NBN should consider buying fibre networks from Telstra, Labor says | Technology – Blog – 10 minute

The government-owned Tempemail Broadband Network should consider buying fibre networks from Telstra and other fibre operators across Australia covering up to 300,000 homes, Labor has said.
Last month, NBN Co announced it had managed to raise an extra $4.1bn in private debt facility, pushing the total debt to be taken on by the company to $55bn.
NBN Co has said this extra money could be used for “strategic” investments after the rollout is completed at the end of this month.
It comes as NBN has revealed it had already been in discussions with Telstra to potentially buy the company’s South Brisbane fibre network and new housing estate Velocity networks that cover about 45,000 homes.
Telstra received an exemption from having to offer an NBN-like service on the network in 2012, on the expectation that the network would be duplicated by NBN Co in 2013.
The Coalition changed NBN policy in 2013, and this area was declared adequately served, meaning NBN Co did not build a network in South Brisbane.
Residents within the network have complained the prices for broadband on the Telstra network are as much as $20 per month higher than an equivalent service on the NBN.

Several users on the broadband enthusiast website Whirlpool have also complained about low upload speeds on the services. The 100 megabits per second (Mbps) download plan only has 5Mbps upload speeds, compared with 40Mbps on the NBN.
The exemption granted to Telstra was due to expire this month. However, in a submission Telstra has asked for it to be extended while it was still deciding what to do with the networks.
“Telstra is committed to exiting the operation of residential and small business fixed access networks within NBN Co’s fixed line network.
“To that end, Telstra engaged with NBN Co and participated in good faith discussions regarding the sale of certain of the [fibre-to-the-premises networks] over a significant period of time.”
Telstra said it was “continuing to explore a number of options” around the networks. When asked to comment on whether a sale was being considered, both NBN Co and Telstra declined to comment.
Labor’s shadow communications spokeswoman, Michelle Rowland, told Guardian Australia NBN Co should look at options to bring the Telstra networks, and new housing networks owned by Opticomm, into the NBN.
“If NBN providers could deliver services over the Velocity network it would expand choice for households and reduce internet prices,” she said.
 “Bringing Opticomm into the fold could also give NBN Co access to sprawling fibre assets in outer suburban and regional centres, including the ability to grow its revenue streams by serving a greater share of new housing estates.”
Rowland said the company should see whether its systems can integrate into the existing systems used by Telstra or Opticomm, or consider buying out the networks, provided it is value for money and NBN does not already have infrastructure.  
“Ultimately, this is about improving choice for consumers and creating options for future service improvement in the regions and the suburbs.”
A 2019 analysis of Telstra’s fibre footprint by the Australian Communications Consumer Alliance Network (Accan) found over five years people had paid an extra $900 to $1,200 for internet, and many of those were likely vulnerable consumers, with 1,065 age pensioners, 621 disability support pensioners, and 746 low-income families on family tax benefit A.
Labor’s MP for Griffith, which covers South Brisbane, said the Telstra network had been “a deep and ongoing source of frustration for the community” and customers deserved a choice in broadband provider.
A spokeswoman for the communications minister, Paul Fletcher, said the assets would be valuable but it was up to Telstra, NBN Co and other interested parties to come to a commercial agreement.
While NBN Co is currently considering buying networks from Telstra, there is the possibility Telstra could then buy the whole NBN company from the government in the future.
Last month the minister appeared more open to the idea of Telstra’s wholesale company InfraCo eventually owning NBN Co than he had in the past, provided Telstra spun off InfraCo.
“I’ll leave it to Telstra’s bankers and lawyers to dream up structures. But the position is clear, if you operate retail telecommunication services, there’s a barrier that applies to your acquiring NBN. If you don’t, then that particular barrier does not apply,” he told the AFR.
“No doubt Telstra is very well placed to employ high-priced legal and investment banking talent should they be interested in pursuing the matter.”
Fletcher’s spokeswoman said the commercial negotiations had “very little to do” with the potential future “market structures” of the NBN.

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Facebook buying Giphy means more to tech rivals than it does advertisers- Tempemail – Blog – 10 minute

