The success of Pokémon GO has been unprecedented. Around the world people of all ages are playing the game, in many cases spending more time on it per day than on Facebook. When the game’s servers go down players feel lost and distraught and there have been countless warnings to people to be careful when hunting Pokémon – the latest about wandering into minefields in Bosnia.
The business impact has been equally huge. Nintendo’s share price has doubled since the launch of the game, while spending on in-app purchases is estimated to be running at $1.6 million every day. Bear in mind that a substantial chunk of that goes to either Apple or Google as owners of the respective iOS and Android app stores and you can see there are a large number of beneficiaries of the craze.
However, you don’t need to be a big business to benefit – one of the beauties of the game is that there are opportunities for organisations of all sizes to market themselves. Here are five to begin with:
1 Exploit your location
Pokéstops, where players collect items, can be any sort of prominent building, including pubs, leisure centres and churches. If your premises have been designated a Pokéstop it means you are likely to have more visitors. This is the perfect opportunity to boost your business – welcome Pokémon hunters into your shop, restaurant or bar with special offers. The same goes for gyms, where Pokémon are trained and fight. Also, be smart about it – if you deploy a Lure, which attracts local Pokémon for half an hour, you are likely to also receive more visitors. Activate these when you are less busy and you can bring in visitors in quiet times as well.
2 Get people walking/cycling
To hatch eggs, players need to walk or cycle for a set distance between 2 and 10km. And you can’t cheat by driving as your speed needs to be below 10 mph (slow for many cyclists). This is the perfect opportunity to get people exercising – towns and organisations such as the National Trust should look at setting up trails that players can follow, while the NHS and the Department for Health can try and incorporate Pokémon GO playing into people getting healthier.
3 Be Pokémon friendly
One of the biggest issues to playing the game in the countryside is the lack of a reliable 3G/4G signal. I’ve been close to catching numerous Pokémon, only for the critters to escape when the signal vanishes. Again, this is an opportunity for businesses – if you offer free wifi, make it available to players and you’ll gain their goodwill and custom. Given that people are focused on their screen when playing set up a safe area, away from traffic, where they can hunt, particularly if you have a Pokéstop in your location.
4 Bear in mind this is just the start
Pokémon GO isn’t the first augmented reality (AR) game, and it certainly won’t be the last. In fact, it isn’t really that complex or advanced in terms of technology. So even if this is just a craze, there will be many more AR apps coming on the market seeking to replicate the game’s success. So anything you set up to cash in on Pokémon GO’s success is likely to be equally applicable to other apps down the line. Be AR ready.
5 Use your brand
For bigger brands, particularly those creating their own apps, there are two lessons to learn from the game’s success. Firstly, it is built on being incredibly simple to use, setting a benchmark for user experience that everyone should aim to follow. Secondly, think about how AR can benefit your brand. If you are a visitor attraction such as a castle or historic ruins, you could bring the past to life with an AR app that shows people what your building looked like in its heyday. For consumer brands or retailers, can you create compelling AR experiences that help engage shoppers – or even guide them to specific locations in your shop to find what they are looking for.
Pokémon GO’s combination of usability, nostalgia and clever technology is driving huge success around the world. Whatever size of business you are, make sure you are exploiting the opportunities it offers to your brand.
With thanks to Lucas Measures for additional ideas for this post!
I’m a passionate believer in getting more people to learn to code. Like a lot of those my age I grew up with a ZX Spectrum and learned basic programming on a BBC Computer at school. Not only did it reap benefits then (my horse racing game was a triumph, albeit not a financial one), but it gave me an idea of how computers worked that removed any fear of them when I went into the workplace.
And, as my career in PR has progressed, more and more of what I do has a technical element to it – whether that is getting a WordPress site up and running or stitching together data from different tools to measure the impact of campaigns. Not understanding technology or being unable to use it would significantly impact my productivity and my overall job prospects.
