The Australian Tax Office has warned those who make money from YouTube are “performing artists” who can be liable to pay income tax. An ATO ruling recognises application of above-average special professional income provisions to individuals who earn income from uploading videos on YouTube. Big Australian names on YouTube include beauty vlogger Lauren Curtis, who has 2.6 million subscribers to her self-titled YouTube channel, and Jason Simper, who has 715,000 subscribers to his Simple Cooking channel. Simper told SmartCompany his YouTube channel is now his full time job. He makes over $100,000 a year from his channel but says there is unlimited opportunity. "It's pretty much the sky is the limit. If you have that niche that strikes a chord with people there is a lot of potential." But Simper says producing a YouTube channel is also hard work. "You can't drop the ball as things are always changing on YouTube," he says. "It is a smaller market [in Australia] which can make it more difficult." Tim Cooper, co-founder of BoomVideo, an Australian YouTube certified multi-channel network, represents a number of YouTube stars including Simper. Cooper told SmartCompany some vloggers earn “six figures a year” on YouTube, but for the majority the video-sharing platform is just a hobby. “Its not a silver bullet creating a YouTube channel, it’s not guaranteed money and the creators who have turned it into a full-time job have more often or not spent years of hard work creating an audience,” Cooper says. He says it takes “hundreds of thousands or millions of views a month” to monetise a YouTube channel. Cooper says YouTube businesses should have been disclosing their earnings anyway if they have reached the tax thresholds. “When YouTube creators turn from a hobby into a profession they often get professional advice on the best way to set up those earnings,” he says. Paul Brassil, partner in Private Clients at PwC, says the ruling is an acknowledgement by the ATO that performers seek to gain income via YouTube and other digital means. “It’s a perennial question when people start to do things that stem from a passion or hobby, when does it become a business activity?” he says. “The old adage is that if you are making a profit it must be a business; if you are making a loss it must be hobby. But it’s not quite that straight-forward.” Brassil says the ATO looks at all the circumstances including regularity, business plan and a view to making a profit but “you are unlikely to convince the ATO you are not carrying on a business if you are making a lot of money.” According to Brassil, the vast bulk of people who put things on YouTube do not make a profit. “For the few that do strike it lucky the ATO is now saying … in the YouTube arena it is regarded the same as someone going and playing a gig or getting a recording contract with Sony or something.” Brassil says this is a “salutary warning” to those who have not been declaring income and has broader implications for anyone making an online income. “All forms of internet commerce need to address this question.” This story originally appeared on SmartCompany.
With the pervasiveness of social media, it is still an unanswered question as to how fundamental a role it plays in everyone’s lives. Part of the complexity comes from the fact that we regard social media as being a uniform thing. That may be true in as much as what we are doing on social media is sharing something with one or more others, but actually that is not the case for most people. A large number of people never share anything directly themselves. In the case of Twitter, 44% of users have never tweeted. Of those that had, a further 43% had not tweeted in the last year. The situation with Facebook is similar, although as there are more ways to interact on Facebook, the number of people at least “liking” posts is higher than the number actually posting content themselves. Videos and photos drive our use Surveys carried out by the Pew Research Center all show that the majority of people, are consumers of content on social media platforms, not producers. Seeing photos and videos is given as the leading reason for women, and a major reason for men, for using Facebook. In the Pew Research’s annual social media survey, picture sharing site Instagram grew the most of any social media platform in 2014. Instagram is now more popular than Twitter. For Facebook, Instagram’s owner, this is welcome news because its main platform has stopped growing in the US, sitting on 71% of the US population of Internet users. % Adults using Social Media 2014 It is older Gen X that are leaving Facebook - not teenagers Although a large part of the growth in Instagram’s users has come from the 18 - 29 year olds, it is the 30 - 49 year olds who have abandoned Facebook, with a 6% decline over the previous year. This group seems to have moved to Instagram as well. Twitter hasn’t fared particularly well in another measure, that of the number of users who use the site daily. Whilst Facebook and Instagram have seen an increase in the number of users that use their sites daily, Twitter has seen a decline of 10% to only 36% of users admitting to using it daily. Frequency of social media site use (Pew Research Internet) Facebook rules as Twitter struggles The overall takeaway from the Pew’s social media survey emphasises Facebook’s dominance when it comes to social media. On the flipside, Twitter continues to struggle, which is bad news for a company that has yet to find a way of making money that doesn’t alienate its users even further. Right now, Twitter has launched its “sponsored tweets” which appear regularly in a user’s stream, interestingly, more frequently in the mobile version of Twitter than the web one. It also has started “sponsored following” that makes it look like people are following specific brands. This has drawn fire from celebrities in particular who claim that this makes it look like they are endorsing specific brands by following them, when they haven’t. The other key feature of the survey is the centrality of photos and videos as the favoured things people like to share and see. On this basis, a site like YouTube, which has 1 billion users would rival Facebook as the second most popular social media site. YouTube is not normally considered to be a social media platform, even though its purpose is to share content with other users. Facebook and Twitter turn to video Facebook is ramping up its efforts to compete with YouTube for video. Last year, it featured exclusively on its site, short films based on the “Twilight” story. It won’t be surprising to see Facebook compete with YouTube on the content production side as it continues to extend its platform into even more of a media site. Twitter is also planning to release its own video service in the next few weeks. Given the nature of the network, this is still focussed on people sharing video that they capture and edit themselves and so will presumably not encourage people to use it as a general video streaming service with shows and films like YouTube. Social media, not quite as revolutionary as claimed Social media has stopped short of the revolutionary technology that was supposed to transform society and our daily lives. It has become embedded as a good platform for content and information which overall, is largely positive. With new platforms like ello failing to gain traction, it is unlikely that Facebook’s dominance will be challenged. Any changes in the social media landscape are likely to come from new features that Facebook implement rather than newer players in the market. Twitter’s future is much more precarious and it is hard to see them being able to continue for very much longer in their current form. This article was originally published on The Conversation. Read the original article.
Payday lender Nimble is reportedly in the process of pulling an ad promoting its loans as a means to pay utility bills, after it was accused of misleading consumers and exploiting people in financial hardship. Nimble is the latest payday lender to face scrutiny for its advertising, after Paid International was last year fined $30,600 by the Australian Securities and Investment Commission over ads found to have misled customer about the time it took to process loans. The Nimble television commercial shows a man taking a shower when his hot water is suddenly cut off. He is then encouraged by Nimble’s rabbit mascot to use a loan to pay for the bill. The ABC reports the advertisement will be pulled from airwaves but it was still available on YouTube at the time of publication. Consumer advocacy groups have accused Nimble of misleading customers about their options when facing financial hardship. Gerard Brody, chief executive of the Consumer Law Centre Victoria, told SmartCompany utility companies are legally required to offer hardship payment options to customers, which would be at a significantly lower cost to a consumer than that of a loan obtained through a payday lender. “The ad suggested customers should get a Nimble payday loan to cover financial hardship and we think that is pretty irresponsible,” says Brody. “No one needs to get a payday loan.” Brody says Nimble has “wilfully ignored” including a legal warning about other payment options in the advertisement. He says Nimble has a second commercial that relates to telephone bills, which is still being broadcast, and the Consumer Law Centre has raised similar complaints about the ad. He says telecommunications companies have similar legal obligations to their customers to provide payment schemes in times of financial hardship. When asked if the matter could potentially be referred to the Australian Consumer and Competition Commission, Brody said it would be hard to argue Nimble had engaged in misleading conduct. “But we think it’s irresponsible and against the spirit of the law, even if it’s actually not misleading anyone,” he says. “A payday lender should not be advertising or offering quick cash to those experiencing financial hardship. There are much better options." Brody says Nimble also offers very expensive default fees and dishonour fees that could potentially create a “double effect” for those struggling financially. *Nimble chief executive Sami Malia told SmartCompany Nimble's advertising is in line with all relevant codes and regulation and was not intended to be taken literally. "Most people find themselves short of money at one time or another, and our ads are designed to engage people around that generic situation," says Malia. "However, following feedback that some people could take one of our ads literally, and despite the fact we advise applicants to speak to their utility provider on our application form, we have decided to cancel the ad around the gas bill and are currently reviewing all our ads." He says Nimble's customers are not "who you would expect". "Our customers may not be who you would expect. They are employed, many have incomes over $100,000, and are financially responsible, typically with a perfect credit history," he says. Malia noted Nimble does not lend to people who are fully dependent on Centrelink benefits, approves only one in four applicants and "protect[s] our customers with capped fees and revised schedules, so there’s no chance of a long term debt spiral." This story originally appeared on SmartCompany.