The surprise move by tech giant Facebook to buy Giphy and bring with it its 700 million users in a deal valued at $400m seems like a shrewd move on paper. James Whatley, strategy partner at Digitas UK offers his take on what advertisers, and rival tech companies, should make of it.
Facebook bought Giphy – but what does that mean for brands?
Honestly?
Not much.
If you are a brand working with Giphy today – either by having your own branded channel or paid promotion of your branded gifs, I really can’t imagine much changing for you in the short term.
In the mid-term, you can probably expect a tighter integration with the rest of your Facebook paid advertising. For some of you, you might even have a meeting with your Facebook client partner (end of Q3 at the earliest) where Giphy will be brought to the table as ‘an exciting new proposition that you should like totally consider investing in‘.
In the long term, you can almost certainly bank on Facebook Ad Manager having a ‘Publish ad to Stories‘ with Instagram, Facebook, and Giphy all being an option.
Hell, knowing Facebook, give it 18 months and it‘ll be running best practice gif immersion sessions for clients, with a seventeen slide AI-driven deck on how IT knows which part of your 30 second ad would make a good gif (and not the agency that developed it).
That‘s the easy money.
But what if you’re not a client or an agency. What if, instead, you would describe yourself as a platform – specifically a platform not owned by Facebook? Well then, for you, things might get a little bit trickier.
Giphy powers I would argue almost 100% of the gifs across the western social web.
Reminder: Facebook owns that now.
If you are Microsoft, or Slack, or Twitter, or (Facebook‘s biggest worry bead right now) TikTok then suddenly your crisis teams are no longer about updating the WFH policy. The new question is: how quickly can we get our own gif platform up and running?
Let’s be fair here, Facebook said in its announcement:
“We’re looking forward to investing further in Giphy‘s technology and relationships with content and API partners. People will still be able to upload GIFs; developers and API partners will continue to have the same access to GIPHY’s APIs, and GIPHY’s creative community will still be able to create great content. [sic]“
It‘s worth pointing out that way back in April 2012 Facebook also said:
“We think the fact that it is connected to other services beyond Facebook is an important part of the experience.“
When it dropped a billion dollars for Instagram. When was the last time you saw an IG preview on Twitter?
That‘d be December 2012.
You know the golden rule here: trust in what Facebook does, not what Facebook says.
So look, bottom line: you don‘t need me to tell you that gifs and memes are the modern and universal language of the social web. For a mere $400m USD, Facebook just took a chunk out of the platforms named above – and then some. From iMessage to Google Keyboard – almost everything that has a gif button on it now has a FB-branded gif button on it.
For brands, nothing much will change. If anything, things will get easier (although I must say, every interaction I‘ve ever had with Giphy has been absolutely dreamy –​ look at this lovely (Digitas client) brand page – verified in a heartbeat, thanks Giphy).
The wider web and for general humans? It might turn out to be a bit of a pain. Y‘know, like when Facebook rolled out its own video proposition and relegated YouTube embeds to links that you have to click on in-feed?
That kinda stuff.
For now: trebles all round for Giphy.
Let‘s see what 2021 brings.

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Coronavirus clouds Intel outlook, despite short-term PC buying bump – Hardware – Finance- Tempemail – Blog – 10 minute

Intel on Thursday forecast second-quarter earnings below Wall Street views as it cited the cost of readying a new PC chip and said it could not make a forecast for the full year because of economic uncertainty caused by the coronavirus pandemic.
Intel’s shares fell 6 percent in extended trading, as executives tried to brace investors for the possibility that a short-term bump in demand for its processor chips from cloud computing centres and locked-at-home consumers buying PCs could become a slump if the economy enters recession.
“It’s really hard to think about the second half in terms of how demand is going to look compared to what we ultimately thought when we first gave guidance,” chief financial officer George Davis told investors on a conference call.
The COVID-19 pandemic has ripped through the semiconductor industry, disrupting operations as lockdown orders hit countries in the chip supply chain such as Malaysia, where chip operations were eventually allowed to resume but suffered disruptions.
Intel CEO Bob Swan said the company had to “temporarily pause” some projects due to local government restrictions at some sites, but said Intel’s factories largely have been able to meet demand.
In an interview with Reuters, Davis said stay-at-home orders around the world drove higher demand for Intel’s chips during the first quarter. Demand for PCs also rose, Davis said.
There was increased demand for data center chips “as people tried to make sure their infrastructure could match the requirements of having so many of their employees working remotely. And obviously with the cloud, there’s much more activity on the cloud.”
But Davis said Intel expects lower gross margins in the second quarter because of the costs of readying its “Tiger Lake” 10-nanonmeter processors for the PC market. Intel plans to sell those chips starting in the third quarter. The costs drove Intel’s profit forecast for the quarter below Wall Street expectations, he said.
The costs would not effect the margin for the full year, Davis said, because Intel would be able to sell the chips at high margins in the third quarter as the costs of readying them would already have been accounted for in the second quarter.
“Given the timing of when the product is releasing, it just has a very big impact in one quarter. That explains more than the difference with consensus on EPS,” Davis said.
But Intel’s ability to recoup the money it is investing in the Tiger Lake chips in the second quarter depends on its ability to sell them in the third-quarter and beyond. Intel executives said the chip is likely to be included in 50 different laptops that will go on sale during the 2020 holiday shopping season but they declined to forecast sales that far ahead.
Intel’s tepid forecast also weighed on shares of other chipmakers. Nvidia, Micron Technology, Applied Materials, and Advanced Micro Devices fell between 1 percent and 2 percent after the bell.
Intel expects second-quarter adjusted profit of US$1.10 per share, compared to analysts’ average estimate of US$1.19 per share, according to IBES data from Refinitiv.
Revenue in Intel’s client computing business, which caters to PC makers and is the biggest contributor to sales, rose 14 percent to US$9.8 billion during the first quarter, beating FactSet estimates of US$9.34 billion.
Intel’s higher-margin data center business reported revenue that surged 43 percent to US$7 billion, while analysts on average had expected revenue of US$6.32 billion, according to FactSet.