When I look back, comparing my childhood to now, the world has changed dramatically. On the plus side we’re now in an era where geekiness is cool and entrepreneurs are celebrated for their ideas. But the opportunities we have to code have been lessened – rather than ZX Spectrums we have gaming consoles that cannot be programmed, except by studios with multi-million pound budgets. Yes, we have the iOS and Android ecosystems where anyone can create an app, but the majority of us are consumers, not programmers.
Clearly there’s a need for change, and initiatives such as the Raspberry Pi and the inclusion of coding in the National Curriculum from September are helping accelerate this. However the fiasco that is the government-backed Year of Code project is an unwelcome bump in the road to the future. For those that haven’t heard of it, the Year of Code is supposed to be an umbrella organisation to encourage everyone to learn to code in 2014.
Unfortunately so far it appears to be a PR-led initiative to muscle in on the work that is already being done. Backed by venture capitalists, and the TechCity community, its main claim to fame is the ill-fated appearance of its executive director Lottie Dexter on Newsnight, where she earned the ire of Jeremy Paxman by admitting that she didn’t actually know how to code. More importantly it appears to have alienated many people who have been working in the space for years by simply not recognising what has already been done.
And, judging by its website, apart from a promotional film (warning – contains footage of George Osborne) and a commitment to “banging the drum for all the fantastic coding initiatives taking place over the course of year and helping many more people engage with technology and access important training opportunities,” it isn’t actually going to do much that is concrete. Essentially it is PR spin on a serious subject, trying to take the lead in the same way as the government has decreed that TechCity is the only viable tech cluster in the UK. It is jumping on a bandwagon and trying to take the reins from those that know what they are doing.
Coding is essential to our competiveness and the future of our children – it is simply too important to be left to a slick marketing machine that is imposed from the top down. Time for the Year of Code to be switched off and then on again to remove the bugs from the system.
In many ways the news that Google has bought smart home company Nest Labs shouldn’t be a surprise. It has been talking to the company for some time and apparently lots of Google employees had installed the company’s sensor based thermostat in their own homes.
More to the point I think it fits in with Google’s overall objectives. As analysts have pointed out, Google isn’t a search engine company (and hasn’t been for some time), but is about data – collecting it (analysing search results, Google Glass, StreetView) and then using it to either sell you things (through adverts) or make your life better in some way.
With billions of sensors embedded in previously dumb objects that will be communicating in real-time, the Internet of Things promises to create a tidal wave of data. Each piece will be tiny, but if you can bring it together and analyse it you can get an even deeper view of the world around us, and the people in it. Nest’s products are much more than thermostats, and provide Google with the sensor/Internet of Things expertise it needs to add to its product portfolio. It already has Android-based smartphones/tablets to act as controllers, the mapping technology to show where sensors are located and the technology to analyse billions of events in real-time. And with Google Fiber rolling out in several US cities, it has a network to send the data through as well.
A simple example – your Nest thermostat notifies you that your boiler has gone wrong via your smartphone while you are at work. And suggests a registered tradesman that can fix it by trawling the web and any recommendations in your Google+ circles. Or alternatively gives you the address of the nearest clothing shop, so you can stock up on thick jumpers.
Many people (myself included) would find this a bit creepy, but it is potentially possible if you can knit all the technology together. What I think is interesting is how utilities will respond to the future entry of Google into the market. After all, as publishers and others have found, Googlification can squeeze out incumbents through sheer scale and by engaging more closely with customers. Utilities have to decide whether they want to partner with the likes of Google, risk losing the customer relationship and become commodity suppliers of gas and electricity or take a stand and build stronger engagement with customers. In current circumstances that’ll be difficult – people are at best ambivalent about their utility supplier, and in an era of rising prices and poor customer service many actively dislike them.
