March 2020 — Carrington Malin

Blogs, writing, published articles, media interviews and other news
March 31, 2020
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CIO Middle East recently asked me about recent moved by the UAE’s Telecommunications Regulation Authority (TRA) to unblock certain VoIP and video call apps. In March 2020, the TRA lifted a long-held ban on a few popular apps such as Microsoft Teams and Zoom as it announced measures to promote remote working.

It’s an interesting subject since, although the UAE is one of the most technologically advanced nations on the planet, pressure from telecom service providers has effectively blocked the usage of most of the world’s most popular voice and video call apps, such as Facetime, Skype and Whatsapp. So, now having allowed access to a number of video call apps, what will happen when the coronavirus emergency ends? Will the TRA block those apps again or does this mark the beginning of a new era of policy?

Read the full article here.

 


March 16, 2020
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The coronavirus pandemic seems to have cancelled ‘business as usual’, however this could present an opportunity to refocus your marketing effort.

These days, it doesn’t matter where you work or what you do for a living, business has changed as a result of Covid-19 and the response of governments, companies and the public to the new viral threat. In fact, some may feel that their business has been turned upside down!

While you naturally put the health and safety of your customers, employees and other stakeholders first, you’ll also be mindful that every business needs to take measures to ensure productivity, revenue and profit. However, the reality is that your customers are probably grappling with changes to their own lives at the moment. So, simply calling them up to find out if they would like to buy more of your new product or service could prove to be highly counterproductive.

In the meantime, recognise that your regular day-to-day business has changed. This doesn’t mean that people won’t be buying at all, just that they may not be buying what they normally buy in the same way as they normally buy it. This also means that the demands placed on your marketing team will change. So, could this be the perfect time to review and refocus your marketing effort?

If you believe that your marketing team could have time on their hands during the next couple of weeks, here are five ideas to take advantage of the current disruption to ‘business as usual’ and refocus your efforts.

1. Review goals and refocus your team

The media and marketing environment has changed dramatically during the past few weeks. This means that what your marketing and communications teams are doing has changed too. Some tasks simply won’t get done, while others will take more work. This is the time to double down on those tasks or campaigns that you know can be productive, perhaps take another look at those projects that you previously weren’t able to spare resources for or experiment by trying some new ways of doing things.

2. Learn more about your customers

Although this may or may not be a good time to sell to all your customers, that doesn’t stop you updating your company’s knowledge of their needs, challenges, preferences and behaviours. In fact, their circumstances may have changed during the past few weeks, making it timely to check your marketing assumptions. You may even find that some customers have more time to answer your questions than they did a few weeks ago.

3. Find new ways to engage your stakeholders

In general, people are spending more time at home, which impacts their day-to-day routines, consumer behaviour and media consumption. As a result, there may be opportunities to engage with customers differently (and I don’t mean just doubling your online advertising spend). The same goes for employees, business partners and other stakeholders.

4. Create new customer offers

There’s no reason not to use the changes in business environment to help inspire some marketing innovation. Are there ways that you can create value-added offers, reward customer loyalty or otherwise differentiate your offerings now, or in the future? In addition, are their any ways, taking into account the current health emergency, that you could make it easier for customers to do business with you?

5. Audit your website content

When was the last time that you reviewed your website content from a customer engagement point of view? Does your website engage effectively with customers throughout the buying cycle, from discovery to post-sales? A review could be especially timely in the current environment where customers may defer some purchases and so spend more time in the learning and consideration phases of the marketing funnel. If you can keep them returning to your website in those phases, then you are more likely to increase your chances of selling to them.

As anyone reading the news will know, the business environment is constantly changing and adapting as the world adjusts to the new pandemic. For sure, this throws up lots of new obstacles for business and will affect some companies more than others. It will also present opportunities for some businesses to do things differently. Taking the time to review and refocus now, could put your marketing team in a position to identify and take advantage of those new opportunities.

This story was first published on SME10x.com.


March 13, 2020
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A pandemic could be a tipping point for a technology we’ve been promised for nearly a decade.

China’s use of drones and robots in its fight to contain Covid-19 is now well publicised, with medical authorities and security forces employing autonomous agents to limit human contact and so the spread of the virus.