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Changing buying habits of the most wealthy are transforming the luxury industry- Tempemail – Blog – 10 minute

According to the Wealth Report 2019, the global Ultra-High-Net-Worth (UHNWIs) population is set to grow by 22% over the next five years. If you are not sitting up already, this means that an extra 43,000 people will be worth more than US$30 million by 2023, with existing UHNWIs all expecting their wealth to increase in the next 12 months.

Much of this growth is being driven by a new generation of UHNWIs, most notably Generation Z (born mid- to late-1990s) and millenials (born in the 1980s and 1990s), digital natives who are dramatically changing the luxury market and the way in which they search and purchase luxury goods. A recent report by Bain & Company noted that Generation Z and millennials will represent around 55 percent of the 2025 luxury market, contributing 130 percent of market growth.

Owing to this imminent transformation of the buying habits of the ultra wealthy (defined as those people with wealth in excess of €30 million) marketing departments at luxury brands are scrambling to remain relevant, in a market they may no longer understand. Those companies relying on traditional boutique experiences and exclusive store locations have to get online fast, and start pleasing digitally savvy customers, before it is too late.
So how are the online habits of the ultra wealthy changing? How can luxury brands capture the attention of UHNWIs online? I reached out to this elite audience, to find out what makes them tick, and which brands have managed to capture their imagination in this ever-changing market… and how they’ve done it.
Sophisticated omnichannel marketing
Omnichannel marketing, a digital marketing strategy that offers customers a completely seamless online shopping experience from the first touchpoint to the last subtly building your relationship with a brand, is now being cleverly used by the world’s leading luxury brands.
Four Seasons is a luxury brand that expertly leverages technology to engage with customers. According to Adrian Messerli, regional vice president and general manager of Four Seasons Hotel Shanghai, more than 60% of consumer touchpoints during the research and discovery phase are digital, making it paramount that luxury brands find a way to connect with these affluent individuals and offer a personalised online experience.
At Relevance, a Monaco-based digital marketing agency that is focused on helping business from across the world target UHNWIs, we have identified 26 touchpoints that UHNWIs go through when purchasing a yacht, from starting with a simple Google search through to the final purchase. Just four of these touchpoints were offline, demonstrating the power of digital in the world of luxury marketing.