So there’s a big opportunity here – and something that Cambridge’s cluster of smart home/green tech companies could exploit. For example, AlertMe already has a partnership with British Gas, while Sentec is working with metering companies to make their products smarter. If energy companies don’t want to work with Google then they have two choices – do it themselves (teaming up with smaller tech companies), or partner with larger industrial tech companies, such as Siemens or Bosch. And these industrial giants will need the specialist expertise that smart home companies can provide.
The utility market doesn’t move fast, so don’t expect to see Google running your home in the next year, but the Nest acquisition should actually spur the whole sector on, attracting both interest and investment. The world just got more interested in smart homes, which is good news for relevant startups in Cambridge and beyond.
The PC market has obviously been having a tough time of it recently, with sales plummeting 14 per cent in the first quarter of 2013, according to analysts IDC. The combination of the rise of tablets and smartphones, the global recession and the resurgence of Mac sales at the top end have all put a dent in sales figures. And this has obviously hurt the divisions of Microsoft that make most of their money from PCs, particularly the Windows operating system.
At the same time Microsoft has realised that it needed to up its game in the faster growing smartphone and tablet market to compete with the likes of Apple and Android. But then someone somewhere decided that solving these problems required a single solution. The result? Windows 8, a new universal operating system that would work across PCs, tablets and smartphones, giving the same look and feel whatever device was being used.
Unsurprisingly for something that tries to appeal to everyone, Windows 8 is dreadful. Its completely new, tile based interface may work well on tablets and smartphones – though given Microsoft has sold less than a million of its Surface tablets (compared to 19.5 million iPads) it is difficult to make valid comparisons. But it has flummoxed traditional PC users who have to learn a completely new interface that seems very much focused on consumer needs, with fast links to music and videos, rather than business requirements. No wonder that companies are putting off PC purchases in the current climate – why splash out on something that will require a lot of training when Windows 7 works perfectly well.
The talk is now of a redesign for Windows 8, but my concern is how it has got to this stage. Microsoft has never really had a company-wide culture of innovation – from the original Windows it has tended to improve upon what is out there and deliver it well. Yes, it has areas of innovative research (the Cambridge office responsible for the Kinect for example), but (business) people buy Microsoft because it is the safe option.
Instead of following that path this time, it has thrown out everything that has come before and decided to re-invent the user interface. Not just on one device, but across three – PCs, tablets and smartphones. Neither Apple nor Android have attempted that, because there are significant differences between small screen size mobile devices and PCs/laptops. Given that lots of people (including myself) still moan about the changes made in the last version of Microsoft Office, this has resulted in perplexed users and falling sales.
Microsoft can still fix Windows 8, but what it really needs to address are the issues that led to its development direction. People (and their devices) aren’t ready for a universal operating system and the fall in PC sales mean that Microsoft isn’t in the position of power it occupied five years ago. No-one seemed to realise that, hence trying to force feed the PC market with a completely new concept that seemed doomed from the start. Everyone wants to be Apple the stylish innovator, but Microsoft needs to take step back and come to terms with its role as the boring bloke in the suit that makes things tick. After all, there’s nothing worse than Bill Gates trying to look cool…………
Video games are big business. Whether you measure it on the £1 billion contribution to UK GDP of the industry, or the amount of time my children spend playing Angry Birds, the impact is enormous. In Cambridge alone companies such as Jagex and Frontier Developments employ hundreds of staff, an estimated 10% of the UK’s games developers.
But the era of the blockbuster console game is coming to an end. Despite the recent announcement of the Sony PlayStation 4, more and more games are now played casually on smartphones, tablets or simply online. As the current furore about the in-app charges
run up on iPhones and iPads demonstrates, all of these small payments add up to a big (and ongoing) windfall for developers. Rovio, the creator of Angry Birds, and king of the casual game companies, is allegedly worth as much as fellow Finnish tech company Nokia.