A Melbourne-based startup is looking to make it easy to create fun, visual polls to drive user engagement for businesses and publishers. Chant, a mobile-first app, launched a public beta version this month so users can put together opinion polls using images, Tweets and YouTube videos quickly and – most importantly – for free. Co-founder Matt Garrett told StartupSmart Chant is “a lot richer” than a simple text-based polling experience. “It’s not limited to the big publishers or your individual bloggers, it’s targeted to the whole market out there,” he says. “It’s about simple polls in a matter of minutes that look great and can be used across platforms.” Garrett says Chant is looking to rival – and eventually replace – the polling service Polar, which was recently acquired by Google. After being acquired by the tech giant, it was announced Polar would leave the market in mid-2015 and its team assigned to Google+. “Polar had some great successes and we think there is a gap in the market now,” Garrett says. “There are more complex systems out there, but there’s not anything else out there to rival Pollar and we definitely think we have some product features that will not only match it but add to the experience.” Online polling is potentially worth big money, with popular platform SurveyMonkey raising $250 million in equity financing last month – meaning the company is now valued at around $2 billion. As for Chant’s target market, Garrett says the startup will “definitely” have its sights set on tech companies and small businesses. “It’s really easy to create a graphic and visual poll to allow your users to give you responses around what products or features they might prefer,” he says. “Or, in sport, it would be which catch was better or who was best on field. And in a politics or news environment, I can think of a number of examples.” Garrett says the company has a lot of exciting ideas up its sleeve “for the longer roadmap”, but will initially focus on what works and what doesn’t. “We’ll just see what the new year brings. The next two months are about creating that buzz and seeing what the response is in the market and we’ll tailor our response from there.” Follow StartupSmart on Facebook, Twitter, and LinkedIn.
It’s been a big year for the Australian startup ecosystem. Success stories like Atlassian and Campaign Monitor continue to go from strength to strength and the ecosystem is growing. According to the Australian Private Equity and Venture Capital Association the 2014 financial year saw the highest level of venture capital activity in dollar terms over the last 10 years. That uptick was despite “tough fundraising conditions” and the federal government’s termination of the Innovation Investment Fund weighing on local venture capital activity. Here are some of the startups that contributed to the ecosystem’s success and caught StartupSmart’s eye over the past year. In no particular order: 1. Eyenaemia What better way to begin than with a startup that literally wants to save people’s lives. Anaemia, a deficiency in the number or quality of red blood cells, currently affects an estimated two billion people worldwide, including 293 million. It is the cause of 20% of maternal deaths every year. It’s an easily treatable condition but is often symptomless. If left untreated it can lead to serious complications. Eyenaemia has developed a simple non-invasive treatment, which allows anaemia to be diagnosed through a mobile app, and a quick selfie. They won the Microsoft Imagine Cup, and are currently conducting large scale field tests to confirm their solution works. 2. Canva Sydney-based design startup Canva’s goal is no less ambitious – it wants to “democratise design”. This year it rolled out its design marketplace, which allows professional designers to contribute layouts and earn royalties every time their designs are purchased. Perhaps most significantly, it also signed up Apple’s original Mac evangelist, Guy Kawasaki, as its chief evangelist. 3. Scriptrock Startmate graduate ScriptRock, an Australian IT DevOps company, raised $9.8 million in a Series A round, led by August Capital. Also participating in the round were Peter Thiel’s Valar Ventures, and Square Peg Capital. As of August, less than 12 months after launch it had signed up 600 customers and is looking to scale up growth. 4. CoinJar Australia’s leading bitcoin startup left Melbourne, setting up its headquarters in London, a city competing with Australia to be the world’s leading fin tech startup location. The relocation is part of the startup’s grand plan to expand into Europe. It also released Australia’s first bitcoin debit card, which enables bitcoin to be used to pay for goods and services anywhere where debit cards are accepted. If (when) digital currency becomes mainstream in Australia, there’s a good chance CoinJar will have had a lot to do with it. 5. Invoice2go Invoicing app startup Invoice2go was one of Australia’s big startup success stories of 2014. Founded by Chris Strode in 2002, in 2014 the startup raised $35 million led by Accel Partners and supported by Ribbit Capital. It’s got serious traction in the form of 120,000 customers and is looking a potential market of 100 million. 6. LIFX After holding one of Australia’s most successful kickstarter campaigns, smart lightbulb maker LIFX took out the top award for smart systems in the consumer goods category at the 2014 Edison Awards. It then partnered with Sequoia Capital and raised $12 million in Series A funding. It wasn’t without setbacks, however, after concerns emerged that its light bulbs could be hacked, leading to debate about the security of IoT devices. 7. VentureCrowd Australia’s first equity-based crowdfunding platform, VentureCrowd helped facilitate the raises of two companies, opening up a new way for startups to raise capital. Transportation network and mobile payments startup ingogo used VentureCrowd to raise $1.2 million of a $9.1 million raise in September. It then helped fashion startup Fame and Partners raise $50,000 of a larger undisclosed funding round. With regulation that will open up equity crowdfunding to retail investors expected to arrive mid next year, these two deals look like just the first of many. 8. OneShift Online recruitment platform OneShift has grown to service 400,000 job seekers and 35,000 businesses. The platform, which founder Gen George describes as a “dating website for jobseekers”, matches employees with businesses looking for anything from one-off shifts, causal work, or permanent employment. The startup impressed Reddit co-founder Steve Huffman at a pitch session at Above All Human in Melbourne earlier this month. 9. That Startup Show The web-series produced in Melbourne wasn’t even a startup when it launched. Since the pilot episode launched on YouTube in August, the series has attracted more than 110,000 viewers across Australia, Europe, Asia, Canada and the United States. It secured angel funding from Alan Jones and technology foundry Digital4ge and completed filming its first season. Co-founder Ahmed Salama says the vision for That Startup Show is to provide a voice for startups not just in Australia but around the world. It’s also been negotiating with a number of possible distributors, including TV networks. 10. Shoes of Prey The Sydney-based online retailer is taking on the world. Earlier this month it raised $6.5 million from US-based Khosla Ventures in December. Those funds will be used to finance its bricks-and-mortar expansion in markets, including the United States. It’s already opened an office in New York and will be available in Nordstrom stores in Seattle, Washington, California, New Jersey, Illinois and New York. Follow StartupSmart on Facebook, Twitter, and LinkedIn.