Responsive digital platforms
Sophisticated digital platforms, from websites to social media channels, can now allow UHWNIs to manage the whole process of purchasing luxury goods online.
St Tropez House is a forward-thinking luxury brand that embraces the latest digital marketing strategies to allow UHNWIs a seamless digital experience from beginning to end.
A luxury villa rental company based in St Tropez, France, CEO Emilia Jedamska says she has seen a spike in the number of transactions that are done entirely online, by North American property tycoons, Middle Eastern royalty, and British financiers, for example, highlighting the shared behaviours of UHNWIs from across the globe.
“In the last five years we have rented villas to clients who never met us or even called us prior to closing transactions,” Emilia explains.
“We have closed deals, worth more than a quarter of a million, over Instagram messages and emails. These new, ultra-wealthy clients usually define a particular search in Google, land on our website, check our Instagram profile, and then send an enquiry form. Our sophisticated digital content, including details of our villas, ultra-luxurious photos and slick drone videos, enables potential customers to view our offerings all digitally. Our team then takes over by email, securing an agreement and payment details.”
Hanushka Toni is a Monaco-based millennial who follows the world’s most covetable luxury brands across various digital platforms and social media channels, often making high-end purchases without setting foot in a physical retail store.
“All my shopping is online,” she explains. “From the food in my fridge to the clothes I wear, I do not visit physical stores unless I have a specific purpose. With two children and two businesses I just don’t have the time. I think for people of my generation there is a real sense of trust when it comes to online retail – even for big ticket items. I have friends who buy all their luxury items like Hermes handbags and Rolex watches online. Our generation has complete confidence in the process and this is what’s driving growth for online luxury platforms.”
She adds: “Online is the gateway to any luxury purchase. For example, in Monaco’s crowded real estate market, where there are so many brokers, the user experience online is really important. The estate agencies that haven’t invested in this area of their business are losing out. As a client I like to see all the available properties online first before speaking to my broker. It gives you a sense of control and confidence at the outset of the process.”
As a digital native, Hanushka also utilises a wide array of online tools across her businesses, including for her London luxury consignment store, Sellier Knightsbridge.
“Instagram has transformed the way we do business,” Hanushka comments. “All the items we sell are unique and our stock constantly changes so we love to share items with our customers as soon as they come in. It’s really exhilarating to see the immediate response from clients all around the world. We have so many repeat customers who now feel like close friends – they live in areas where they don’t have access to boutiques or designer shops, so our Instagram gives them access to items which they wouldn’t otherwise have.”
Stepping out of our own reality
Peter Diamandis, Silicon Valley icon and founder of X Prize Foundation, and New York Times best-selling author Steven Kotler penned a book about technological innovations which will change industries like retail. In ‘Abundance: The Future Is Better Than You Think’ the authors discuss “shopping mode”, the concept of a client going shopping in person at physical boutique locations.
In shopping mode the client will wear AR glasses so as when they look into the shop’s display window they’ll see a digital and personalised selection on the mannequins based on their previous purchases or recent browsing history. The clothes could even be in the client’s sizes and new releases shown in the client’s favourite colour. The display windows of luxury boutiques have always been beautifully assembled, but now they could be even more enticing by being personalised to each client’s preferences.
Go In Store is an immersive live video commerce which connects in store staff to website visitors. For example, when working with Porsche they created a system where the concierge desk accepts the client’s live video call, finds out what they are interested in and connects them to a sales associate who could further assist by providing a live video tour of a specific model or simply answering questions. Having a more personal connection with live video calls between the brand and the client will strengthen the relationship and remove pain points for clients in their client journey. All that is needed is a high-quality phone and hand-held stabilizer for a more pleasant video experience.
Augmented reality
Augmented reality and virtual reality are now key players helping luxury brands make conversions even for the highest ticket items. Emilia from St Tropez House says: “Last year we were contacted by Azerbaijani client who had very particular requirements for the villa (rental) however could not come over for a viewing. We did a 360VR presentation where you can “walk” around the house and the garden. Within a day the deal was finalised. 360VR answered all the questions of the clients.”
Other novel digital tools luxury brands are utilising is the ability for clients to try on goods digitally. For example, Pinterest has recently released an AR tool for users in the US called Try On. This innovative tool is powered by the platform’s Lens visual search tool. Utilising the front-facing camera purchasers can, for example, try on different shades of lipstick from beauty retailers such as Sephora, while a swipe up feature takes them straight to the brand’s website should they wish to purchase. Gucci is another luxury brand embracing this type of technology, giving clients the option of trying on apparel such as hats and shoes on digitally. This combination of AR and ecommerce is set to revolutionise luxury purchases, making luxury transactions easier and more seamless than ever before.
Not many brands have AR filters with their products on Instagram, not even Gucci does, but Balmain has a filter on Instagram showcasing their B-Buzz bag. Users can choose between three different filters with each dedicated to one colour-way of the bag. Having the opportunity to play, explore and see the product digitally is one of the key touchpoints brands should incorporate for the modern wealthy client.
Experiential and emotional
According to a recent report by Hootsuite, more than 1 billion people use Instagram every month, highlighting its significant reach, with some 500 million using Instagram Stories every day. Of particular note is that 200 million users will visit at least one business profile daily.
Legacy luxury fashion brand Hermes offers playful content that entices users to engage with the brand on its Instagram feed. This artistic and abstract approach to content takes users on a journey of discovery, evoking a connection between the user and the brand. Hermes’ Instagram posts make clever use of sound, enlightening the senses of users and forming a sense of nostalgia and familiarity.

