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PLAYGIGA SEES CLOUD GAMING SERVICES AS THE NEXT BIG OPPORTUNITY FOR TELCOS AND MEDIA COMPANIES

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PLAYGIGA SEES CLOUD GAMING SERVICES AS THE NEXT BIG OPPORTUNITY FOR TELCOS AND MEDIA COMPANIES

Spanish start-up seeks to do for computer games what Netflix ® and Spotify ® have done for video and music via its B2B, white labelled service

After successful launches with TIM in Italy, and in Latin America with Turner’sDigital Ventures & Innovation group , PlayGigahas announced that it is accelerating itsroll-out plans for further launches in Europe, the U.S. and Asia by the end of 2018. Unlike existing B2C streaming games platforms, PlayGiga is targeting telcos, Internet Service Providers and media companies which already offer video and music services to their subscribers.

Javier Polo, the CEO of PlayGiga, believes that games represent a huge opportunity for telcos and media companies which are looking for differentiation and new services to keep their subscribers engaged:

“We’ve seen the music, film and TV industries disrupted by on-demand services, and I believe that the same will now happen to the global games industry as streaming becomes more commonplace. However, where on-demand services in video and music mostly compete with traditional distribution channels, with games I see it as far more complementary, as cloud gaming can reach a whole new audience.”

With the global games industry worth an estimated $109 Billion annually, games now account for 22 percent of the global entertainment spend encompassing games, music, films, TV and video. Whilst other Cloud gaming services already exist, PlayGiga is the only company taking a B2B approach.

Another key point of differentiation is that PlayGiga is targeting families, not hardcore gamers. Families don’t want to spend money on expensive dedicated gaming hardware and want an easy to use solution that includes effective parental controls and a curated catalogue of appropriate games.

In such a competitive global market operators and ISPs are actively looking for sticky, on-demand services to both differentiate themselves and add value for their users. PlayGiga’s CEO sees gaming as a natural extension to their existing music and video offerings:

“There are millions of game-playing consumers that can’t afford the latest console or PC, but who will happily subscribe to a catalogue of high quality games through their TV or laptop. I believe that our approach has the potential to create a new revenue stream for game publishers, telcos and media companies, as well as offering millions of gamers the chance to play AAA games that otherwise are out of reach.”

Thanks to patent-pending technology, PlayGiga is able to stream games via the Cloud with extremely low latency (30ms) and high quality graphics providing a gaming experience similar to a dedicated video console, but at a very low cost. This not only delivers a much better gaming experience, but also means that Telcos and media companies can offer the service at a very attractive price to their subscribers.

In Italy, TIM is using PlayGiga for its TIMGAMES service, whilst in Argentina the service has launched under the brand Gloud Games as part of Turner International. PlayGiga’s white label service works via a set-top box for gaming on the TV, or via a computer running Windows or Mac OS. Support for play via Smart TV is also planned.

Coupled with a low monthly cost and a catalogue of more than 150 high quality games, PlayGiga’s proposition is firmly aimed at consumers that are already familiar with the convenience and simplicity of other on-demand services, freeing them from having to buy expensive consoles or gaming PCs.

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Three things to help fintech unicorns grow profitability

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Three things to help fintech unicorns grow profitability 1

By Kash Amini, CEO and Founder of MasLife

The new breed of fintech companies is missing a trick with a massive market opportunity. Lack of customers isn’t the problem – profitability is. CEO and Founder of health and finance app MasLife Kash Amini suggests that there are three key ingredients neobanks lack in their journey to growing profit.

The ‘doom-and-gloom’ merchants are out in force, predicting that the UK economy could tank, especially on the back of a second lockdown. Devotees of 70s English rock will remember an album by the group Supertramp called “Crisis? What Crisis?”, and you can see the new breed of fintech firms thinking exactly that. Figures from Accenture’s Digital Banking Tracker show that neobanks scooped up an extra 6 million customers in the second half of 2019, tripling their customer base – even before the pandemic hit. But every silver lining has a cloud, and in this case, Accenture’s Tracker shows some of them losing as much as £15 per customer in 2019.