It’s January 1, 2015. You’ve put on four kilos over the last 10 days, having stuffed your face with empty carbs – delicious empty carbs – and feel somewhat guilty. So you make the resolution to join a gym, in order to lose that extra weight and then some, and be in good shape for the rest of the summer! You go out, purchase the 12 month gym membership – for value – and stop going approximately three weeks in, when your joints start aching and the memories of your recent gluttonous activities have faded. The problem? Your resolution sucked. ‘Getting in shape’ is an ambiguous goal. How do you know when you’re in ‘shape’? To have a better chance of keeping the resolution you need to get specific. Say, for example, to lose 8kgs by the end of March. This gives you something quantifiable to work towards. You can track your progress. Measure your gains (or in this case, losses). And there’s a clearly definable point at which you’ve succeeded at your resolution. So what does all this have to do with startups? Well, if you’ve been following along with the previous articles in this series, at the least you’ll have a lean canvas drawn up and filled with some assumptions you plan to test. But before you get to testing, you need to clearly define what results will validate your idea, and what falls short. In some cases this will be an obvious pass/fail type outcome, in others cases you will need to be far more specific. And it should go without saying that you need to track your progress as you go. Tracking your progress, along with knowing your metrics, is crucial to your startup’s success. But it isn’t as straightforward as you may think. It’s easy to get caught up in tracking the wrong types of metrics: ones that don’t actually give you an indication as to the health of your startup. Such metrics are often referred to as ‘vanity metrics’, because they sound good but don’t really say much. An example of this is ‘our product has been downloaded over 1 million times’. Sure sounds impressive, right? But how do you know. The fact that it has been downloaded a lot tells you nothing of the state of the product. And any savvy person in the startup scene will see through this type of metric immediately. Metrics that matter tend to be time sensitive. ‘1 million downloads in the last month’ is far more encouraging than the first statement. Better still is ‘1 million active users per month’ – indicating that not only is your product popular but it has sufficient value that people are engaging and staying engaged to some degree. The vanity metrics steal the headlines, but the metrics that matter are those that tell a more substantial story. So what type of metrics should you focus on at this early stage in your startup? Entrepreneur-turned-investor Dave McClure came out with a guide that goes by the acronym AARRR (which you can view in full via his presentation ‘Startup Metrics for Pirates’), which stands for Acquisition, Activation, Retention, Revenue, Referral. In more detail, this looks like: Acquisition: The various channels by which people find out and visit your startup. These include both offline and online channels, ranging from traditional advertising in print, events, and PR, to more modern channels like SEO, AdWords, and content marketing. Activation: The moment a person uses or experiences your product/service for the first time. Note this is not the same as someone visiting your page or downloading your app. Examples of ‘activation’ include the first time you rode in an Uber cab, or the first time you ‘tweeted’ something on Twitter. Merely signing up to a service or downloading an app does not necessarily count as activation. It is the moment a person becomes a user of your product/service. Retention: Once a person has ‘activated’ and becomes a user of your service, do they come back? A user who comes back to your product/service post their first activation experience signifies that you have created something of value – one of the strongest indicators that your assumption about the problem you are solving is correct. That they come back, and later, how often they come back, are key metrics that you should be paying attention too very early on. Revenue: This one is the most straightforward of the lot. The more revenue you earn for your product/service, the better! It doesn’t apply to all startups – there are now countless examples of companies that have been valued at and acquired for extremely large sums of money without ever seeing a cent in revenue – but for the vast majority of startups, revenue is a significant metric. Referral: This refers to the organic growth of your startup. To achieve what is known as ‘viral growth’, you will need every person who uses your product/service to actively refer more than 1 new person to your product/service. Very few businesses ever achieve viral growth, and even then it is more common in business to consumer (B2C) products/services like social networks and games. There are a lot of potential metrics to pay attention to, as outlined above. The approach you must take when starting out is to focus primarily on Activation and Retention. If you can create a product/service with strong metrics around Activation and Retention, you will have something worth paying attention to. You are far better off finding 100 people who absolutely love your product/service and could not live without it, than having 100,000 people who have tried your product/service but are only lukewarm about it. So that’s it for the series, you’ve now got the know-how, the inspiration, and the time to make something happen over the coming holiday season. Good luck and let us know how you go via twitter with the hashtag #2015istheyear. Amir Nissen is program manager at AngelCube This is concludes our #2015istheyear series. Good luck! Part one – 2015 The year for my idea. Part two – How to validate your idea this Christmas. Part three – How Ash Davies created his ‘YouTube for books’ startup Tablo. Part four – Why ‘manual first’ can help you MVP quicker. Part five – David Chung of etaskr on chucking in corporate life to chase the startup dream. Part six – How this Aussie startup plans to become a leading player in the booming world of bitcoin. Follow StartupSmart on Facebook, Twitter, and LinkedIn.
How this Aussie startup plans to become a leading player in the booming world of bitcoin: #2015istheyear12:53PM | Thursday, 18 December
Today I’m joined by Asher Tan from CoinJar, a startup that lets you buy, sell, and manage your bitcoin. CoinJar was founded by Asher and Ryan Zhou in mid-2013 and it’s been a whirlwind ride ever since. With something in the area of $50 million worth of transactions in their first 12 months of operations, they now have a team of 12 people and offices in Melbourne and London, as they look to become a world leading bitcoin exchange. AN: Asher, thank you for taking the time with me today, I know you just arrived back in the country from the new office in London. How is that going for you? Asher Tan: London is great. It’s one of the finance centres of the world. The UK have very progressive laws relating to bitcoin that make it an attractive market, and one that we will be focusing our efforts on in the coming year. AN: Nice one. To take it back to the beginning, can you tell us what you were doing before startups? AsherT: I was working as an analyst, writing economic forecasts for a large firm. AN: And so what made you want to do a startup? AsherT: I’ve always enjoyed building and creating new things. And I think I’ve always had the startup bug in me, it just took a while for me to find it! In my previous job I had a small team working with me and tried to cultivate a close bond within the team, in order to reach and surpass our targets. The thing was, we bonded so well and met all our targets easily, yet head office didn’t want us to do any more and probably viewed us as loose cannons. AN: Was there any trigger point, any incident in particular that spurred you into action? AsherT: Nothing specific, I was gradually getting more and more immersed in the local startup eco-system, going down to events, making friends with people actively working on startups. Reading all of Paul Graham’s essays on the subject. Seeing other people build and create great product and companies – I wanted to do it too! AN: So how did you get the idea for CoinJar then. Were you on the bitcoin train from the early days? AsherT: I had been working on a completely different idea for a good six months before applying to AngelCube. I met Ryan online and another partner at a networking event, and we applied to AngelCube. During the interview process, they told us that they liked the team, but not the idea, and that if we wanted to get in we should change the idea. At the time I thought it was like Dragon’s Den or The Shark Tank, and they were testing us to see our commitment. Turns out it wasn’t a test. So over the weekend we brainstormed a bunch of other ideas, and CoinJar was the one we agreed upon. Thankfully AngelCube liked the idea as well, and the rest is history! AN: Haha, too