by Rob Paterson
May 11, 2011 at 10:37 am · Filed under
2.0 Business Model, Adoption, Banking, Books, Business 2.0, Mobile, Mobile Phones, Movie Making, Netflix, Platforms, TV, User Revolution, Video, Visa, Web 2.0, YouTube
Two announcements this week I think show how the 2.0 web is going to the next phase – where the “rebels” go mainstream and spell the end of the traditional services.
I wont say much more about MSFT’s purchase of Skype – other than this. It spells the end of telephony as we used to know it. Communications will inexorably shift to the mobile platforms and will make video the centre piece. The Mainstream will be Dick Tracy! And this is my point. Mobile is the new platform and video will become so ubiquitous as to replace voice. The rebels are now the players.
In commerce Visa has just thrown down the gauntlet too.
Visa has just announced that it too will make mobile its future. It will take on PayPal directly. Here are the features:
Visa expects to launch the digital wallet in the U.S. and Canada in fall 2011.
Key features of the wallet are expected to include:
- Click-to-buy: Shop conveniently and securely by simply entering an email address, alias or online ID and password, instead of a billing address, account number and expiration date. In addition, Visa is exploring dynamic authentication technologies that will bring added layers of security to online purchases.
- Cross-channel payments solution: The wallet consolidates multiple Visa and non-Visa payments accounts and can be used in mobile, eCommerce, social network and retail point-of-sale environments.
- Preference management: A menu that enables consumers to set preferences for how their wallet will work, allowing them to customize and control the features of their personal wallet from privacy settings to designating which account will be accessed based on merchant type or purchase amount.
- Merchant offers: A service that allows consumers to personalize their shopping experience by opting-in to receive money-saving discounts or promotions from participating merchants.
“The widespread adoption of Internet and mobile technology is changing the way people connect and transact across the globe, so we’re focused on delivering locally-tailored payments products and services,” said Saunders. “We are introducing new solutions for eCommerce and mobile devices that provide the same ‘Visa-quality’ experience—convenience, reliability and security—people enjoy when using their Visa cards at a retail location. In doing so, we are accelerating the global shift to digital payments by harnessing our brand, products, network and 50-plus years of payments experience.”
Mobilizing Payments in Emerging Economies
In certain emerging geographic markets with significant mobile penetration, Visa will work with financial institutions and mobile-network operators to provide consumers with a secure, reliable and globally accepted form of payment and the ability to transfer and receive funds, manage financial accounts or top-up wireless air time using their mobile handset. The wide range of features and functions being developed for the digital wallet will allow Visa to pursue a number of strategies to tailor or bundle services to local needs.
- In countries like India and Russia, where card issuance and mobile subscriptions are high, but card usage is relatively low, Visa will help drive account activation and usage by working with financial institutions and mobile operators to link existing card portfolios with mobile devices to give handsets payments functionality.
- In countries within Africa and the Middle East where mobile device usage is high and traditional electronic payments infrastructure is less developed, Visa will work with mobile network operators to link new virtual mobile prepaid Visa accounts to mobile phone numbers to enable cash-in, cash-out, personal payments and mobile payments —including bill payments and wireless airtime top-up. Visa also intends to connect existing “closed loop” mobile money services that today provide basic mobile banking and payments services to unbanked and under-banked consumers to its global, open loop network—VisaNet. The integration will open closed loop systems, and provide consumers and merchants with unprecedented scale, functionality and acceptance beyond their existing local geographic footprints.
Across all emerging geographic markets, Visa’s sophisticated payments technology and significant work in establishing global payments standards will aid in navigating the complexity of the myriad of network operators, handset models and operating systems in use globally, helping to enable millions of new and existing Visa account holders to simply use mobile technology for payments services.
Communications and Commerce now. What next? Education and Healthcare seem next.
Maybe there will have to be a Skype and PayPal in these sectors first. And when the mainstream buy in as we see above the shift will be made. Oh yes and are not books and film there too?
by Rob Paterson
July 2, 2009 at 7:55 am · Filed under
Adoption, Clayton Christenson, Culture, Enterprise 2.0, Innovator's Dilemma, Interview, Media, Movie Making, Organizational Design, Public Media, Social Media
One thing I know is true- real innovation – the disruptive idea that declares independence from the old system – can only happen at the edge.