Belmond, part of the LVMH group is a luxury hospitality and leisure company that owns a collection of luxury hotels, resorts, and timeless train and river cruise journeys. Across Instagram, this luxury travel brand posts high-quality stunning images and dynamic videos that capture the spirit of their bespoke travel experiences and the lifestyle that they encapsulate.
This user-generated approach encourages customers to share their journey, inviting users into the brand’s elite community, creating a sense of belonging and further boosting brand awareness. These aspirational images are accompanied with carefully crafted captions which truly bring the images to life. Further, Belmond shows their followers destinations and places they may not have been to, giving people a reason to follow their page. Belmond’s clever use of Instagram Stories take users behind the scenes at events, inviting followers into the brand’s exclusive world.
Another brand that expertely utilises Instagram is the luxury Parisian jeweller Chaumet. Their Instagram Highlights showcases people wearing the brand and includes a ‘swipe up’ feature so people can view the collection or individual items that these elite people are wearing. Additionally, there are beautifully illustrated Highlights accompanied by feed posts introducing a new item of jewellery to help people further discover the story of this luxurious brand.
TV moves online
One of the best ways to attract the attention of UHNWIs is through video, which sells a brand’s lifestyle and heritage. Video is portable, immersive, and measurable. YouTube has been the reigning platform for video since its inception, but IGTV is growing in popularity and usurping their lead. IGTV is an integrated platform within the Instagram app, where videos can be up to an hour long. These long-form videos are intermixed with regular image posts and short-form videos on the Explore page and appear on users’ feeds with short clips.
Google has now integrated YouTube results on their main search page. Video is highly interactive, encouraging users to go on a journey, through links to purchasing pages and websites. A well-executed video can offer an incredible return on investment, especially if a video goes viral. According to the online learning platform SmartInsights, video offers the highest return on investment, followed by photos, blog posts, texts and quotes, and infographics.

Superyachts are the reserve of the world’s wealthiest with yachts selling for up to €500 million and brokers are using ever increasingly sophisticated digital marketing strategies to attract this highly elite audience, including video. Fraser is a superyacht broker that embraces digital marketing strategies and utilises them to their fullest, showing their willingness to stay on-trend and give users what they want. Rather than being scripted and overly produced, Fraser’s video is often authentic, captured in the moment offering a true-to-life insight as to the luxury lifestyle the world’s most extravagant superyachts can offer.
Dior’s YouTube channel is filled with exquisite behind-the-scenes views of their atelier and the magic their artisans and seamstresses create. You’ll discover videos such as Precious couture tailoring takes shape, Embroidering fields of gold and The meticulous art of lace appliqué. They also have dynamic interviews with Maria Grazia Chiuri, the creative director at Dior, where she speaks about her inspiration for collections and her personal values. There are videos of fashion shows, special releases of items and collaborations with artists.
The emerging power of podcasts
Podcasts are another marketing tool that luxury brands are utilising to reach UHNWIs. Indeed, podcasts are becoming a popular communications tool for high-end fashion companies, for example the high-end department store Saks in the U.S.
According to Saks’ senior vice president and general manager of beauty, jewellery and home, podcasts enable Saks to “tell a longer and more intimate story” offering the department store the “ability to connect with guests on a very personal level.”
Luxury brands keen to target UHNWIs are now experimenting with the medium too, including Chanel, which debuted a 3.55 podcast in-store in 2017, and Gucci, which in 2018 launched The Gucci Podcast.
Indeed, savvy marketers would be wise to explore this growing medium, especially considering that podcast listeners grew by some 14 percent in 2018.
The benefits of podcasts are numerous. The fact that all people need to do is “listen” makes Podcasts highly portable, with people being able to access them while on the move, from exercising to travelling, or even while at work. The fact that potential consumers can engage with your brand wherever and whenever, no matter what they might be doing, makes podcasts highly accessible and a unique, flexible tool for digital marketers.
Not only do podcasts give marketers another avenue in which to tap into a targeted audience, but brands which start their own podcasts can further build brand credibility, authority, and awareness, all of which can help a brand grow.
Nimble luxury
Traditional offline marketing techniques are no longer sufficient to guarantee success in the highly competitive luxury industry. In order to stay in the hearts, and wallets, of UHNWIs, exclusive brands need to follow the lead of these digital natives, utilising everything from IGTV to podcasts to make themselves heard, and seen.
Not even the most valued and successful businesses can afford to ignore this shift in culture, and need to embrace new digital strategies in these changing times, where the world’s wealthiest prefer to buy over VR rather than visit a physical shop.
The winners in the next decade will be luxury brands who are sufficiently nimble enough to adapt in order to keep up with the latest digital trends and the changing ways in which UHNWIs purchase luxury goods and experiences. The question remains though, which luxury brands will rise to the challenge? Time will tell.

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Why Rakuten is investing in AI-powered media buying- Tempemail – Blog – 10 minute