However, e-commerce companies and other technology firms have been talking about the promise of commercial drone services for some years now, where drones can deliver prepared food, groceries, medicine and other online purchases directly to the consumer in a matter of minutes.

In reality, while the technology is largely ready, commercial drone delivery – a new market that, according to Markets and Markets, could be worth more than $27 billion (Dh99bn) by 2030 — has long been held up by lack of government policy and regulation. Could the demands of fighting Covid-19 actually fast-track the introduction of drones to the masses?

The benefits of drone delivery have already been clearly demonstrated by China’s response to the coronavirus emergency. In an effort to both increase the speed of medical deliveries and remove unnecessary human contact, drones have been used widely in the country’s virus-stricken provinces.

Chinese firms, such as e-commerce giant JD.com, drone delivery start-up Antwork, drone maker MicroMultiCopter and China’s largest private courier company SF Express, have all deployed drones to help deliver medical supplies and transport medical samples for analysis. By using drones, healthcare authorities are assured of faster and “contactless delivery”.

China has also used drones fitted with thermal cameras to scan crowds and identify those that may be in need of medical treatment; drones have been carrying sanitisers to spray densely populated communities; and police security drones have reminded city pedestrians to wear protective face masks. Chinese drone manufacturer DJI mounted loudspeakers on its drones to help police disperse crowds in public places.

Predictably, China’s use of drones has also sparked new concerns about electronic surveillance and infringements on human rights from private tech companies.

However, for those watching the development of drone delivery services, it appears the vast majority of drone usage during China’s health emergency has been state-sponsored and limited in scope. Although drones have been used for emergency food delivery by government authorities, commercial services haven’t moved beyond pilot projects.

Food and shopping delivery trials have been conducted by AntWork, Alibaba, JD.com and others, but, despite the new public demand for contactless delivery, no fully commercial services have yet been rolled out. Delivery app Meituan Dianping began delivering grocery orders in China using autonomous vehicles last month, as part of a contactless delivery initiative, but has not yet been able to launch its planned drone delivery service.

Elsewhere in the world, drone delivery trials have been taking place for years. Amazon began talking about plans for e-commerce deliveries using unmanned aerial vehicles (UAVs) in 2013 and launched its Prime Air aerial delivery system brand in 2016, making its first drone delivery to a customer in the city of Cambridge, England. However, despite announcements over the past year that Prime Air would be ready to begin commercial services in the UK within a matter of months, no service has been rolled out yet.

Irish drone delivery firm Manna plans to launch a new food delivery pilot this month, servicing a suburb of about 30,000 South Dublin residents. American ice cream brand Ben & Jerry’s, UK food delivery firm Just Eat, and Irish restaurant chain Camile Thai have all signed up to take part in the pilot project.

Meanwhile, Alphabet-owned Wing, which last year became the first Federal Aviation Administration certified air carrier, has been testing drone delivery more extensively in Australia, Finland and the US, completing over 80,000 flights. Since then, logistics giant UPS has also received US government approval to operate a drone carrier in preparation for making commercial, medical and industrial deliveries.

As governments across the globe look for ways to prevent the spread of a new highly contagious virus, fast-tracking contactless delivery options seems to make enormous sense. Contactless deliveries of all kinds could prove to be a vital tool to limit exposure to infected individuals, deliver essential medicine and food to high-risk locations and allow people to self-isolate, while still being able to get their groceries.

No doubt, logistics and e-commerce industries are hoping the coronavirus crisis brings more government focus to solving these regulatory obstacles.

This story was first published in The National.


March 6, 2020
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Here are six ways to make sure that your communications don’t say all the wrong things to the people that your business cares the most about.

The novel coronavirus now dominates global media coverage, prompts political debate, inspires endless memes on social media and has become a daily topic of office chatter. Over the past couple of weeks, the virus crisis has gained increasing attention, in line with the rise in virus cases reported outside of China and the sharp drop felt by Western stock markets. In many countries, public perceptions of the crisis seem to have shifted from the view that it is ‘something that’s happening over there’ to ‘something that could happen here’!