So this spring when I got a call from Howard Blumenthal CEO of MiND, in Philadelphia, my instincts told me that this was a very very important call.
No TV operation is more unique than MiND (or, properly, MiND: Media Independence).
MiND is not a PBS affiliate. It broadcasts a stream of 5-minute programs, many made by MiND’s staff producers, some made by members of the public who attend MiND’s production Boot Camps. MiND is both on air and on the web. The staff have their own voice in a way that I have never seen anywhere before in media or ANY other place of work. It was not only a novel TV operation – it was a novel organization. It was what a 2.0 organization would be like- inside and outside. As an independent community licensee, MiND makes the most of its freedom–and engages everyone who walks through the door.
So I booked my flight and flew down to see Howard and his team.
So what did I find? How to make TV, the Gutenberg of our time.
You don’t believe me? Please invest 5 minutes in this film.
Did you get it? I found it compelling. A beautifully crafted story. Here is a heartfelt comment on IMDB. Made by a real pro – right? No – made by a regular citizen, Leontyne Anglin, whose passion is the topic but who had never made a film before.
The impact of Gutenberg’s technology in the 1500’s was to give people a voice. If video and TV are the main means of communication today, then the “New TV” must give people a voice. This is surely more than uploading to YouTube or adding comments to a web video. Merely pointing and shooting does not make you a filmmaker. When you have the ability to tell a story well – then you need a place where your early work reaches an audience with an already-established relationship with a trusted brand.
This is what happens at MiND. Day-in and day-out. It’s the reason why the system was built. And it’s working.
The key to MiND is found in its willingness to help the public learn how to be real video storytellers. MiND’s core members have joined a tribe of filmmakers with something to say. MiND’s eagerness to provide every storyteller access to its Trusted Space makes all the difference—MiND is a branded space that adds real depth and texture to the word “public” in the term “public television.”
How does MiND do this?
First of all, MiND employs a production staff drawn from the public and not from the priesthood. It has attracted such a staff by its culture and by its remarkable intern-and-volunteer system. While many stations regard interns as more trouble than they are worth, MiND has transformed coping with, and training, more than 200 interns into common practice. As such, the keen are fed into the system and the cream rise to the top. Nearly a third of MiND’s current staff members started as either volunteers or interns.
Secondly, MiND has built a transformational training system modeled on and called ‘Boot Camp.’ It is transformational in that a citizen comes in with all sorts of wild expectations about television and media; after six hours of intensive training, she is on the path to making a real MiND program that will go on the air and become part of MiND’s extensive internet library of 5-minute programs. In time, she becomes an enabled storyteller.
Leontyne went to a MiND Boot Camp. She was a doubter – MiND’s promise seemed too good to be true. But Leontyne and two others at the Boot Camp took up the challenge. They developed an idea, checked back with MiND to make sure they were on the right track, and made a terrific MiND program.
As a result, Leontyne is a new person–and now, one of MiND’s most vocal advocates. On her own terms, she has become video- and story- literate. She possesses new power in the most powerful medium of our age.
She is not an anomaly.
Here is a short documentary film made by another MiND intern. It’s broadcast quality in every way – a strong story line and intricate editing combine old and new footage. The person who made this film has become an accomplished filmmaker–and is now a teacher at a small college in New England.
MiND is creating a core of accomplished story/film makers who can help their community as storytellers. In time, with MiND’s support, Philly (and in time, other cities that may carry a local version of MiND as their own service) can develop a cadre of the new, media-literate creative workers engaged in the betterment of their home, their neighborhood, their city. It does not take much to imagine what they could do.
The incentive that MiND offers its “students” and interns is that not only will they gain the skills that they will need for our time, but that the work will be showcased on TV and the web–by a Trusted Brand.
All artists want their work to have an audience. TV is 1.0 but it offers a reward like no other. “Hey Mom my work is on TV!” So MiND is expanding its reach to other markets. It is building a national alliance in most of the key markets of the US – details here. The bigger the audience, the greater the impact.
So what next?
It is no secret that all the public stations in Pennsylvania are under pressure because their Governor plans to cut all state funding. MiND’s low cost approach makes it especially vulnerable–just completing its first year, MiND has focused on operational efficiency, programming and community; MiND’s first revenue programs are just beginning, and are insufficient to cover a 40% cut in the total budget. MiND will not stop–but it will slow down as resources disappear.