One of the largest challenges advertisers in Japan currently face is in building strong prospecting segments and retargeting pools outside of their own websites.
This is often due to the difficulty faced in finding the right advertising option for their demographic, one option may work well for one company’s audience but may fall flat for another.
Rakuten has been trying to change that by investigating the possibility of realizing digital marketing that did not depend on personal attributes and the company began more specific planning in February 2019.
As part of that planning, it signed a joint venture agreement that was entered into with Sqreem Technologies on September 30. Sqreem is a Singapore-based AI company that provides a marketing solution not dependent on individual identifiable data but by utilizing an AI automated behavioural pattern analysis platform that analyses consumer behaviour data quickly.
Ryugen Shimizu, representative director and president Ryugen Shimizu, who is also the president of LinkShare Japan, which operates Rakuten Marketing Japan, will helm Rakuten-Sqreem.
It did so to provide the Japanese market with a more accurate platform by combining the proprietary behavioral pattern analytical data of Sqreem with Rakuten’s own consumer behavior data.
“Our aim is to maximize the performance provided to advertisers by developing and operating a digital marketing service that is independent of personal attributes and safe for users through the analysis of data collected by Rakuten and other open data available online,” a Rakuten spokesperson tells Tempemail.
“By combining the over 100 million Rakuten members and their data with the behavioural pattern analysis data of Sqreem, we expect to improve ad performance and create new value for the Japanese market by bringing clarity to increasingly complex consumer behaviour.”
The phasing out of cookies by Chrome and other Internet browsers, and stricter privacy regulations will likely impact most of the industry.
However, Rakuten-Sqreem has never and will never use cookies, according to Ian Chapman-Banks, the chief executive and co-founder of Sqreem Technologies.
Instead, he says they use anonymized behavioral data that tracks and predicts how groups behave as its model affords more cost efficiency as Rakuten is able to reach the right consumer at the right time.
“The personal information collected from customers by Rakuten and Rakuten-Sqreem is managed responsibly by Rakuten according to the relevant laws and the privacy policy stipulated by Rakuten and will not be provided to any party outside the group without the customer’s consent,” explains the Rakuten spokesperson, adding that the personal information handled by Rakuten is also handled appropriately and is not shared outside the group without the customer’s consent.
“When we consign tasks involving confidential information to a subcontractor, we follow internal regulations established for outsourcing to examine the state of security at that subcontractor and audit it. We also have internal regulations for categorizing user information into different levels and regulations on the handling thereof. When information is provided outside the company, the information is encrypted according to the level and provided according to specified procedures.”
Ultimately, Chapman-Banks says Rakuten-Sqreem wants to simplify the media buying process for small and medium enterprises (SMEs) so they can use self-serving platforms and buy media by themselves.
Presently, advertisers have mainly had a hands-off approach to buying digital media and would leave the operations to an appointed agency who would handle everything from creative creation to buying media.
This was largely due to either advertisers having limited resources, in the case of SMEs for example, or due to the complexity involved in larger campaigns launched for global multi-national corporations.
“Even amongst major global companies, some are already starting to move small portions of their media to internal teams for cost efficiency,” explains Chapman-Banks.
“With this trend growing, Rakuten Sqreem aims to find a way to help these groups of advertisers while supporting the majority with our managed services.”

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Woolworths, Coles online stores recovering after frenzied buying – Finance – Digital & Disruption – Cloud – Networking- Tempemail – Blog – 10 minute

Customers fretting over setting foot in high-traffic retail outlets like supermarkets are creating online and logistical headaches for Coles and Woolworths, with the nation’s biggest merchants buffeted by online buying surges that have stretched delivery networks.
Woolworths on Tuesday confirmed it was gradually restoring its “Delivery Now” service for online purchases in Sydney after it unexpectedly pulled the short time fulfilment service late last week.
The suspension came amid frenzied consumer purchasing behaviour across products ranging from toilet paper to tinned tuna and microwave rice fuelled by uncertainty around the extent of Covid19 infections in Australia’s cities.
“Delivery Now was temporarily suspended in Sydney from Wednesday to Sunday,” a Woolworths spokesperson told iTnews.
“We opened up Delivery Now orders from eight Sydney stores on Monday. We plan to have all 32 stores up and running again by the end of the week.”
Coles is understood to have been hit with a similar surge, with reports saying it has been directing online customers to click-and-collect facilities rather than home deliveries for online purchases.
And while the sudden surge in online orders might look like a big bonus for the retailers, the reality is that both the major supermarket brands have only just made online sales profit margin accretive, with click-and-collect the gamechanger.
What’s less clear is whether the limitations around online delivery have propelled consumer anxieties over the availability of some goods as retailers impose purchasing limits on items like toilet paper to rein-in the run on stock.
Woolies says it is doing its best.
“Like our supermarkets, our online teams have been working hard to manage higher than usual demand for deliveries over the past week,” a Woolworths spokesperson said.
“Delivery windows have been filling up faster than usual and we apologise to customers for the inconvenience this has caused.
“We’ve been ramping up our delivery capacity with the support of our transport partners and doing all we can to fulfil orders for our customers as quickly as possible.”
Comment has been sought from Coles.

