Author: Mei Ling Tan

  • Working Remotely Not a Priority for Young People

    Working Remotely Not a Priority for Young People

    Working remotely takes a back seat as young people prioritize other aspects at work, a Credit Suisse Survey says.

    A good boss and a good salary are the top priorities among an international group of young people surveyed online by market and opinion research company gfs.bern and Credit Suisse published Tuesday.

    Working from home and flexible working hours, which gained importance in prior years, are no longer top priorities among young people, the survey found.

    Instead, an employer’s tolerance and generosity toward employees were mentioned as very important, while team diversity and environmental friendliness featured in the mid-range of priorities.

    Another shift can be seen in the confidence levels and concerns of this group.

    While those surveyed two years ago were focused on the pandemic and sociopolitical issues, this year’s results show that the younger generation’s confidence in the future has declined significantly, with many concerned about the war in Europe.

    The survey, which aims to provide insight into the lifestyles, problems, and attitudes of young people, was sent to 1,000 young people between 16 and 25 years of age in Switzerland, Brazil, the US and Singapore.

  • Fonterra to retain Australia business, shares long-term strategies

    Fonterra to retain Australia business, shares long-term strategies

    New Zealand dairy giant Fonterra has decided to retain full ownership of its Australian business after a 12-month review, with chief executive Miles Hurrell saying the Australian consumer brands are important in the company’s strategy of moving higher up the value chain.

    Fonterra’s Australian business includes consumer brands Western Star butter, Perfect Italiano, and Mainland cheese. It also operates the Bega cheese brand under a long-standing license arrangement even though Bega Cheese is a rival dairy and food company.

    Mr Hurrell said in an investor briefing on Thursday that Fonterra did not get to the point of putting a value on its Australian business in the review after deciding that retaining full ownership was the best way of driving future growth and value creation.

    “We can do that on our own,” he said. “We looked at a raft of options.”

    Fonterra, a co-operative which is owned by 10,000 farmer shareholders, began the review a year ago. Among the options was a potential public float of the business or a sale of a partial stake. Analysts suggested the IPO could have been worth between $1 billion and $1.2 billion.

    It still intends to make a capital return to its shareholders by 2024, but it may not be as high as the previously foreshadowed return of about $NZ1 billion ($585 million).

    Fonterra is selling its Chilean business Soprole after an ill-timed expansion and has redirected its focus to being a big exporter from NZ.

    Mr Hurrell said the Australian operations were an important part of the group’s overall consumer brands strategy as it sought to move higher up the value chain.

    “The business is going well, and it will play a key role in helping us reach our 2030 strategic targets,” he said.

    Fonterra on Thursday reported its full-year results for the 12 months ended July 31, with normalized net profit up 1 percent to $NZ591 million. Total revenues were up 11 percent to $NZ23.4 billion.

    Mr Hurrell said inflationary pressures curbed profits. Fonterra paid out a record milk price to its farmers of $NZ9.30 per kilogram of milk solids. He said $NZ13.7 billion was injected into the NZ economy from milk price payments.

    The company has made a farmgate milk price forecast for 2022-23 of $NZ8.50 to $NZ10, with a mid-point of $NZ9.25. Mr Hurrell said milk prices appeared to have stabilised for now. “We’ve seen a little bit of stability,” he said

    In 2001, Fonterra Australia and Bega Cheese signed a 25-year exclusive trademark licensing agreement. Fonterra was able to use Bega’s name on natural and processed cheddar cheese, string cheese and butter products sold in Australia. In return, it paid Bega Cheese royalties based on retail sales of these products.

    The licence’s initial term ends in May 2026, but Fonterra has the right to renew as long as it sticks by the contractual rights, which include elements such as managing the Bega Cheese brand responsibly.

    Rich Lister and iron ore billionaire Andrew Forrest’s private family investment unit Tattarang in late July lifted its stake in Vegemite owner Bega Cheese to 11.5 per cent after buying an additional $15 million of shares.

  • PepsiCo expert reveals how to leverage technology to future-proof personalization

    PepsiCo expert reveals how to leverage technology to future-proof personalization

    For years, brands have been perfecting personalization strategies that resonate with consumers and make them feel like individuals. For many B2C brands like PepsiCo, classic personalization has meant plugging simple forms of data like email, names, addresses or recent purchases into outbound channel communications to ensure touchpoints are viewed as timely, relevant and contextual.

