According to Deloitte’s Mobile Consumer Survey 2016 report, mobile hasn’t just reached saturating point (over 80% of the UK now owns a smartphone – and still annually growing at 7%), it’s become embedded in our day to day (and night to night) lives. We don’t just own a smartphone, we let it take over our lives – foregoing sleep or partner and friends asking us to put the thing away.
Here are the highlights and takeaways (all are UK statistics, from 3,251 respondents) from the Deloitte Mobile Consumer 2016 report:
10% of smartphone owners check their device immediately on waking up, with over two thirds of us checking our phone within 30 minutes of rising.
43% of us check our phones within 30 minutes of going to bed.
Half of smartphone owners aged 18-24 check their phone in the middle of the night (most of whom check the time, instant messages, social media notifications or email). If you’re not in that age bracket, it’s still 48% for 25-34 year olds, 37% of 35-44 year olds and 27% aged 45-54.
Next time you’re out with friends in a restaurant checking your email, or supposed to be out with the family, or just crossing the road, remember the two graphs above.
Friends Reunited, one of the UK’s Internet stars, announced yesterday that it will be closing in a month’s time.
In the UK, Friends Reunited was the Internet version of Woolworths – it’s a site which we all had some affinity to, but didn’t use, and are sad to see depart. How could this household name fail to succeed?
This evening I went to the latest Agile London event, hosted at Thomas Cook, at a supremely convenient location about quarter of a mile away from the Endava office.
Our host for the evening was Jesus Fernandez, the Development Manager at Thomas Cook. In a concise introduction he described how Thomas Cook has been consolidation pretty much everything – from its management team to the brands it was selling, to its technology platforms.
Whilst doing some research at work on innovation within the Publishing industry, a colleague of mine found a leaked report from the New York Times from March this year (the full article is at the end of this page).
At 94 pages, it’s a must-read for anyone within Publishing. I took 11 key points from the document:
(page 16) Hallmarks of disruptors… number 4: “Initially inferior to existing products.” This is so true. Almost every time we work on a new innovative project, there will always be someone criticising that product A does things better, or product B is more comprehensive. The answer is twofold – firstly, you can have something more superior, but it will take a lot longer and cost a lost more money; and secondly, it’s part and parcel of developing something new. Remember Twitter’s outages? Remember how basic Facebook looked?
This is the last post in the monetisation series. We’ve explored ten ways to monetise large digital audiences, from simple advertising to selling products. This post discusses ways of making money from data.
Data monetisation is one of the newest of all the models we’ve discussed in the series. And it’s probably the most misunderstood. When Facebook bought WhatsApp for $19 billion, it proved how valuable user data has become.
But customer data isn’t that new. The market for sales-leads data has been around for ages. The difference now is how that data is collected and ‘mined’. Data used to be scraped from public sources such as Companies House and Yellow Pages. Now companies are setup with the sole purpose of collecting information from users.
This is the penultimate post in the monetisation series. We’ll be discussing how to use premium mobile services to monetise digital properties.
‘Traditional’ premium rate services
There has been some negative publicity about premium messaging in the UK, mainly surrounding television programmes. One key issue is the “bill-shock”, of when a customer’s mobile phone bill arrives a few weeks later, and the customer is surprised at the number of premium messages they’ve sent during the month. Mobile operators have walked a tightrope by offering some payment opportunities on their customers’ handsets, without turning phones into complete wallets (yet).