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Intuit is buying personal finance startup Credit Karma for $7.1 billion in cash and stock – Blog – 10 minute

What just happened? Intuit, the financial software giant responsible for products like TurboTax, QuickBooks and Mint, on Tuesday announced plans to acquire personal finance company Credit Karma for $7.1 billion in cash and stock.
Credit Karma was founded in 2007 as a personal finance management platform where consumers can check their credit scores and reports, prepare their taxes and find unclaimed money such as insurance payouts or refunds. To date, Credit Karma has over 100 million members in the US, Canada and the UK with more than 37 million monthly active users – 88 percent of which engage with the platform via mobile devices.
The acquisition is the largest ever for Intuit, a company founded in 1983.

Intuit CEO Sasan Goodarzi said their mission is to power prosperity around the world with a bold goal of doubling the household savings rate for customers on their platform.
Specifically, Intuit believes it can help people find the right financial products by matching consumers with pre-approved offers for loans and credit cards, turn users on to higher yield savings accounts and provide insight and advice to help consumers make better decisions with their money and improve their credit score.
Per TechCrunch, Intuit plans to run Credit Karma as a standalone venture that’ll continue to be led by co-founder and CEO Kenneth Lin.
The deal is expected to close in the second half of calendar year 2020.
Masthead credit: Fish by maxsattana.

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Morgan Stanley is buying E-Trade for $13 billion – Blog – 10 minute

What just happened? Morgan Stanley on Thursday announced intentions to purchase online trading platform E-Trade. The all-stock deal is valued at roughly $13 billion and represents the largest takeover of an American lender since the global financial crisis in 2008.
With the acquisition, Morgan Stanley will take on more than 5.2 million additional customer accounts and some $360 billion in assets. They’ll join Morgan Stanley’s existing three million clients and their $2.7 trillion in assets.
E-Trade stockholders will receive 1.0432 Morgan Stanley shares for each E-Trade share they own, or $58.74 per. That’s a more than 30 percent premium over the closing price of E-Trade shares on Wednesday.

As The New York Times correctly highlights, traditional corporate finance heavyweights like Morgan Stanley are increasingly looking to cater to customers that have smaller net worth. Similarly, online brokers that once hoped to overthrow conventional trading houses are struggling to cope with declining profits resulting from lower interest rates, falling commissions and digital “robo-advisors.”
James Gorman, Chairman and CEO of Morgan Stanley, said E-Trade CEO Mike Pizzi will be joining the company to continue to run the E-Trade business and lead the integration effort. Pizzi will report directly to Gorman and will be joining Morgan Stanley’s Operating and Management Committees. What’s more, another (unnamed) E-Trade executive will be joining Morgan Stanley’s board.
Morgan Stanley expects the deal to close in the fourth quarter of 2020, pending customary regulatory approvals.
Masthead credit: E-Trade by Sundry Photography. Day trader by GaudiLab.

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Is It Worth Buying Extended Warranties for Tech? – Blog – 10 minute

You know the question: “Would you like to invest in the extended warranty for this product?” Sales people push extended warranty on consumers, and it might sound like a great idea. After all, if you’re spending over $1,000 on a new laptop, you’ll want some kind of protection in case it breaks. There is an almost universal pause after the question is asked before the consumer answers with a half-smile, “No thanks. I don’t need that.” 
That pause is when the customer debates; are extended warranties worth it? This holds especially true for parents buying tech for younger children that might break the devices, accidentally or not. 

Are Extended Warranties Worth It For Tech?
The short answer is no, an extended warranty is not worth it. The vast majority of extended warranties go unused and serve to generate revenue for the retailer. Under the vast majority of circumstances, products do not break on their own. If you do happen to break a laptop or a tablet, the cost of repair out of pocket is often less than what you would pay for the extended warranty. 
Let’s put it another way. There is a newsletter called Warranty Week dedicated to the warranty industry. According to a newsletter sent out in September of 2017, warranties are a $23 billion industry. Do people have that many accidents in the span of the first few years of their product’s life? Not likely. 
You are better off saying no to an extended warranty and instead placing that money into a savings account that can be used in the event of an emergency. The only time an extended warranty is worth considering is if you are in a situation where you know the device has a high risk of damage, such as a laptop or tablet for fieldwork where heat, condensation, and other risk factors are outside the norm.
However, make sure your warranty covers the types of damage a work-focused machine might encounter. If your extended warranty doesn’t offer protection for the type of damage your machine might see, skip it and invest in a sturdy case.