    Tim Glomb, VP of Content and Data at Cheetah Digital and Chris Muscutt, Head of MarTech at PepsiCo, recently discussed their take on the use of zero- and first-party data and technology to power effective strategies.

    Personalization marketing tools rushed on the scene more than 15 years ago to help brands engage with consumers in digital channels like web, social and mobile. These tools help brands test out different colors, icons, images and offers on websites to optimize the consumer journey.

    However, they rarely offered any meaningful psychographic intelligence about visitors like their interests, hopes or needs. The cookie apocalypse and browser-based targeting solutions further contribute to the challenge of getting to know the customer, with Google announcing its plans to phase out third-party cookies altogether.

    “Brands have to look at all the different signals they’re receiving from consumers, even the more subtle ones, as the third-party cookie crumbles,” Chris says. “They have to prioritize the useful data in their marketing strategies and then focus on developing those data-collection opportunities. With that, brands can start to build impactful strategies, which can improve the customer journey.”

    Game-changing technologies revealed

    For maximum impact, brands need to invest in and bring together three game-changing marketing technologies, including:

    1. Real-time personalizationThis allows brands to learn more about consumers to deliver a better experience every time. It’s about understanding what the consumer intends to do in that specific moment and includes monitoring web interactions as well as mobile SMS, web, app, social, point of sale, etc. This personalization strategy ensures real-time data is captured from these touchpoints and brought back to the platform to be appended to the consumer’s profile.
    2. Journey orchestration: Journeys should be simple in nature; think triggered events or a multi-pronged approach that unfolds over time based on consumer behaviors and preferences. Personalized customer journeys lead to growth in interactions, increasing the likelihood of purchases and conversions.
    3. Intelligent offers: Leveraging the power of machine learning and analytics to score content and determine not only the right offer but the best sequence of offers, time and optimal context and channel is something that can be greatly automated at scale. This can drive efficiency and efficacy.

    To remain competitive in today’s signal-saturated world, brands need to deliver relevant, personalized content throughout the customer journey. According to a new e-Consultancy report, in partnership with Cheetah Digital, entitled ‘2022 Digital Consumer Trends Index: Consumer Attitudes and Trends in Personalization, Privacy, Messaging, Advertising and Brand Loyalty’, consumers are rewarding brands that make personalization a priority. In fact, more than half of the respondents shared that they would trade personal and preference data to feel part of a brand’s community.

    Furthermore, real-time offers and content can be ten times more effective than traditional outbound marketing campaigns.

    With all the “buzz”, Tim says the term personalization is getting thrown around a lot these days, especially with consumers being more aware of privacy than ever before. However, he isn’t convinced that brands are truly grasping the meaning of personalization. And Chris agrees.

    “There’s definitely room to improve efforts,” Chris says. “Making things relevant is one thing, but true personalization is another journey altogether. There can be pockets of both, but they’re not the same thing. That’s where the gaps come — is it personalization, contextualized marketing, or journey planning? Many brands still have a long road ahead before they achieve true personalization.”

    Solving data dilemmas through personalization

    Big organizations like PepsiCo have mountains of data, and it can be hard to find and make sense of it all. While the process improves as technology advances, Chris says, it’s still a struggle to secure insights.

    And he’s not alone. According to a CDP Institute member survey, 63% of marketers can’t assemble unified customer data. Even more, Gartner research reveals that 58% of marketers say integrating customer data is a major obstacle in their multi-channel strategy.

    That’s a problem. With consumers empowered to engage with a brand whenever and however they want – and oftentimes, unpredictably – it’s critical for brands to understand them to build a personalized connection. Why? Because personalized connections lead to better outcomes like increased engagement, customer loyalty and brand advocacy.

    The solution, however, is quite simple. Brands need to have a single, accessible view of the consumer. Customer data resides in systems like analytics, email, mobile, campaign management, point-of-sale and social – areas that weren’t designed to be integrated.

    And while there’s certainly a lot of buzz around relationship marketing and personalization, it’s important for brands to cut through the noise, leverage technology and get to the heart of what truly matters – connecting with and delighting consumers.