funny! It sounds like you’ve never been short of ideas… When did you know that this was the one? AsherT: The early signs were good, even during the first few weeks of AngelCube it was obvious that we were having early signs of success relative to the other teams. For a while things were very stressful, but one of the mentors at AngelCube reminded us that the stress was due to our product being too popular, which is a really good problem to have. It wasn’t too long into the CoinJar journey that we did our first million in transactions. From that point onwards there wasn’t a doubt in my mind. AN: Indeed. Given how fast things have been moving with CoinJar, I’m sure you’ve hardly had time to take it all in. But to date what would you say has been the biggest lesson learnt? AsherT: When you can't figure things out that's what your co-founder is there for. Ryan built bitcoin businesses before, and especially at the start of our journey it was him leading the charge in terms of what direction we should take, what we need to build, etc. Some of his ideas were crazy, and we spent many a night arguing over what was worthwhile and what was not. Thankfully most of his ideas were right! AN: Excellent! And just lastly, do you have any advice for the would-be entrepreneurs out there reading along and getting inspired to be the next Asher Tan and Ryan Zhou? AsherT: Hustle. You have to use every resource at your disposal to keep your startup alive. At the end of AngelCube all the teams went to the US as part of the program, with the goal of raising a seed round. As a group we went down to a startup trade show called TechCrunch Disrupt, the thing is, all the other startups looked very slick and professional, with banners and display monitors and everything. As a three-month-old startup we had none of this. So what we did was go down to Best Buy and purchased the biggest screen we could get our hands on. We were careful to take very good care of it whilst in our possession and not remove any of the stickers. As a result, we were the only AngelCube team to have a display monitor in our booth, which we returned as soon as the trade show was done, so it cost us nothing”! AN: Wow, thanks a bunch, Asher. Best of luck with CoinJar in the coming year. Amir Nissen is program manager at AngelCube This is the part six of our #2015istheyear series. Part one – 2015 The year for my idea. Part two – How to validate your idea this Christmas. Part three – How Ash Davies created his ‘YouTube for books’ startup Tablo. Part four – Why ‘manual first’ can help you MVP quicker. Part five – David Chung of etaskr on chucking in corporate life to chase the startup dream. Follow StartupSmart on Facebook, Twitter, and LinkedIn.
Today we’ve got a case study of the corporate kind, bringing you up close and personal with David Chung, co-founder of etaskr – an online resourcing platform that is an enterprise software version of sites such as freelancer and oDesk. It aims to connect those looking for workers inside an organisation to those looking for work. The etaskr story is an interesting one because its roots stem from the corporate world, a world many consider to be diametrically opposed to the world of startups. Unlike many startup stories you hear emanating from entrepreneurship hubs like Silicon Valley – where the founders are college dropout computer hackers who built an app over a beer-driven weekend – etaskr was founded by two work colleagues who left the security of corporate life to pursue their dreams as entrepreneurs. I had the chance to sit down with David and find out what it was like to move from corporate to startup, how it helped, what adjustments needed to be made, and what he would have done differently if he had his time over. AN: Firstly David, can you give us a quick idea of your background? DC: I went along a pretty well-trodden path of good marks, a double degree in commerce and law then getting a few graduate offers of which I chose a management consultancy position at KPMG. I quickly realised that this was not going to work for me and I made the life-changing decision to resign. Serendipitously, I was recruited for a position in the innovation department at KPMG as an innovation analyst, and that I feel is the key moment that has led me to this great path of building a startup. AN: Interesting. So what was working in the innovation department of a large corporation like? DC: At the time, it was really exciting. We had a framework that was heavily directed by your own creativity that moved projects from ideation to testing as quickly as possible. Then if we got the right signals we would go to pilot and then production. Looking back on it now though, it’s a much more conservative approach to building a startup but you’re solving your company’s problems and things move a lot slower because of how many stakeholders you have. It was certainly much more suited to me than consultant life though. AN: OK. And how did you manage that transition? DC: My manager and mentor Tom was really helpful, plus some books he recommended I read, namely: The Lean Startup by Eric Reis, and The Little Black Book Of Innovation by Scott Anthony, the latter dealing with corporate entrepreneurship. I think my people skills helped too as I got on really well with one key product developer, Pat, who helped teach me about product management, and we built some really cool things together. He eventually became my co-founder! AN: So what triggered you to leave corporate innovation and get into startups? DC: Well, funnily enough, I was researching an idea for work that involved co-working spaces. I made a visit to Inspire9 and while I was there I was explaining to Nathan (co-founder of AngelCube) what I do. He asked me if I had any ideas of my own and that if so I should apply to AngelCube as applications would be open for another week. Well, that got me thinking and back at work I asked Pat if he would be interested in joining me. He did, we drew up our plans for world domination, googled how to pitch and a few weeks later got in! AN: Sounds like it all happened rather quickly! DC: Yeah, it was crazy. We had to commit to AngelCube full-time, but to do that we had to resign from KPMG with one week’s notice! Thankfully, my boss at KPMG was really understanding. He told us that he knew that we would one day apply everything we’d been doing and learning to the big bad world and we’d fly the coop. I felt like Anakin Skywalker saying goodbye to Obi-Wan – before he turned to the dark side of course. We still keep in touch and he’s one of our biggest supporters. AN: And the idea for etaskr was one you picked up whilst at work? DC: So we got into AngelCube with a different idea, but they invested in us as a team, not the idea. So we decided to park it for a couple of days and just throw ideas around to see if we could come up with something a bit juicier. And so etaskr was born. The idea was heavily based on solving our own problem of working as consultants and being ‘on the bench’. It’s exactly what it sounds like – there’s not enough work and you sit on the sidelines trying to look busy. Not having much work might not sound like a big problem to those who haven’t worked inside a big firm, but it’s a nightmare. You go from being motivated and ambitious to frustrated and anxious – but you’re told it’s all part of the job. What we’ve realised in the startup world though is that you don’t just have to accept that – you can build crazy solutions that can change behaviour. AN: How did you find the shift from corporate life to startup life? DC: Pretty huge. First your mindset around ‘work’ completely changes. You no longer clock on, do your structured tasks that are managed and reviewed then clock off. You’re constantly thinking about creative, meaningful things you can do for your startup. It doesn’t really feel like work anymore – well apart from the compliance stuff – but you bring so much more energy into it because you don’t see it as doing something for a pay cheque. You’re doing something you’re crazy about! AN: Cool. This has been great! Just lastly, what advice would you give to people working in the corporate world who are at this moment thinking about doing a startup? DC: If you’re feeling underappreciated, disengaged and underutilised at work – well first off you should pitch etaskr to your boss because you’ll begin discovering awesome opportunities inside your company you never knew existed. But secondly you should trust yourself to go out and build your own dream instead of someone else’s. It’s a huge learning curve, or learning cliff face as I like to call it – but startups bring the best out of you. To sum up – smart people should build things! Amir Nissen is program manager at AngelCube This is the part five of our #2015istheyear series. Part one – 2015 The year for my idea. Part two – How to validate your idea this Christmas. Part three – How Ash Davies created his ‘YouTube for books’ startup Tablo. Part four – Why ‘manual first’ can help you MVP quicker. Follow StartupSmart on Facebook, Twitter, and LinkedIn.
