says you can also use PayPal’s mobile app to pay for your fuel purchase. There is a transaction range: £20 minimum, up to £150 maximum (with the price of fuel these days, that maximum doesn’t seem too low).

Station LocatorShell announced this new service earlier this year, saying it was being tested and would roll out later in the year. Shell says it’s the first fuel retailer to offer such a service across the UK. The Shell station in Reading where I saw the banner is one I use pretty regularly, with my last visit about ten days ago. So the sign has appeared within the past week.

I’ve been using the Shell Motorist app for some time – to track loyalty points and see offers, etc – but hadn’t noticed reference to this new service until I looked for it.

And the app does mention it, with the Shell station locator map for my immediate area showing a station not far from my house that is participating in it. So that’s my destination when I need to fill up again, probably within a week or so.

I want to try it out, to see if it is a convenient and easy way to pay for fuel as Shell expects it to be. When it comes down to it, that’s what it has to be – convenient and easy – for it to gain consumer acceptance, especially when it comes to a technology like QR codes that you can’t say has had a warm reception, never mind gained universal consumer acceptance.

Much of the criticism is about how QR codes are presented by those who implement them, often in ways that are simply lame or even mind boggling. But there are great examples of imagination alongside the mistakes (some of the latter potentially brand-damaging such as what happened to Heinz recently).

In the case of Shell’s QR code experiment, I think it’s imaginative and likely to appeal to people who want greater convenience and ease of use when performing a task as mundane as filling up your car with fuel. No more walking over to a cashier and offering a card for payment, or fiddling with a pay-at-the-pump card system (although I can’t recall seeing one of those at a Shell station) – with the new Shell service, you just complete the transaction with your smartphone whilst sitting comfortably in your car.

Use of mobile devices is prohibited on most petrol station forecourts in the UK. But using this new Shell service should be dead easy from the driver’s seat. Then you get out of the car to fill your tank, get back in the car and drive away when done, with the payment receipt automatically sent to your phone.

I wonder how it could evolve in future. Maybe petrol stations could revert to the service ethic of yore when you had someone who came out to fill your tank while you stayed in your car. You’d add perhaps 10 percent to the cost as a service charge. A small price to pay for the convenience and comfort. Could be quite a service differentiator.

Perhaps something along the lines of what Shell reportedly started offering a few years ago.

shell-forecourt-service

But first things first. I’m looking forward to trying it and adding it to my list of imaginative uses of QR codes, not to the lame list.

Sprinklr raises $46m to build out an omnichannel offering: Experience Cloud

Empowered Customers

“Omnichannel” is a word to get used to as I expect we’ll hear this buzzword more and more as the technical marketing term to describe something relatively simple: the seamless customer experience. More on that in a minute.

It’s a word used in much of the media reporting on two announcements from enterprise social media firm Sprinklr yesterday, the first being that it had raised $46 million in new investment funding to value the company at $1.17 billion.

As Fortune magazine notes in its report, it’s a significant valuation increase in a short amount of time as Sprinklr’s last round of investor funding in 2014 valued the company at $520 million.

It’s Sprinklr’s second announcement yesterday that caught my attention most – the launch of the Experience Cloud, what Sprinklr describes as “a complete, integrated, and collaborative technology infrastructure that connects all of a brand’s social touch points.” It’s what they raised the $46 million for – to launch the Experience Cloud.

You’ll probably need a bit more than that to fully understand what Sprinklr is introducing, so here’s a 73-second video from Sprinklr explaining the Experience Cloud.

Let’s go back to the word “omnichannel.”

If we are in a world that’s about experiences, as many say we are – and as many of our own experiences as customers illustrate we are – then understanding the landscape and the behaviours of those in or on it become ever more important, whether you’re a marketer or a customer.