  • Unilever CEO Alan Jope to retire next year

    Unilever CEO Alan Jope to retire next year

    The British consumer products maker said its board would start a formal search for a successor to Jope, a Unilever veteran who took up his role at the start of 2019, considering both internal and external candidates.

    Unilever’s shares rose almost 4% in early trading, hitting their highest since August last year. They were up 1.2% at 1150 GMT.

    The company’s search begins at a time of soaring food and energy prices which are hitting household budgets and hurting consumer confidence. The company will be looking for a new CEO at the same time as rival Reckitt, the maker of Dettol products and Finish dish soap.

    Unilever has had a rocky start to the year after mounting three bids for the consumer health arm of GlaxoSmithKline – one for as much as 50 billion pounds ($53.14 billion).

    The move was met with disapproval from shareholders, some of whom also criticised Unilever for prioritising sustainability over core growth.

    “This may signal more welcome future change at Unilever,” Tineke Frikee, fund manager at Unilever investor Waverton Asset Management, said.

    “The unappealing plan to buy consumer healthcare from GlaxoSmithKline has tainted Mr Jope’s track record somewhat so a fresh start from a new CEO could convince investors Unilever’s momentum is trending upwards again.”

    The company in January also announced plans to cut about 1,500 management jobs and reshape its business to focus on five main product areas, days after it was revealed that Peltz, via his Trian Partners vehicle, had built a stake in Unilever.

    Trian told Reuters in a statement that it was sorry to learn of Jope’s decision to retire.

    “As a board member, Trian’s CEO Nelson Peltz looks forward to continuing to work closely with Alan until his departure and to being part of the process of choosing a new leader for the company,” it added.

    A Unilever spokesperson said the company is “fully committed to the organisational changes” and that Jope is “completely committed to delivering against that strategy.”

    Jope has worked at Unilever for more than 35 years, holding various senior leadership positions, including being head of the personal care division from 2014.

    “I think Jope’s tenure as CEO was a bit of a mixed bag,” Jack Martin, fund manager at Unilever shareholder Oberon Investments, said. “It has been a very impressive career nonetheless, joining as a trainee in the 80’s and ending up as CEO of one of the UK’s largest listed companies,”

    Unilever’s shares have underperformed European consumer staples and discretionary indices, as well as most rivals since Jope became CEO.

    “Our immediate concern is that this leaves 15 months until his retirement with a CEO who might be seen to have lost credibility with employees and other stakeholders,” RBC analyst James Edwardes Jones said.

    “This at a time when Unilever will be implementing and bedding down a fundamental reorganisation, not to mention dealing with a challenging macro-economic environment.”

    A source familiar with the matter said Unilever’s “unusual” decision to tell the market more than a year before Jope leaves stems from concerns that the news would have leaked before being officially announced.

    “While his has undoubtedly been a great career, investors are likely to see this as a positive change, as the company has struggled in recent years to convince investors that it has the right brands and strategy to be a mid-single digit growth company,” Bernstein analyst Bruno Monteyne said.

  • Thai food delivery app Lineman Wongnai bags $265 million

    Thai food delivery app Lineman Wongnai bags $265 million

    hai food delivery app Lineman Wongnai on Monday said it has raised US$265 million from Singapore’s GIC, PTT Oil and Retail Business, Taiwan Mobile, and other investors.

    The startup said the investment round puts the company’s value at over US$1 billion, making it a ‘unicorn’ firm.

    The announcement comes as competition heats up among food delivery apps in Thailand, including the homegrown Robinhood, which is backed by Thai lender Siam Commercial Bank Pcl, and AirAsia Superapp.

    The capital injection will help Lineman grow from “a local Thai start-up to a regional tech platform,” said chief financial officer, In Young Chung.

    He added the company plans to have an initial public offer (IPO) but did not provide a timeframe.

    The company was formed last year after Lineman and restaurant aggregator Wongnai formed a joint venture and raised US$110 million from BRV Capital.

  • Google Lens will soon let you search an image directly with Google Image Search

    Google Lens will soon let you search an image directly with Google Image Search

    If you haven’t used Google Lens before, this app lets you scan an item with your phone’s camera and, by using AI image analysis, search for information on the object on the Internet. And now, as the people from 9to5Google spotted, Google is releasing a new feature to its Lens app.