A common refrain in Silicon Valley is ‘manual first’, referring to all the different approaches you can take to validate and grow your startup idea before putting any time into building a web or mobile application. The reason this approach is so popular is due to the speed at which you can accomplish things. Speed is everything for a startup. It is one of your few natural advantages over pre-existing competition. Because you’ve invested so little in your idea to this point, it will never be quicker or easier to change what you’re doing, be it slight changes or drastic ones. Big companies have mass, and with mass comes momentum. Momentum is great if you know where you are going, but crippling if you need to change directions suddenly. So how does ‘manual first’ equate to getting the ball rolling on your startup? The answer lies with an MVP. That’s not a sports reference mind you, rather in this context MVP stands for minimum viable product. That’s startup lingo for doing what you have to in order to learn whether the assumptions around your idea are valid. What this means in practice depends on the type of startup you’re creating and the particular hypothesis you’re hoping to test. Typically, you want to test the biggest assumptions in your business first, which usually equates to “will anyone use my product/service?” A good assumption to validate before going out and dedicating your life to making it happen, don’t you think? In fact, everything we try to do as entrepreneurs, be it speaking to people, creating a lean canvas, and testing the various hypotheses within, is geared towards de-risking the startup as quickly as possible. So, what might an MVP look like for your idea? If your idea is for a product that you plan to sell and distribute online, one clever MVP is known as the ‘smoke and mirrors’ technique, which involves setting up a landing page for your ‘product’ (including relevant information such as price, benefits, feature set, etc), sending people to said landing page (often via some paid ads on Google, Facebook, or whatever platform is relevant for your target audience) and seeing how many people actually click the purchase button. The point of this exercise is that you find out relatively cheaply – whatever money you spent getting people to your ‘product’ website – if anyone wants what you have to offer. If no one bites then there’s not much point in building out the product. You’ve invalidated the hypothesis that your product is the solution for a certain group of people, whom you believe suffer from a certain type of problem. From this you can deduce that: 1. The people who came to your site weren’t the correct subsection of people (change your advertising). 2. The people coming to the site were OK but the positioning of the product was not (change the content of the landing page). 3. The offer wasn’t compelling enough for the price (change the price). 4. People aren’t really interested in the product (put more work into researching the problem – is it really a problem?) If your idea is more service than product, then you can utilise ‘the Wizard of Oz’ technique to validate your assumptions (the name bears homage to the old man who hides behind a curtain pretending to be a powerful wizard in the children's classic The Wonderful Wizard of Oz). If your startup revolves around some type of service, the Wizard of Oz technique means physically complete the service by emulating the actions of what you would eventually code and automate. As an example, say you had an idea for an online gift recommendation service. Manually emulating the service in this case may take the form of finding potential gifts for a user by personally going through shopping catalogues looking for gift ideas that match said users preferences, then returning the results online as files in an email. To the user, there is no difference between an algorithm sourcing the gifts automatically and you working behind the scenes doing the same job. This approach often involves creating a site that is slightly more complicated than setting up a simple landing page and some ads, but generally not much more than an extra form field or two. Note that if you are completing manually what you intend to offer as an automated service, you shouldn’t be shy about taking money for said services. Some tools that you might find useful for this part of the process include: Balsamiq – a wireframing tool that lets you sketch out your website or mobile application. Unbounce – a tool that lets you create, publish, and test landing pages for your startup. FluidUI – similar to Balsamiq, but with a later stage focus, higher resolution designs and the ability to put your prototype onto your mobile and test it out directly. Google AdWords – you know Google, you know ads on Google, this is where you go when you want to put your own ads on Google. Facebook have a similar platform you can find via https://www.facebook.com/advertising Wufoo – a customisable online form builder with no coding required. Regardless of what tools and techniques you use for the job, keep in mind that speed is the essential ingredient. The faster you can prototype, iterate and prove an assumption, the faster your idea transforms into a viable startup. So, get out of the building, speak to customers, figure out what they want, what it looks like, put that online, and see if anyone buys! From there it’s wash, rinse, repeat… with one caveat which we’ll cover in the next article! Amir Nissen is program manager at AngelCube This is the part four of our #2015istheyear series. Part one – 2015 The year for my idea. Part two – How to validate your idea this Christmas. Part three – How Ash Davies created his ‘YouTube for books’ startup Tablo. Follow StartupSmart on Facebook, Twitter, and LinkedIn.
The Australian designer behind Google's now-defunct Wave service has shared the key lessons learnt from the innovative but ultimately unsuccessful service. Cameron Adams, now the chief product officer at Canva, has spent 16 years as either a graphics designer or chief designer. During the Above All Human conference in Melbourne, Adams shared the following three key lessons about design: 1. Design it how it works "Every time a conference speaker quotes Steve Jobs, an angel investor loses their wings. Nonetheless here's another one: 'Design it how it works'," Adams says. Back in 2007 Lars Rasmussen, then an engineering manager at Google, contacted Adams about working on a new service called Wave. Wave was launched at the 2009 Google I/O conference in the first YouTube video to run over 10 minutes. It was conceived of as being a feature-rich 'next-generation' email service and received positively, with the launch clip eventually watched over 80 million times. "If you ever have a product that has inerrant flaws launch the way we did -- we gave an 80 minute talk and demoed every single feature," he says. "There was only small problem with Wave, and that was no-one on the team had any idea what Wave should do," According to Adams, design maturity within a company is a spectrum. "At one end, some companies think design is like lipstick. And at the other end, you have companies like Apple that think is design is everything," he says. Google at the time was the former, according to Adams, with the Wave project having 50 engineers, five product managers and him as the sole designer. It led to the absurd situation where engineers added a range of features with no coherent vision for how the overall product would work, while Adams spent three days making sure the drop-shadows looked right. 2. Design is not everything After leaving Google, Adams launched an email design startup called Fluent. "The product itself was a great design... The problem was we forgot about the business.Following an Article in the Sydney Morning Herald, we got 60,000 people trying to use our service," he says. "We flew to San Francisco and spoke to VCs. They were like 'awesome product, but what's your business model?'" It was estimated the service, though solidly designed, would need to raise $5 per user per month to break even. It was a price consumers were unwilling to pay. "We created an experience that was well designed, but didn't move the bar enough to be a great product." 3. Design is cultural Compared to his previous two ventures, Adams says the secret of Canva has been that it has created a design culture, in which design decisions have been delegated throughout the organisation. "The design culture has to be embedded into your company so everyone can make great design decisions. And the best way to do that is to embed it from the top," he says. "Having a holistic design culture throughout your company has been critical to our experience."