In the business world, we’ve already seen some big global events cancelled, commercial launches postponed and business travel cut back. The mobile industry’s annual gathering MWC Barcelona was cancelled last month and, a few days ago, the world’s biggest travel trade show ITB Berlin was called off (not to mention Google I/O and Facebook’s F8). We’ve also seen event cancellations in the UAE. Data intelligence company PredictHQ estimates that cancellations have already cost the events industry some $500 million.

So, if there isn’t now an element of uncertainty in your business, then you are either the exception to the rule, or you’re simply in denial. Against the backdrop of economic instability, daily coronavirus news coverage and public fears over safety, many businesses are trying to figure out how the global crisis affects them and what, if anything, they can do about it.

As with the response to any big disruption outside of your company’s control, a rather obvious thing that you can do is to focus on your key stakeholders: your employees, your customers and your business partners.

Another rather obvious thing is that communications is key. So, instead of putting off all communications decisions until ‘tomorrow’ when the situation may be clearer, here are six ways that you can take action to make sure your communications doesn’t say all the wrong things to the people that your business cares most about.

1. Avoid creating a vacuum

As Aristotle once said, nature abhors a vacuum. And so does communications. Don’t assume that by not communicating, your last communications are still kept in mind by your stakeholders. A more likely result is that, if you stop communicating, rumour and speculation will step in to fill the gap. For example, in the absence of good communications, customers may assume that your event will be cancelled, or employees may assume that you’re not paying attention to health risks. You should manage the frequency of your communications carefully so as to avoid big gaps.

2. Take health concerns seriously

Regardless of the actual risks to your employees, customers or business partners, everyone is going to feel slightly different about those risks. Dismissing stakeholder concerns about health, safety or business issues as not valid, risks losing their support. Make writing and updating appropriate policies a priority, even if there are very few new measures that you believe need to be taken. By having a policy and communicating appropriately you will, at least, show your stakeholders that you have their best interests at heart.

3. Be alert to rumours and fake news

Unfortunately, we now live in a world of fake news and, these days, rumours can start when one person tells another about a headline that they misread on Facebook. Keep abreast of coronavirus developments via credible news sources and health authorities and be prepared to dispel rumours. You should also be ready to use internal communications to clarify the impact of announcements in the media on your employees (i.e. don’t let them assume that what they read in the media about another company automatically affects your company, if it clearly doesn’t).

4. Review PR plans and have contingencies

Take some time out to review your forward-looking PR plan and upcoming announcements. What is immovable? What announcements are at risk? And can you fill any big gaps with useful communications, so as to avoid ‘radio-silence’? This is also the time to plan for contingencies (eg. what if we have to cancel our annual event?), issues management (eg. how do we avoid appearing absent from a market that we may not visit as often?) and crisis management (eg. how will we manage communications in case of an unexpected event?). Lastly, review key messages with your stakeholders potential concerns in mind, in case you need to change or adjust them in light of those concerns.

5. Look for new opportunities

We can expect the current global crisis to have an effect on consumer perceptions, behaviour and buying. However, those changes may mean that there are opportunities to communicate and engage with your customers differently. In addition, we can expect some businesses to communicate less, leaving more space for yours! It could be well worth taking a fresh look at your customers’ needs and how you communicate with them, in case there are obvious ways that you can communicate, engage and perhaps even provide more value to them in light of ongoing changes.

6. Be open and honest

You may think that it goes without saying that organisations should avoid lying in order to try to protect their businesses. However, in an environment where public sentiment, business rules and government policy are apt to change, what is an honest company statement one week, could sound disingenuous the next and perhaps even look like a bare-faced lie later on, as circumstances change. Don’t let inaction and lack of attention to your communications put your business in that position. Aim for open, honest communication in the context of the environment at the time and review your messages frequently.

In times like these, when the media and marketing environment is changing faster than the norm, reviewing your company communications more often is a wise thing to do, even if such reviews don’t seem to require much change to existing plans. Keeping your communications consistent and making incremental changes to adapt to the new circumstance is likely to serve you much better than making big changes changes later on, when you may be forced to do so in a hurry.

This story first appeared on SME10x.com