Are Other Types Of Warranties Worth It?
While an extended warranty might not be worth your money, there are other types of protections that absolutely are. Your mobile carrier’s protections, for instance. According to a study from SquareTrade, roughly 5,761 smartphone screens break every hour in America. As a country, we are not gentle with our mobile devices. Of course, the study also revealed that the majority of these breaks come from a widespread case of butterfingers—74% of breaks are the result of dropping a device.
Although many people are content to use a phone with a cracked screen as long as the damage isn’t too great, there’s no reason to. Almost every provider and carrier provides a protection plan that allows you to replace a cracked or broken screen for next to nothing. As the cost of screen replacements rise (the iPhone Xs Max averages around $330 to repair), carrier protections are a solid investment. 
Why phones but not laptops? Due to the nature of phones, they are at far greater risk of damage due to the frequency of use. People text on the go, pulling out their phones to check or reply to a message without looking at the path in front of them. When is the last time you actively used a laptop while walking around? 
There is a caveat to this, however. Before you agree to smartphone insurance, take a close look at the terms and conditions. If you’re spending $10 per month on the insurance and still have an out of pocket deductible of upwards of $100 or more, it’s not worth it. If you needed to replace a screen, you could do so with a replacement ordered from Alibaba and a few hours with YouTube.

Are Extended Warranties Worth It For Other Products?
Extended warranties are offered for nearly anything you purchase. If you’re investing in a smart appliance, skip the warranty. The built-in manufacturers warranty will cover any defects in the product that might result in a return. No extended warranty is needed. 
You will likely be offered an extended warranty when purchasing video games. GameStop in particular is notorious for this—$3.99 or so for a year of protection. Companies constantly offer protection plans for game consoles, too. They’re unnecessary. Any manufacturer-born problem will be repaired for little to no cost as game companies try to stay in the gamers’ good graces.
Finally, you do not need an extended warranty for your television. Because TVs are often the centerpoint of a home, companies convince buyers to ensure it is protected all costs. Think, when was the last time a television broke in a way that an extended warranty would cover it? Getting too into a VR game and smashing the screen most likely falls outside the protection of extended warranties. 
Other Factors To Consider

Extended warranties are rarely worth the money. There might be a few specific instances where they are worthwhile, but those are few and far between. On the other hand, you might already have an extended warranty and not even realize it. How? Two words – credit cards.
Many credit card companies provide automatic extended warranties on purchases as a perk to their customers. American Express tends to offer the most thorough coverage, with MasterCard and Visa following behind. Your manufacturer’s warranty can sometimes be extended, too. Check the fine print. In many cases, you can register with the manufacturer and increase the length of coverage at no extra cost.
Do yourself a favor. Skip the extended warranty and invest those funds into a savings account or a reliable protective cover.
Have you purchased an extended warranty in the past? Did you find the extended warranty was it? Let us know in the comments below.

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White House dismisses idea of US buying Nokia, Ericsson to challenge Huawei – Finance – Security – Telco/ISP- Tempemail – Blog – 10 minute

US Vice President Mike Pence on Friday and the top White House economic adviser dismissed an unusual suggestion from US Attorney General William Barr that the United States consider taking control of two major foreign rivals of China-based Huawei Technologies Co Ltd.
Barr, a former general counsel at Verizon Communications Inc , said on Thursday the United States and its allies should consider taking a “controlling stake” in Finland’s Nokia and Sweden’s Ericsson to counter Huawei’s dominance in next-generation 5G wireless technology.
White House economic adviser Larry Kudlow added later on Friday that the United States was working closely with Nokia and Ericsson, saying the companies’ equipment was essential to the buildout of 5G infrastructure.
But he said the “US government is not in the business of buying companies, whether they’re domestic or foreign,” adding that “there’s nothing to prohibit American tech companies from acquiring” them.
Pence earlier in the day had suggested an alternative approach when asked by CNBC for his response.
“Great respect to Attorney General Barr, but we believe the best way forward is what Ajit Pai announced just over the last several days,” Pence said, referring to the Federal Communications Commission’s chairman’s efforts to free up more spectrum for 5G wireless use.
“That’s the plan the president has endorsed and will be carrying forward,” Pence said, adding that the United States can expand 5G “by using the power of the free market and American companies.”
The White House, and representatives for Barr and Pai all declined to comment.
Shares in Nokia closed 4 percent higher on the New York Stock Exchange and Ericsson shares were up nearly 5.4 percent on Nasdaq. Both companies declined to comment.
Nokia and Ericsson have a combined market capitalisation of about $53 billion (41 billion pounds) and it is unclear what source of funds the US government could potentially tap to take stakes in the firms or if foreign regulators would approve.
In a remarkable statement underscoring how far the United States may be willing to go to counter Huawei, Barr on Thursday disclosed proposals “by the United States aligning itself with Nokia and/or Ericsson.”
Barr said the alignment could take place “through American ownership of a controlling stake, either directly or through a consortium of private American and allied companies.”
Barr said that “putting our large market and financial muscle behind one or both of these firms would make it a far more formidable competitor and eliminate concerns over its staying power, or their staying power.”
“We and our closest allies certainly need to be actively considering this approach,” he added.

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