Mobile messaging apps such as Whatsapp are killing traditional text messages while multi-screening is going mainstream, according to an Australian Communications and Media Authority. The ACMA paper, titled Six emerging trends in media and communications, attempts to identify disruptive media and communications trends that “strain the effectiveness and efficiency of existing regulatory settings”. Here are the six media and communications trends identified in the report: 1. Communications go over the top Consumers are increasingly rejecting carrier-based phone calls and text messages in favour of apps and online services such as Apple iMessage, Facebook Messenger, Google Hangouts, Snapchat and Microsoft’s Skype. According to the report, revenues from fixed line phone services have collapsed by 34% in five years, from $18.296 billion in 2008 to just $12.045 billion in 2013. Over the same time frame, the number of voice over internet protocol (VOIP) users has surged from 2.1 million to 4.6 million. However, this extra data users has been good news to mobile phone carriers, which have seen their revenues surge from $15.967 billion to $20.014 billion. 2. Consumers build their own links It’s not just the number of communications apps that is booming. Australian consumers are using them with a wider variety of devices, which are connected over a growing number of network technologies. Consumers now regularly switch between fixed-line internet connections, Wi-Fi, mobile broadband and – especially in remote areas – satellite connections, depending on the time of day. The number of devices they use is also increasing, with the number of Australians owning a tablet, laptop and smartphone increasing from 28% in 2013 to 53% in 2014. 3. Wearables are set to boom On top of smartphones, tablets and laptops, the report predicts wearables (including Google Glass, smartwatches and fitness trackers) are set to become increasingly common over the coming years. The report suggests the number of wearables worldwide will grow from 22 million in 2013 to 177 million in 2018. It also predicts that an increase in the number of devices running Google’s Android Wear platform, along with the release of the Apple Watch early next year, will lead this trend to accelerate. 4. Online content is going mainstream The internet is not just disrupting the way we communicate. According to the report, consumers are increasingly viewing a greater number of TV services (including pay TV, broadcast TV, streaming TV and catch-up TV) delivered to a growing number of devices, over a growing number of network technologies. In a typical week, 97% of Australians watch a free-to-air or pay TV service. By contrast, one-in-two Australians have watched online TV over the past six months. This includes professionally produced catch-up or streaming TV services, pirated movies and content from video sites such as YouTube. Meanwhile, people aged between 16 and 24 now watch more TV over the internet than they do from broadcast television services. 5. Multistreaming is now mainstream In many cases, new forms are television are complementing, rather than replacing older ones. The report shows 74% of Australians with internet access regularly watched TV and used the internet at the same time, up 25 percentage points from 2009. It is as high as 89% for people aged 25 to 34. Overall, 71% of people still prefer to watch TV shows and movies on television, compared to on mobile phones (5%), tablets (4%) and computers (29%). Meanwhile, user-generated content is mostly watched on computers (71%) or mobile phones (41%), rather than tablets (17%) and televisions (10%). 6. TV is still the one for news Finally, when it comes to getting the news, the more things change, the more they stay the same. The report shows that 92% of free-to-air or subscription television viewers watched a news or current affairs programs on television in 2014. While newspaper circulation has dived 18% between 2009 and 2013, the drop has been a drop of just 10% from TV over the same time. Image credit: Flickr/alvy Follow StartupSmart on Facebook, Twitter, and LinkedIn.
That Startup Show, the Melbourne-based web series aimed at the startup community, has announced the line-up for the final instalments of its premiere season. The panel of experts for the final four instalments include chief executive of Shoes of Prey Jodie Fox, Chris Ridd from Zero, chief executive of Thankyou Water Daniel Flynn and country manager of Airbnb Sam McDonagh. Hosted by comedian and tech commentator Dan Ilic, the show focuses on the Australian startup ecosystem and the issues facing local entrepreneurs. The aim is to bring together entrepreneurs, incubators, investors and creatives to celebrate all things innovative. Since the pilot episode launched on YouTube in August, the web series has attracted more than 110,000 viewers across Australia, Europe, Asia, Canada and the United States. That Startup Show recently announced funding from angel investor Alan Jones and technology foundry Digital4ge. The capital injection will allow the production to complete the remaining episodes for 2014 and build an online platform. Series co-founder Ahmed Salama told StartupSmart the premiere season was really about validating the concept and the response to the series so far has been overwhelmingly positive. “That’s only going to help us expand and grow even more,” he says. “We’ve got a few exciting things planned for next year. Our vision is to grow this show beyond a show and into a platform to give a voice for startups not just in Australia but around the world. “For us to do that, we have to take it to the next level and mature the show into the platform it can be. We look forward to doing that.” The final four episodes That Startup Show for this season will be filmed live between Monday November 24 and Thursday November 27 at The Savoy Tavern in Melbourne. Tickets are available here. Follow StartupSmart on Facebook, Twitter, and LinkedIn.
Spotify has paid more than $2 billion to the music industry to date, chief executive officer and founder Daniel Ek says. The criticism that Spotify is making money on the backs of artists is upsetting, Ek says, because the startup was founded as the team loved music and thought piracy is killing it. In the last year Spotify has paid $1 billion to artists and songwriters, money that would likely have been lost through piracy if the startup didn’t exist, he says. “The music industry is changing – and we’re proud of our part in that change – but lots of problems have plagued the industry since its inception and continue to exist,” he says. “We’re trying to build a new music economy that works for artists in a way the music industry never was before. And it is working – Spotify is the single biggest driver of growth in the music industry, the number one source of increasing revenue, and the first or second biggest source of overall music revenue in many places.” YouTube lands indie label deal for music streaming service Meanwhile, YouTube’s plans to become a direct competitor of Spotify continue to move forward. It has signed a crucial licensing deal with Merlin for the music streaming service it’s currently working on. Merlin is an agency that represents thousands of independent record labels. Messing with a competitor’s fundraising doesn’t help Venture capitalist Fred Wilson says messing with a competitor’s fundraising is a tactic that has been around since he first entered the VC business. Recently, Uber founder Travis Kalanick admitted he tried to do something similar with Lyft, Uber’s biggest rival. Wilson says not only is it unsavoury and unethical, like the companies that use it, but it’s also ineffective. “If you can’t win in the market on the merits and have to turn to messing with a competitor’s fundraising, what does that tell you about the defensibility and differentiation of a company’s service?” Overnight The Dow Jones Industrial Average is up 1.54 to 17,615.28. The Australian dollar is currently trading at US87 cents. Follow StartupSmart on Facebook, Twitter, and LinkedIn.
Online publishing platform startup Tablo will soon start helping a major publisher find new writing talent. Tablo is a cloud-based e-publishing platform that allows authors and readers to create, share and discover new e-books. The startup has partnered with Momentum, the digital arm of major Australian publishing house Pan Macmillan, to uncover new authors. In November, Tablo will be looking closely at the numbers of readers, followers and overall engagement books on the platform receive and will pass on the five most promising books to Momentum. Tablo founder Ash Davies says as the platform has started to grow the team has noticed that “the best books” on the platform are also the ones with the most engagement. He says the month long competition is very much a test for Tablo and the partnership has the potential to be implemented as an ongoing feature of the platform. “Being an open platform where anyone can create and share their content, good work will naturally be found on the site,” he says. “Already on Tablo we see that readers are most engaged with the best books. So through that engagement we’re able to look at what books are most likely to be a success. “I would love to show you in the next 12 months a host of authors who started on Tablo and have landed publishing deals.” The terms of any potential deals would be negotiated on a case-by-case basis between the author and publisher and Tablo has no plans to be involved in that process. Momentum was not the only publisher that has shown interest in running such a talent search with Tablo, but Davies says it appealed to the startup the most because it’s one of the most innovative publishers in the world. The competition coincides with National Writing Month, an annual event that calls on professional and amateur writers around the world to write a 50,000 word novel during the month of November. “It’s the closest we’ve come to a democratised publishing model,” Davies says. “Incredible musicians have been uncovered on platforms like YouTube and, this month, we’ll be uncovering the next generation of talented writers on Tablo.” Momentum’s publisher Joel Naoum says the partnership is part of the company’s search to find new ways to discover talented authors. “Tablo’s innovative model is a fantastic way for authors to get feedback and build an audience before a manuscript is completed,” he says. “We’re excited about kicking off this new relationship and even more excited about finding the next bestselling author. “ Follow StartupSmart on Facebook, Twitter, and LinkedIn.