As good a definition of omnichannel as any I’ve seen comes from Omer Minkara, Research Director leading Aberdeen Group’s Contact Center and Customer Experience Management research:

Omni-channel: While companies using this approach also use multiple channels to engage their customers they distinguish themselves through two additional factors: consistency and focus on devices involved within client interactions. These businesses are diligent to ensure that their customers receive the same experience and message through different channels and devices involved within their interactions with the firm. For example, a company that provides customers with the ability to engage it through a mobile app, social media portal and website would be focused to ensure that the look and feel as well as the messages they receive across each touch-point are seamless.

It’s a bit wordy, but I’d say it describes what Sprinklr’s new offering is about. The above-all keyword is “seamless” as one differentiator from “multi-channel.”

Add to that this piece from Stan Phelps in Forbes magazine:

The Experience Cloud promises a unified view of the customer. It allows brand to manage a multitude of touchpoints. The key question is speed. The problem for most organizations is that response times differ whether its social, phone, chat, e-mail, or snail mail. Sprinklr’s offering allows all of these channels to managed from one central hub. It allows brands to take a channel agnostic view with the ability to deploy resources and a workflow for each interaction. The biggest benefit is that response time can be greatly improved.

And in a marketing email coinciding with yesterday’s announcements, Sprinklr Founder and CEO Ragy Thomas says:

We believe every business must focus on delivering relevant experiences at every social touchpoint.

If you agree, then Experience Cloud may be for you.

Worth a look.

Check out Sprinklr’s infographic:

Disconnected Experiences and Connected Customers [Infographic]

Rays of light amongst the gloom in the 2015 Trust Barometer

2015 Trust BarometerIf you glance through the 2015 Trust Barometer published by the Edelman PR firm on January 20, you’d be forgiven for thinking that things are bad if not dire everywhere.

The report – marking the 15th consecutive year Edelman has been publishing this – contains the results from surveying 33,000 people in 27 countries in order to paint a picture of public trust in business, the media, government and NGOs in those 27 countries and averaging across the world.

The data Edelman gathered from conducting the survey during the final quarter of 2014 enabled them to glean insights and come to some credible conclusions on the general state of trust around the world.

Three headline metrics paint a pretty bleak picture:

  • Trust in institutions drops to the level of the Great Recession (let’s start with the headline of the press release, referring to the global economic downturn that began in 2007/8).
  • Trust in government, business, media and NGOs in the general population is below 50 percent in two-thirds of countries surveyed.
  • Informed public respondents are nearly as distrustful, registering trust levels below 50 percent in half of the countries surveyed.

This picture is well presented in a chart that Edelman calls “The New Trust Deficit” showing that nearly 66 percent of countries are now distrusters among the general online population.

The New Trust Deficit

Each country has its own story to tell that throws some light on individual findings, as Edelman CEO Richard Edelman notes in the introduction to the report’s Executive Summary:

[…] We see an evaporation of trust across all institutions, as if no one has the answers to the unpredictable and unimaginable events of 2014. For the first time, two-thirds of the 27 nations we survey (general population data) fall into the “distruster” category. The horrific spread of Ebola in Western Africa, the disappearance of Malaysia Airlines 370 plus two subsequent major air disasters, the arrests of top Chinese government officials on corruption charges, the foreign exchange rate rigging by six of the world’s largest banks and the constant drumbeat of data breaches, most recently from Sony Pictures, have shaken confidence in all institutions.

In reviewing the 48-page report as well as the shorter summary, I was struck by these findings:

  1. The top three most credible spokespeople for an organization continue to be –
    – Academic or industry expert
    – Company of technical expert
    – “A person like yourself”
  2. There are further declines in CEO credibility as a spokesperson to the extent that this report shows that CEOs are not credible as spokesperson in three-quarters of countries surveyed. That is staggering.
  3. The pace of development and change in business and industry is far too fast for 51 percent of survey respondents, with not enough time spent on development and testing of products before the rush to market.
  4. Drivers of change in business and industry are perceived to be about technology, business growth targets, greed and money, and personal ambition. Improving people’s lives and making the world a better place hardly get a look in, with both factoring below 30 percent.
  5. 51 percent of respondents said the most important role for government in business is to protect consumers and regulate business.
  6. Most countries trust local governments more than federal or central governments. Although the numbers for individual countries vary widely, the global average comes in at 50-50.
  7. Search engines are now the most trusted sources for general news and information – very bad news for the monolithic model of mainstream media – with a 72 percent trust rank.
  8. Search engines are now the first source survey respondents go to for general information, breaking news, and to confirm or validate news. Search engines are way out front as first sources for general information and to confirm/validate news, and equal with television as the first source for breaking news.
  9. Put number 7 another way – for the first time, online search engines are now a more trusted source for general news and information (64 percent) than traditional mainstream media (62 percent).
  10. 63 percent of respondents said they refuse to buy products and services from a company they do not trust, while 58 percent will criticize them to a friend or colleague. Conversely, 80 percent chose to buy products from companies they trusted, with 68 percent recommending those companies to a friend. Such stated behaviour should be of little surprise to anyone in advertising, marketing and PR, although the high percentages in each case might be.

There is much more to digest and consider in this excellent report, available on free download.

And what about the “rays of light” I mentioned in the headline of this post? To me, that’s about some of the ten points above that I see as opportunities for organizations – whether business, media, government or NGOs – who recognize the continuously-changing and -evolving landscape and look upon it as a place to be that builds connections, trust and understanding between people for mutual benefit. Opportunity is knocking.

Finally, Edelman has a short video that will take you on a tour of the 2015 Trust Barometer. Worth two minutes and forty seconds of your time.

Making a QR code useful isn’t rocket science

Scan this QR code for more information...A technology that’s often subject to much criticism is QR codes, those square symbols that enable a barcode scanning app on your smartphone to interpret the data they contain and deliver information to you when you scan them

Much of the criticism is about how QR codes are presented by those who create them, often in ways that are simply lame or even mind boggling.

But when you see a great example of how a QR code is being used to convey useful information on a practical level, that’s when you see how genuinely useful they can be in terms of the information they enable you to access or the experiences they enable you to enjoy, or both.

I’ve written about QR codes quite a bit in this blog, highlighting the good and the not so good. Here’s another example, definitely for the ‘good’ list.

I spotted this QR code one evening recently as a key element of a sign on a bus stop in Wokingham, the town in southeast England where I live.

Next bus

Quite simple – scan the QR code to get information on when buses are due to arrive at that particular bus stop.

So you scan the code with your phone, and get a result like this:

nextbus

It tells me quite clearly when I can expect the next bus. If I were waiting for a bus at that stop, perhaps just arriving there, I’d find that useful. As the sign shows, I have other options to get information. There’s also the real-time display on the bus stop itself, bringing in bus timetable information by wifi to display.

Plenty of choices.

While this is a simple example, it does demonstrate how to add a method of access to information that will appeal to some people, some bus travellers in this case. Not everyone will be interested or even have a smartphone with them. But if you are and you do, then this is a good example of offering something useful to your audience that will appeal to some of them, and that requires little effort (or real cost) to implement.

Crucially, it is available to the consumer at no cost other than any charges related to data use via their carrier’s cellular or wifi network.

It reminds me in a small way of the Monmouthpedia experiment a few years ago – access via QR codes to useful information in a town where you could get a great network connection (and, so, access to the content) that will appeal to some people, not necessarily all of them.

monmouthpediaqrshirehall.jpg

The biggest barrier that stands in the way of wider acceptance and use of QR codes is the simple fact that every mobile phone with a camera needs a barcode scanning app in order to make use of QR codes. Currently, no phone from any UK carrier comes with such an app already installed – you have to find one in an app store, download it and install it.

As soon as such apps come with a phone – perhaps as part of the core apps, or the extra software mobile operators typically install – we’ll all be ready. Then it’s up to the advertisers, marketers and communicators to attract our attention, interest, desire and action with the application of something imaginative and compelling.

Something that will make me scan your code. Because I can.