The new neobanks are examples of that old adage ‘old wine in new bottles’. They are doing everything that traditional banking does, but in a more seamless manner. But a seamless experience is not enough – fintechs have been focused on providing customer-friendly experience, solid customer service, flexibility, and quick onboarding. But the technology doesn’t wow customers anymore. This is what they expect, they don’t want to pay premium rates for what they consider standard.

Fintechs know they need to offer more than frictionless technology, but only the right execution will make sense to the customer – to be in line with their values and attractive enough to drive revenue.

What’s missing is the connection between the platform and users, which can ease the experience of consumers dealing with their finances. Make users feel they are part of something beyond banking solutions and give them a platform that really listens and resonates with the users’ needs and goals, without making them feel that they are just another client.

Having values and purpose is another positive attribute. Recently launched German neobank Tomorrow is focussing on protecting the climate, pointing out to their customers that not a cent goes into armaments and coal power. Another brand example – non-fintech this time – which has features and attributes fintechs could integrate into their apps, is Calm, the meditation, relaxation, and sleep app.

Since the birth of fintech, it’s been quite revealing how simplifying the user experience has made dealing with financial apps more fun, and this plays into two separate groupings of the UK population – the Millennials (born between 1981 and 1996) and Generation Z (born between 1996 and 2015). A 2019 report by finance, IT and media firm Bloomberg showed Gen Z accounting for 32 per cent of the global population – ahead of Millennials who weighed in at 31.5 per cent. It’s difficult to pigeonhole these two groups, but let’s try anyway. Millennials are ambitious, hardworking, and self-focused, whereas Gen Z is searching for truth, authenticity and looking for ethical brands. A significant number of these two groups has switched from the way the banking experience was handled previously to how neobanks handle it. That’s why there is constant growth and innovation: new designs will only amplify and substantially attract more users to more neobanks.

Don’t buy some of the negativity associated with Gen Z, like them having ‘the attention span of a goldfish’. They’re thinking critically about brands which claim high values, trust, helping the world, fighting for a better purpose. Pakistani activist for female education Malala Yousafzai – the youngest Nobel Prize laureate, and Swedish environmental activist Greta Thunberg are examples of what I think Gen Z is all about. So, you need to combine the element of finance and seamless tech and add something ethical and unique, to attract Gen Z – which are your future premium customers.

Below are outlined three attributes the unicorn breed of fintech firms are missing, which could spell the difference between an onwards-and-upwards trajectory rather than a crash-and-burn scenario.

  1. Aesthetics

Images that decrease the anxiety associated with financial matters, together with a calming user interface design. When the user fires up the app it promotes a more relaxed and stress decreasing approach to handling the financial app and in turn their finances. The vast majority of fintech apps are very ‘financial looking’ – aka dry as a bone, and fintechs need to address the look and feel of their applicationsThree things to help fintech unicorns grow profitability 2. Customers paying premium rates for financial services, expect something more than a standard finance app, so fintechs need to add a better-designed interface, both graphically and interactively – currently that’s missing.

Incorporating nature and meditation images to give a much more holistic feel would also promote a better relationship with one’s finances. Health and wellness themes will make it more pleasant for people to deal with finances.

  1. Human connection

A lot of fintechs are completely missing the point of humanising financial apps and giving added value to the customer. When you’re incorporating finance holistically, it’s important to realise that a healthy relationship with money is part of one’s wellbeing and affects all the other aspects of one’s life – personal, business, etc. just as much as physical health.

Fintechs should think about adding gamification to their apps. It moves the process of dealing with money away from it being ‘just a finance app’ and adds more support to creating a healthier approach to personal finance.

Respected financial psychology expert Dr. Bradley Klontz has conducted several studies on customers’ relationships with their finances. People with money avoidance issues will avoid looking at account balances, bank statements, will not adhere to budgets and run away from their financial problems. Gamification and calming features can help people overcome the worry of opening their money account and make them feel more connected.

The way customers feel about their finances affects how they feel every day about other important areas of their lives. Satisfying the non-financial aspects of users would help them to evolve in all aspects of life, as this will ultimately bring them financial freedom.