YouTube is considering offering paid ad-free subscriptions, according to chief executive officer Susan Wojcicki. The company is in the early stages of exploring new subscription services, Wojcicki told Re/code at the Code/Mobile conference overnight. “YouTube right now is ad-supported, which is great because it has enabled us to scale to a billion users; but there are going to be cases where people are going to say, ‘I don’t want to see the ads, or I want to have a different experience’,” she says. Google X is developing an early disease detection system Google’s research arm, famous for taking ‘moon shots’ and running some of the most ambitious projects in the technology industry, is creating a system for early detection of disease, Wired reports. The system involves ingesting specially “painted” nanoparticles that target various molecular signs of disorder. When they detect such signs of disease they send out signals that will be picked up by wristbands. The early alerts mean potentially deadly ailments could be caught and treated sooner. Facebook beats earning projections, user growth slows Social media giant Facebook released its financial results and for the ninth quarter straight it beat earning projections. Facebook earned $US3.203 billion ($A3.62 billion) in revenue with earnings per share of $US0.43. Total user count grew 2.27% to 1.35 billion monthly users, slower than its 3.125% user growth in the previous quarter. Mobile advertising revenue accounted for 66% of advertising revenue, up from 49% year-on-year. Overnight The Dow Jones Industrial Average is up 187.81 to 17,005.75. The Australian dollar is currently trading at US89 cents.
Media startup Newzulu is looking to the crowd to make breaking news cheaper for large media organisations. The startup, founded in Australia in June 2012, by Alex Hartman and Peter Scarf, is a crowdsourced media platform for the distribution of verified news photos, videos and text. Co-founder and executive chairman Hartman says the nature of news is changing, and sees Newzulu becoming a big part of the traditional wire service. “AP (Associate Press) has 6500 full-time journalists around the world, sitting in bureaus, waiting for things to happen, and we think those days are long gone,” he says. “There’ll still be a place on the global news wire for most of the capabilities of AP, for instance the White House would never allow a crowd-sourced reporter to travel with the president. We feel those agencies have an important role in those local media landscapes. “But with most of the breaking news, we’re using the crowd with 600 editors, to do what 6500 editors would do.” With the proliferation of smartphones, Newzulu says the likelihood of a journalist being the first person to document a breaking news story nowadays is slim. “Breaking news on Twitter, Facebook, YouTube, the pervasiveness of smartphones in pockets is disrupting the media,” he says. “We can harness the power of the crowd to report, not just any news but validated news.” What that means is Newzulu has an editorial department of 50 staff, working around the clock in English and French to validate news submissions from the crowd. Newzulu was founded by Matilda Media, which last year acquired a French startup called Citizenside that was founded in 2006. Citzenside had developed a platform that can “rapidly review and validate” crowdsourced material, detecting if photos have been edited or altered in any way. It’s that platform that enables Newzulu to validate crowdsourced material within 30 minutes of its submission. Contributors are then paid on a case-by-case basis. Last week, Newzulu announced it had entered an agreement to purchase Canadian company Filemobile, a software company that provides solutions to media outlets for the gathering, curation and publishing of user-based content. Its customers include Fox News, Wall Street Journal, USA Today/Garnett, The Weather Network, Hearts TV, iTV, London Live, Network Ten, CTV, CBC and Canadian Geographic. The proposed purchase price – roughly $5 million, will be funded by an upcoming capital raise. “Newzulu and File Mobile will together form the world’s foremost crowdsourced media company,” Hartman says. “The acquisition of Filemobile is consistent with Newzulu’s growth strategy and further strengthens the company’s product solutions and global directory platform.” Follow StartupSmart on Facebook, Twitter, and LinkedIn.
In 2012, the UK’s Sunday Times reported that actor Bruce Willis was going to sue Apple because he was not legally allowed to bequeath his iTunes collection of music to his children. The story turned out to be false (and shockingly bad journalism) but it did start a conversation about what we can, and can’t, do with our digital possessions. It turns out that “possessions” is actually a misnomer. We actually don’t own the music, books and movies we “buy” from Apple and Amazon. As Amazon puts it in its license terms, “Kindle Content is licensed, not sold, to you by the Content Provider”. In other words, we are allowed to read the content but we are not allowed to pass it on. It comes as no surprise then that 93% of Americans surveyed were unaware or misinformed when asked about what digital assets they were able to pass on in the event of their death. But the problems don’t stop there. Relatives of the recently deceased are frequently left with a range of decisions and challenges when it comes to dealing with their online accounts, especially social media. This is not made easier by the fact that every company implements different strategies in dealing with accounts belonging to a deceased user, coupled with the fact that in the UK in 2012 at least, the average user had 26 accounts. In most cases, getting an account shut down requires close family to produce a range of documentation to prove that they have the right to request that the account is terminated. This doesn’t allow for those relatives to get access to the content of the accounts however. Taking a lead in making the process of handling accounts of the deceased simpler, Google has implemented their Inactive Account Manager. This allows anyone to specify what should happen in the event that an account has not been accessed for at least 3 months. Up to 10 people can be notified and the contents of the accounts, including services such as YouTube and Google+, shared with them. Alternatively, the accounts can simply be automatically deleted. Facebook will, on request, “memorialise” a person’s Facebook page. This freezes the page with the same permissions as it had when it was last accessed by the user but will stop the page from being discovered in a search and will not actively promote the page to others. The role of social media in the bereavement process has been the focus of an increasing amount of research. Generally, it is thought that social media can help in the bereavement process, although the persistence of a person’s profile online may make final acceptance of the passing more difficult. An interesting finding has been that when people post on a memorial page, they frequently do so in the present tense as if the person was still alive. In the UK, a survey has found that 36% of people would like their profiles to continue being available online after they die, with a larger proportion of 18-24 year olds preferring this option than over 55s. It doesn’t have to stop there. There are now services which allow you to continue Tweeting after you die using a bot that has studied your tweeting style. Other services allow users to send final messages via Facebook and LinkedIn. Digital estate planning is starting to become more of the norm and people are being prompted to think about what they want done with their digital assets and accounts after they die. This is going to be a significant issue for social media companies in the future. Since Facebook started, about 10-20 million users will have died. This number will increase and eventually overtake the number of living users on the site, by one estimate, in 2060. In one humorous envisioning of the future, Tom Scott has produced a disturbing possibility in his video “Welcome To Life: the singularity, ruined by lawyers”. In it, he describes a corporate sponsored network as a resting place for the digital version of your consciousness, that is, of course, ad sponsored. In this case as with the question today, it is perhaps best for all if your online social presence ends when you do. David Glance does not work for, consult to, own shares in or receive funding from any company or organisation that would benefit from this article, and has no relevant affiliations. This article was originally published on The Conversation. Read the original article.