This is the reason for my post today–to encourage the public television community to consider what MiND has done in its first year, and how its ideas might be used to reinvigorate a tired system. MiND is not the full answer but it contains most of the DNA for the full answer and so I felt compelled to tell its story now.
What can we all learn from this?
Set up a new organization to do this – The station culture is key. MiND is a 2.0 Culture. Here is how it sees itself. These are not simply words on a page. With 30 plus years in the field of culture – I observed first hand that this is no bull – what they say is how they are. So you cannot change all your station culture to be like this. I also know that to be true. So what can you do? Clay Christenson is clear – set up a separate organization to house this aspect of the new - your transformational organization. I know of several stations that are thinking along these lines. You cannot make this shift inside the old–but you can make the shift if the new is allowed to grow alongside the old.
The Goal Is Self Reliance – The goal is to transform your community to be self-reliant – to do that you have to be able to tell the collective story of how people are bringing about change in your community. To do that you need to develop real storytellers by teaching them how to tell stories– and you have to imbue their stories with the added value of your brand. Create a “school” for the new literacy. Bring in the people as interns and volunteers. Bring in the young. Use your digital channels and the web as the “channel.” Or, let MiND show you how; they are willing and capable guides. And, please, don’t get caught up in the validity of five-minute programs–not before watching MiND or considering the sheer number of unique five-minute programs that can be produced in a year.
Gain strength and power by connecting. Connect to the institutions organizations in your community who need this kind of help – use your storytellers to give them a voice. How might non-profits be involved? How about schools (K-12 and higher education)? What if everyone really did have a voice–and what if that voice defined the future of public media? Imagine connecting with other stations across America and the world–perhaps create a national network with MiND at the core – and jointly build MiND as an initiative that engages people at the local, regional, national, even global level. It’s clear that MiND was built with precisely that strategy at its core. Increase the power of the collective story by comparing what’s happening in Philadelphia with what’s happening in Chicago or Denver, and ultimately, with Mumbai or Warsaw.
MiND benefits from a wonderful gift–it is one of the few truly independent agents within public media–in fact, the company’s official name is (you guessed it) Independence Media. From that independence has grown true innovation. Make no mistake–this is not a play by a tiny public TV station operating at the edge of reality. Instead, it is likely the center of a new solar system with increasingly powerful gravitational pull.
We will not get through the turbulence of our times by relying on the status quo in any part of our lives. So I do my bit to tell the story of Howard and his band of sisters and brothers at MiND.
Bless them all. And for my American friends, about to celebrate their annual holiday, do consider the value, opportunity and responsibilities associated with independence.
by Rob Paterson
July 19, 2008 at 7:08 am · Filed under
2.0 Business Model, Dr Horrible, Hulu.com, Movie Making, iTunes
We are all struggling to find a way of making content valuable again. When it was scarce and you could only see it on a big screen or on your TV on a certain channel in a certain place at a certain time – the content had the value of scarcity. But now….? With as much content being posted on the web in a week that was on the air in a year back on the TV times of the 1970’s, where is the value?
Dr Horrible may be showing us one way.
This amazing film was launched this week for free in the 3 installments on the web. Come next week it will no longer be available – at least for free.
In the few days it has been available, it has caused a firestorm. First of all – it is very well done indeed. So there is the essential quality.
The makers are using all the rules of the 2.0 world.
- The have not negotiated with the 1.0 world for distribution
- They are using Hulu to show the web version
- They will be using iTunes to distribute the paid version
- And marketing? Of course they are using me and you – the early adopters who have some influence – I had to see this because of Laura at BPP – you might see it because of me – a friend of your might see it because of you and so on.
- They have used another form of scarcity – a very limited time of “free”
- They have used another form of scarcity – 3 installments built expectations and hope for the resolution.
And how does it end – Does Dr Horrible get the Girl? Does he deal with his Nemisis, Captain Hammer? Is he accepted into the A List of Evil Doers? Does it end happily? – Well you will have to watch it to find out.
Is it well made? Yes – very tight, great cast, great plotting and ideas, the music is exceptional – it kept me rapt all along and the end….. brilliant.
Will Dr Horrible do well? What do you think? Is this a model – yes