  1. Purpose

The finance sector and most fintech apps do not have the consumer’s interest in mind. They are intentionally letting users go into debt in order to generate revenue. This isn’t the way to humanise the finance sector, and it is definitely not a mindful approach to customers’ wellbeing and future finances. Generation Z customers are looking for ethical applications, so fintechs who can show and prove they care about not just the customer, but about scenarios chiming with customer feelings – like improving the climate or minimal use of unrecyclable materials will likely be chosen.

Helping people realise how to reach their potential is missing big time. Fintechs need to give users a 360 approach to their life and realise the need for a holistic approach to customer finance.

We have seen these trends emerging in the last few months with some fintechs startups having approached new ways of engaging with their customers. But the big unicorn fintech world still awaits a strong player which will embrace these trends and cater to the current and future premium customers. Neobanks who find a way to help their customers create healthy financial habits will win their loyalty and the industry fight for premium rates.

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Shifting Priorities in the Age of Digital Transformation

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Shifting Priorities in the Age of Digital Transformation 3

Creating the analytics-driven enterprise with a “strategic enterprise intelligence system”

By Dennison DeGregor, Vice President of Analytics, Trianz

In the Age of Digital Transformation, executives concerned with creating competitive advantage are laser-focused on the vitally important question:

“How can I use technology to beat the competition and avoid disruption?”

This deceptively simple question tends to open a can of worms when we attempt to answer it. On a daily basis, executives seek to simplify complex answers by deconstructing them into their component parts. By doing so, they hope to define and deploy said components on an operational level to create a better, stronger operating model.

This is the very foundation of the analytics-driven enterprise. Through this article, we hope to help executives deconstruct the complex questions they face regarding their investments in the technologies needed to secure a competitive advantage in the 21st century.

Shifting Priorities in the Age of Digital Transformation

Enlightened executives have shifted their priorities to compete in the digital age. To be a digital competitor today, the CEO and their team must leverage technology to:

  • Drive revenue productivity – drive increasing rates of revenue with continuously lower variable operating costs by accelerating marginal revenues faster than marginal costs. Wall Street rewards public companies for their organic revenue growth more than any other KPI.
  • Improve operational efficiencies – automate where automation makes sense, and drive continuous streamlining and improvement of key business processes that provide value at an increasingly lower cost.
  • Enhance the customer experience – create a brand experience that insulates the customer base from competitive attacks and mitigates the risk of being disrupted by either traditional competitors or new entrants.
  • Monetize data assets – gather, store, analyze, and move digitally-derived insights to where they are needed to drive operations, service, sales and marketing. Leveraging the company’s own unique data assets is the key to “cracking the code” and winning in the 21st

Enlightened executives have come to understand that next to their people, data is their most valuable corporate asset. The ability to leverage 21st century technologies to monetize data has resulted in an explosion of technologies of many different types designed to generate high ROI and sustainable competitive advantage from data assets residing both inside and outside of the enterprise.

Data analytics and Business Intelligence (BI) technologies are included in those high-ROI technologies. As evidence of the digital transformation explosion currently underway, in September of 2020 the cloud data warehousing firm Snowflake recorded the largest initial public offering in history. The company sold 28 million shares to raise nearly $3.4 billion. After trading over $300, Snowflake stock closed at $253.93, up 112% from its offering price. Warren Buffet’s Berkshire Hathaway fund is a major investor.

Cloud is but one component. The digital transformation market based on technology is segmented into cloud computing, AI, big data and analytics, mobility/social media, cybersecurity, IoT, and others. The global digital transformation market size is projected to grow at a CAGR of 16.5% from USD 469.8 billion in 2020 to USD 1009.8 billion by 2025. The AI segment is expected to grow at 30% + CAGR during the same period.

Gamechanger: The Rise of Big Data

The emergence of big data as a source of competitive advantage has changed everything. The hype rages on as the continuous, 24/7/365 onslaught of structured and unstructured data has triggered both unprecedented opportunities and major disappointment.

Cutting through the hype surrounding big data and making it actionable has been a major source of heartburn for business teams.  As a result, the technologies associated with making big data actionable—organizing it, analyzing it, and creating useable output that drives the four priorities outlined above—has become a priority for global enterprises across all sectors.

Managing and monetizing this “Big Data Tsunami” has become a top priority for CEOs around the globe.