With all the new mobile devices come the potential new methods for advertisers to keep track of you across all your devices. They are given access through deals done by the large platforms and gatekeepers of your information. Here are a few of the ways the big social media and tech companies are accessing your data and using it for profit. Facebook: It has access to enormous amounts of very personal metadata collected from all of its users, including everything from employment, family, hair colour, friends, travel, home location and many other details. Mined from its users, this information is considered very valuable for advertisers and marketers. Another way Facebook tracks your movements is when you use your Facebook sign-in for other websites. This is also tracked by Facebook. And Facebook owns a number of apps, including WhatsApp and Instagram, that collect your information through your usage of the app. Facebook is large and looking to expand both its platform and ability to track your movements. It will keep purchasing and creating new ways to find and sell your information as this is its greatest income source. Apple: Its main tracking is through your email address and iTunes account, which tracks your credit card data and usage. When you purchase anything through an Apple device or using any Apple system, this information is used so the ads you see are normally reflecting your past activities. Google: When you log in to any Google account, you are then tied into the massive Google network. It also uses an Android mobile operating system which assigns each user a Google Ad ID. Google has many ad products and services such as AdSense, which access your ad identifier and compile the information with all the other YouTube, Gmail, Search and other personal digital history information, irrespective of what device you may be using. So why don’t they have to notify you of the use of your personal information? Because when you sign up to their services, you agree to their terms which include using your personal data as they please for advertising purposes. However, Google is still involved in class-action suits in various states in the US regarding its right to analyse message content and sell byproducts to advertisers. It is argued as beyond the scope of what is intended by the use of personal information. Google maintains it has the right to collect even your most sensitive data as long as it flows across an open Wi-Fi network. Google has been doing a lot more than its lobbyists and executives are disclosing when they are defending their initiatives. They could easily make collection of information for advertising more privacy-friendly if they wanted or were forced to, but at the moment we are at the mercy of the dominant operating system vendors who are not required to do so. Be aware: deals are being struck selling your information As you may have seen in the news recently, Facebook has struck a deal to sell access to your data to MasterCard. It claims it is not your ‘personal data’ but it includes your location, spending, connections and much more. This may not be personal data to some but it still seems very ‘personal’. This is likely the first of many deals to help monetise the ‘free’ Facebook model and seems to be the model for many large platform service providers on the internet. It is likely not to be the last. One thing that is important to remember about all this: it does not matter whether you are using an Android or an iOS device; you can still turn off many of the tracking mechanisms in the menu settings. Yet it still makes one wonder what is left under the ‘personal data’ legal definition anymore.
In a report that is due to be released next month, the OECD has drawn a picture of the state of the world’s digital economy, or at least that of its member countries. The reported data paint a picture of our modern digital life, with growing numbers of people accessing the internet via high speed broadband or wireless on their mobiles, enabling them to take part in social networks and online shopping. The digital citizen Overall, the number of adults in the OECD countries that use the internet increased from 60% in 2005 to 80% in 2013. The gap between young and old varies according to country but in the most advanced economies, up to 95% of young people are now internet users. 70% of them also access the internet at school. Buying products and services online has now become the norm, with 50% of users doing so, and an increasing proportion of that is now via a mobile device. E-Government services were used on average by 35% of individuals and about 80% of businesses. E-Government is defined as people accessing information and submitting completed forms, including tax returns. A particularly interesting set of data showed the degree to which users in a particular country would watch YouTube content from that country. This was highest in Japan where 75% of YouTube views were of Japanese videos, through to the USA where 33% of content viewed was of US origin and Australia where only 8% of views was of Australian content. Unfortunately the data doesn’t tell us where the majority of content Australians watched came from but one can only assume that it was from countries like the US and UK. It seems that being a digital native starts young in most OECD countries. The age of first access to the internet in 2012 ranged from 33% being under 6 in Denmark to the majority of Russians being over 10 years old. Australia, as with many things digital, was somewhere in the middle with the majority of kids being under 9 when they first accessed the internet. The not-so-digital citizen Not all is quite as switched on as it would appear however. In the EU, over 60% of the labour force reported that they had insufficient computer skills they considered necessary to apply for a new job. This included just under 40% of people with a university education. Again in the EU, 30% of internet users cited concerns about security as the reason they wouldn’t buy anything online. Computer use at work also varied dramatically across OECD countries with countries like Russia and Italy reporting over 50% of workers not using a computer at work. This figure was around 26% in the US and as low as 17% in Norway. Digital companies Companies have been slower than individuals to adopt digital ways but they have recently been speeding up. According to the OECD, “It took 15 to 20 years for slightly more than three quarters of enterprises to develop a website, but only a few years for around 30% of businesses to become active on social networks”. In the OECD countries, 94% of businesses have access to broadband, 75% had a website, but only 20% conducted any sales online. The standout country here was New Zealand where 80% of companies purchased goods online and 45% of companies sold goods online. The use of enterprise resource planning tools was lowest in the UK where only 10% of companies used this type of software. Wired (and wireless) countries A key enabler for a digital economy and digital citizens is access to broadband. The main driver here has been access to wireless broadband, principally enabled through the mobile phone. Almost 75% of OECD citizens now have a mobile wireless broadband subscription. In Australia, there has been a radical increase in subscriptions since 2009 where the figure was less than 20%, to now where there are more subscriptions than inhabitants. Australia now has the second highest wireless broadband usage of all OECD countries. Fixed, or wired, broadband subscriptions in OECD countries tell a different story. Korea leads the world with over 70% of fixed broadband subscribers having speeds above 10 Mbps. The USA is over 30% but Australia is down near the bottom of the list at 10%. The Digital Economy The impact of information and communication technologies (ICT) on the economy is huge. ICT companies spend more on the research and development than the rest of the economy and across the OECD productivity in IT companies is about 60% higher than the rest. Other analyses have estimated that the impact of wireless broaband on the Australian economy has been around $34 billion a year. As countries continue to look for ways of boosting their economies, investing in productivity and innovation through information technologies seems the most feasible way of achieving this. This is especially true for countries like Australia where the reliance on mining is not sustainable. This article was originally published at The Conversation. Follow StartupSmart on Facebook, Twitter, and LinkedIn.
'Bendgate' tests: Just 31 kg of pressure to deform an Apple iPhone 6, compared to 68 kg for Samsung Galaxy Note 39:37PM | Monday, 29 September
It takes significantly less pressure to bend an Apple iPhone 6 than most other smartphones, according to tests conducted by US consumer website Consumer Reports. The results come after claims on social media and online message boards that the company’s latest flagship smartphones can be easily bent went viral. Following reports on social media about iPhone 6 and iPhone 6 Plus phones being bent in users’ pockets, YouTube user Lewis Hilsenteger posted a series of videos demonstrating how easily the device can be bent with human hands. The videos appear to show that applying pressure on the back of an iPhone 6 Plus at a specific spot near the volume controls while at the same time pushing downwards on the edges of the screen can cause the device to first warp and then break. Consumer Reports responded by testing how much pressure it takes to break the iPhone 6, although with the pressure applied across the middle of the device rather than in the specific spot demonstrated in Hilsenteger’s videos. The report notes that the iPhone 6 bends at 70 pounds (or 31 kilograms) of pressure and breaks at 100 pounds (45 kg), while the iPhone 6 Plus bends at 90 pounds (40.8 kg) and breaks at 110 pounds (49.8 kg). This is significantly less than the 130 pounds (58.9 kg) required to bend the iPhone 5 or 150 pounds (68 kg) for Samsung’s Galaxy Note 3. For its part, Apple is claiming just nine users have complained about their device bending within the first six days of the product’s release, although the bending phenomena was noticed by Wired in its review of the device. This story originally appeared on SmartCompany..