    It appears that the tech giant is rolling out a new button to the Android version of the Lens app that enables you to search a scanned object or an image directly with Google Image Search.

    If you have the new feature, after analyzing an image with Google Lens, you should see a new circular button — with a globe and a magnifier on it — in the bottom-right corner, just below the picture. When you tap it, the app will open Google Image Search and show you results from the search engine regarding the analyzed picture.

    This may be in response to the fact that many users still seem to prefer Google Images instead of trying to work with Lens. The new feature will allow you to try out the Lens result and then swap to the ol’ reliable image search if all else fails.

    Now, keep in mind that Google is still rolling out the new feature, so you may need to wait a while before using it. The new Google Image Search button in Lens will probably come to iPhones as well, but we can’t currently tell with certainty.

  • WhatsApp debuts Call Links feature, starts testing encrypted video calling

    WhatsApp debuts Call Links feature, starts testing encrypted video calling

    WhatsApp has just announced Call Links, a brand-new feature leaked previously, will be making its way to users sometime this week. Just like the name suggests, Call Links allows users to send links to contacts to join their calls.

    Obviously, the contact you’re sharing the link with must-have WhatsApp installed, otherwise, they won’t be able to join the call. On the bright side, this makes joining a call much easier since you only need to tap the link received.

    Beyond contacts in your phonebook, you’ll be able to send a call link to anyone on WhatsApp. Links can be added to an invite or sent in a chat, and they’re available for both audio and video calls. This is especially useful when you want to plan a conference call with multiple people that might or might not be in your contacts list. If they’re on WhatsApp, they will receive your links and join the call if they wish to.

    WhatsApp’s new Call Links feature will be rolled out to users on Android and iOS globally, starting this week. If you don’t see it on your phone yet, the wait a few more days.

    It’s unclear how WhatsApp plans to protect video calls from people who obtain these links fraudulently, but just to be on the safe side, double check who you’re sending these call links to before you actually do it.

    In related news, Meta’s Mark Zuckerberg confirmed WhatsApp has started testing secure encrypted video calling for up to 32 people. We’re promised more information on the subject soon, so that’s about all we have for now.

    It’s kind of ironic that WhatsApp has added the option to send call links so that people can easily join calls but promises to provide better security over video calls sometime in the future.

  • One in five Vietnamese spend 9 hours a day online

    One in five Vietnamese spend 9 hours a day online

    A total 22% of Vietnamese use the internet for more than nine hours a day studying, entertainment and shopping, with the majority on their smartphones, a report has found.

    This is a surge from 2020 when only 9% of respondents used the internet for more than nine hours a day, according to the Vietnam E-commerce 2022 report by the Vietnam e-Commerce and Digital Economy Agency (iDEA).

    However, there were declines in internet usage time in other segments. As many as 27% say they use the internet from three to five hours a day, compared to 31% in 2020. Besides, 23% log five to seven hours, against 27% in 2020. Most respondents access the internet on their smartphones.

    The main reason Vietnamese people use the internet are studying, watching movies or listening to music, and online shopping said the report, which surveyed 4,584 respondents nationwide.

    Nearly 75% of respondents say they shop online, while 91% use their smartphones.

    The top sales categories are “clothes, footwear and cosmetics,” “household appliances”, and “electronic devices”. Cash remains king as 73% pay cash on delivery. But there is a rise in e-wallet usage, from 23% in 2020 to 37% last year. A quarter of respondents, 24%, say they spend more than VND10 million ($422) a year shopping online.

    Reputation of an e-commerce platform is the most important factor for online consumers, according to 74% of respondents.

    Other key factors are quick delivery and promotions.

    Vietnam’s e-commerce economy is set to grow 20% to 16.4 billion this year, approaching the 25% growth achieved in 2019 before the Covid-19 pandemic.

    iDEA estimates that at least 57 million people will shop online this year, up 4% from 2021.

  • PM Modi to Launch 5G in India This Week

    PM Modi to Launch 5G in India This Week

    Prime Minister Narendra Modi will be launching 5G services in India at the India Mobile Congress, according to the National Broadband Mission.

    Services will debut during the 4-day event, convening major telcos and ecosystem stakeholders as they discuss 5G plans and use cases. Leading telecom companies, including Reliance Jio, Bharti Airtel and Vodafone Idea, will be sharing 5G deployment plans then.