The Rise of Business Intelligence (BI) Tools

Business Intelligence tools include key features such as data visualization, visual analytics, interactive dashboarding, and KPI scorecards with minimal IT support. They allow business users to utilize automated reporting and predictive analytics in a self-service mode to operate the business and build their “strategic enterprise intelligence system.”

Becoming an analytics-driven enterprise is essential in the Age of Digital Transformation, where start-ups are emerging in every sector, taking share from established brands, and inhibiting improvement in core KPIs.

The data analytics BI tools served up in visualization dashboards typically consist of four categories: 1) Diagnostic, 2) Descriptive, 3) Predictive, and 4) Prescriptive. Diagnostic and Descriptive analytics tell the company what happened and why, while Predictive and Prescriptive analytics tell the company what to do and when to do it.

Properly integrated, a strategic BI solution can let the business both look “in the rearview mirror” (diagnostic and descriptive reporting) and “through the windshield into the future” (predictive and prescriptive actions). This allows the company to optimize its approach to customers, products, and markets, as well as drive core KPIs to new levels.

BI tools, when integrated properly with other data and analytics assets and organized for the unique needs of the business, can create a strategic enterprise intelligence system. Their benefits include:

  1. Data consolidation across business unit, data and technology silos—a single version of the truth at the enterprise level
  2. Self-service analytics unlock data access so data can be monetized
  3. Elimination of manual tasks
  4. Reduced costs
  5. Real-time access and reporting

Today, the world’s most innovative companies are using complex combinations of these commercially available suites combined with their own proprietary data analytics to drive the performance of these suites to even higher levels.

To learn more about building a strategic enterprise intelligence system, and how digital champions are transforming their business models using data insights, check out The Benefits of Business Intelligence Suites for Executives on Trianz.com.

 

This is a Sponsored Feature.

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Proofpoint Launches Compliant Capture and Archiving for Microsoft Teams 

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Proofpoint Launches Compliant Capture and Archiving for Microsoft Teams  4

Latest innovation captures and manages real-time digital communications across the most popular channels including Microsoft Teams.

Proofpoint, Inc., (NASDAQ: PFPT), a leading cybersecurity and compliance company, today announced Content Capture for Microsoft Teams, the latest compliance solution designed for global regulated organisations.

With many or most employees suddenly working from home, regulated organisations – more than ever – need to find an effective way for employees to communicate while ensuring digital communications compliance. Firms must capture, retain, and review employee communications to adhere to rules set forth by regulators. It is also critical for firms to be at-the-ready when it comes to search and review of legal matters, particularly in early case assessments or investigations. This is why Proofpoint is committed to innovating in close partnership with productivity and collaboration vendors.

“Microsoft Teams support is critical for regulated industries—especially as they work to balance employee productivity with the need to capture and supervise content for regulatory purposes in this new work-from-home environment,” said Darren Lee, executive vice president and general manager of Compliance and Digital Risk for Proofpoint. “Millions of users rely on digital collaboration platforms like Microsoft Teams to successfully work remotely. Proofpoint Content Capture makes it easy for organisations to ensure compliance as employees adopt these tools. And as the communications market evolves, we will continue to innovate to support customers’ changing needs.”

“In today’s distributed work environment, Microsoft Teams enables employees to stay connected and productive,” said Mike Ammerlaan, Director, Microsoft 365 Ecosystem at Microsoft Corp.  “The  integration with Proofpoint ensures that regulated firms are able to address compliance and empower employees in this new paradigm of work.”

Proofpoint provides the following benefits for Teams capture:

  • Capture messages and content in native format, including text, images, and more
  • Preserve the original context of messages and content at point of capture and in transport
  • Record edits and deletions of captured content
  • Ensure what you’ve captured is stored with complete accuracy

Proofpoint’s Capture platform, which hosts Content Capture for Teams, enables organisations to capture, manage, and monitor a diverse set of the most popular digital communications channels. With Proofpoint, organisations can comply with regulations such as those set forth by the FCA, FINRA, IIROC, SEC and beyond. Proofpoint Capture also seamlessly integrates with the broader Proofpoint compliance portfolio, including the award-winning Enterprise Archive, Intelligent Supervision, and eDiscovery Analytics.

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