Handheld consoles have suffered – now analysts predict it could be the turn of the big budget gaming devices such as the Microsoft Xbox or Nintendo Wii. Ouya, a new Android-based console is now shipping at the knockdown price of $99 following an $8m Kickstarter funding round. As any gamer/parent will know, it isn’t just cost of the console, but the price of the games that adds up. And the Ouya’s games are expected to be low cost apps as seen on Android devices but beefed up to use the power of the console. Ouya’s not alone, with UK-based PlayJam launching its own portable GameStick Android device.
But there’s a big marketing challenge for these low cost consoles. Casual gamers with a tablet or smartphone need persuading that they should shell out for a separate device, as well as investing in new games, particularly as many already have a PC. Serious gamers will look at the quality of the games available compared to the blockbusters available on big brand consoles while children (a key market for games) want to be able to play the same games as their friends. Additionally the likes of Microsoft and Sony have been working to turn their consoles into home entertainment hubs, acting as the bridge between the living room TV and the internet to try and cement their position in the market. Essentially it is chicken and egg – people won’t buy a console until they know there’s sufficient games available, while serious developers won’t invest until there’s a big enough target market.
I can see two ways for the likes of Ouya to get round this dilemma – and it’ll take bravery and a bit of radical thinking. Firstly, adopt the same business model as casual games themselves – give away the hardware and charge for anything beyond the basic, either as a one off or on a subscriber basis. Risky, but it gets consoles into people’s houses and if they then take 30-40% of each £1.99 spent on a game they will build a subscriber base and some revenues. The second way is to partner with companies with a big brand to bring the hardware prices down to under a tenner. Whether it is a telecoms company (Sky, BT or Virgin Media), a retailer (Amazon, Tesco) or actually an Angry Birds-badged console it would widen the audience beyond the early adopter. The worry here is that as we move to a cloud-based future traditional console makers will go down the same route and already have major brand recognition.
However the gaming wars play out, the old market of monolithic consoles is under serious pressure – now is the time for new business models and smart use of subscription and cloud-based ideas if new comers are going to emulate Rovio, rather than follow the likes of Atari into bankruptcy.
The current Oracle vs Google patent case could turn out to have far-reaching implications – not for whether Google’s Android operating system breaches Oracle’s Java patents but on the independence (or otherwise) of bloggers and other commentators.
Essentially the judge in the case has ordered both sides to reveal the names of reporters, bloggers and other industry experts they may have paid as he was concerned that supposedly impartial commentary was biased by links to the two industry giants. Oracle has named a blogger and a professor it has financial ties to but so far Google hasn’t provided details of any paid relationships.
First off, a quick public service announcement – I’m not paid by either Google or Oracle (nor the judge in the case for that matter), so my opinions in this blog are very much my own.
When blogs began they promised to give a voice to a much wider group of people, outside traditional media, enabling them to share their thoughts and opinions with the world. Generally they didn’t have any formal journalistic training and were unpaid/doing it as part of a wider role. It wasn’t their main livelihood. But almost immediately lines began to blur – leading journalists launched their own blogs (either officially or unofficially) to talk about stories that didn’t make it into their mainstream output and the influence of successful bloggers/blog sites (think Huffington Post, Guido Fawkes) spread to rival existing news sources.
The combination of this with a 24 hour news media desperate for interesting comment means that more and more bloggers are quoted as experts without any real check on their credentials. This hasn’t gone unnoticed by the more advanced amongst the PR industry who realised that it opens up a whole new channel to influence – whether through providing early sight of news or, as is alleged in this case, financial inducements to write positive stories.
So it isn’t surprising that the possibility is there for bloggers to be biased in what they cover – particularly as they need to earn a crust through consultancy and other activities. While it is clunky, the only way to get round this is to publish a list of any links (financial or otherwise) to companies they talk about – and equally journalists, analysts and other influencers should declare their relationships to anyone they are writing about. As an ex-history student I know that everything we write or think is biased in some way, whether due to our background, education or the fact that Google Docs went offline at a crucial moment. At least by displaying relationships and potential bias readers can make an informed decision on how much credibility they give a blog, article or statement.