    This announcement comes a month after Union Minister Ashwini Vaishnaw informed all telcos to prepare for an impending 5G rollout. The government of India targets at least 80% 5G coverage in a short timeframe.

    The India Mobile Congress is jointly organized by the Department of Telecommunications and Cellular Operators Association of India. Through meaningful dialogue, India Mobile Congress 2022 will focus on the evolution path of existing technology and what it holds for businesses and individuals in the future.

  • AirAsia announces flight resumption to Japan and a new direct route from Penang to Bali

    AirAsia announces flight resumption to Japan and a new direct route from Penang to Bali

    AirAsia today announced the resumption and launch of flights to Japan, namely Tokyo, Sapporo (via AirAsia X) and Fukuoka. Moreover, the airline company also announced the launch of a new direct route from Penang to Bali.

    In a press release regarding its 5 million free seats sale today, AirAsia reminded consumers that there are only 2 days left for them to grab flight seats under the promotion. Launched on Monday (19 September 2022), the promotion has been super successful with over 500,000 seats being sold within just 48 hours, with the free seats meaning that consumers only have to pay for airport taxes and other applicable charges.

    For the resumption of flights to Japan, AirAsia elaborated that seats are now on sale following the recent announcement by the Japanese government to lift travel restrictions starting 11 October 2022. Accordingly, AirAsia is offering flights to Japan from RM599 for Economy and from RM2599 for Premium Flatbeds. Besides that, AirAsia X will also be resuming popular flights to Jeddah starting November 2022, starting from RM1799 for Economy and RM2999 for Premium Flatbeds.

    As for the new direct route from Penang to Bali, AirAsia is offering seats from RM159 for travel between 20 October 2022 to 25 March 2023. The seats are now on sale for the first time ever on the airasia Super App and AirAsia official website.

    For those that prefer to travel domestically, AirAsia also announced flights to local destinations start from RM23 inclusive of taxes and charges. For more information, do follow @flyairasia on Instagram/Facebook or @airasia on WeChat/Weibo for the latest updates. As always, make sure to stay tuned to TechNave for the latest trending tech news in Malaysia and beyond.

  • Esprit opens innovation hubs in New York and London

    Esprit opens innovation hubs in New York and London

    Esprit has announced London and New York as two new locations for its Futura innovation hubs. Futura is part of its digital strategy to “reinvent customer engagement experiences by turning data into insights, fuelling the brand’s global expansion matched to the fast-growing scale of digital change in today’s fashion retail landscape”.

    As part of its wider strategy, the brand has been moving key functions to strategic locations, “creating a truly global presence”. It said the two metropolises are global cities “with strong cultural influences and 24-hour connectivity. They will be heavily integrated and connected to the brand’s commitment to digital and creative innovation”.

    New York will be the global creative and design hub “to inspire forward thinking and bring contemporary concepts and talent to its new branding strategy”. This is intended to “solidify the ambition to rebrand one of the world’s most iconic companies. [It] will take the lead in Esprit’s rebranding venture”.

    Futura London will be the firm’s global customer experience innovation hub “to provide unique customer experiences for an avant-garde omnichannel connection to the Esprit universe”.

    They join the existing Amsterdam hub that combines e-commerce and technological advancement. As the first physical hub, “it will lead in driving portfolio management innovation, creation of new ideas and pilots, enhancing and renewing the existing omnichannel business, and digital execution”.

    The company said the steps it’s taking are an important part of “turning the iconic brand into an omnichannel technology and data-driven fashion powerhouse”.

    The new hubs “aim to create transformative change in culture, mindset, and business process, discover new growth opportunities for Esprit, and improve innovation performance through a technology-driven approach that focuses on customer experience and embraces circularity”. This new structure “will also provide opportunities to enable staff to have more flexibility with increased international exposure”.

    CEO William Pak said: “Esprit is in the process of transforming into a truly global company with the creative minds and processes in key cities enabling consumers to be connected to the brand on a multi-dimensional level. This enables [it] to adapt to major challenges in fashion and the macro environment in order to propel into the future. Creating an exciting customer experience with smart design and a connection to the brand is an exciting path forward.”

  • Vietnam, Cambodia trade climbs to record level

    Vietnam, Cambodia trade climbs to record level

    Trade between Vietnam and Cambodia reached a record US$7.7 billion in the first eight months of the year.

    Vietnam’s exports rose by 32% year-on-year to $4.1 billion, as the country turned last year’s deficit into a surplus, according to its customs department.

    The most significant item was iron and steel, accounting for 17% of the total, followed by garments and fuel.

    Vietnam’s imports from Cambodia rose marginally to $3.6 billion, with rubber and cashew being the main items.

    As a result, last year’s deficit of $0.4 billion turned into a surplus of $0.5 billion.

    Cambodia is Vietnam’s third largest trading partner in Southeast Asia, behind Thailand and Singapore.

  • Apple iPhone users sue Meta for allegedly stealing their personal data

    Apple iPhone users sue Meta for allegedly stealing their personal data

    When Apple started to allow iPhone users to opt-out of getting tracked by third-party apps with the App Tracking Transparency (ATT) feature last year, Facebook complained the loudest with CEO Mark Zuckerberg shelling out the big bucks it costs to run full-page ads in some big-time newspapers. And as it turned out, Zuckerberg knew exactly what was coming and as he figured, it was a disaster.
    According to the Electronic Frontier Foundation, in the year since the ATT rolled out, Facebook lost $10 billion in potential revenue. There is speculation that Facebook has come up with a way to help it generate the revenue it lost from Apple’s decision to roll out ATT. Just last month, we told you that Felix Krause, a former Google engineer, and a security researcher, alleged that Meta is tracking the keystrokes made by iOS users typing on Facebook’s in-app browser.
    Krause said that Facebook and its Instagram unit could use JavaScript to grab your credit card data, address, passwords, and more without your permission. Now comes word that two class action suits have been filed against Facebook parent Meta by three iOS users who are citing Krause’s allegations. The lawsuits were filed on behalf of all iOS users impacted and accuse Meta of committing several illegal actions, including:
    • The concealing of privacy risks.
    • Ignoring the privacy choices made by iOS users.
    • “Intercepting, monitoring, and recording all activity on third-party websites viewed in Facebook or Instagram’s browser.
    The plaintiffs claim that Meta used the data collected to collect “personally identifiable information, private health details, text entries, and other sensitive, confidential facts.” The users, whose information was allegedly stolen by Meta, had no idea that this was going on. The latest filing was made yesterday by California’s Gabriele Willis and Kerreisha Davis from Louisiana.
    Adam Polk, a lawyer, working for the law firm of Girard Sharp LLP, which is handling the case involving Willis and Davis, said it is important to stop Meta from continuing to hide their continued privacy invasions. The law firm also pointed out that in the past, Facebook (now Meta) had been fined $5 billion by the Federal Trade Commission (FTC).
    Polk said that “Merely using an app doesn’t give the app company license to look over your shoulder when you click on a link. This litigation seeks to hold Meta accountable for secretly monitoring people’s browsing activity through its in-app tracking even when they haven’t allowed Meta to do that.”
    The complaints related to the class action suit “revealed that Meta has been injecting code into third-party websites, a practice that allows Meta to track users and intercept data that would otherwise be unavailable to it.” Researcher Krause has determined that Meta uses code to override the wishes of Facebook users wanting to use their default browser forcing them to use Facebook’s in-app browser instead when using the app.
  • 25% of Netflix subscribers in the U.S. plan to leave the service this year

    25% of Netflix subscribers in the U.S. plan to leave the service this year

    Reviews.org surveyed 1,000 Americans to get a handle on their streaming plans for this year and 25% of Netflix subscribers responding said that they plan on dropping the service in 2022. This isn’t good news for Netflix which has been overtaken by Disney+; the latter now has 221.1 million global subscribers among its streaming units (Disney+ Hotstar, ESPN+, and Hulu) vs. 220.67 million for Netflix.

    During the first two quarters of this year, Netflix lost 1.2 million subscribers including a record 970,000 during the second quarter alone. So what is driving Netflix subscribers to quit the service? Two-thirds of the survey respondents who said they were planning on leaving the service blamed the rising subscription prices for their responses.

    In January, for example, Netflix’s Basic one-screen plan went up by 11%, the first hike in three years. During the same time period, Standard and Premium plan pricing rose 20% and 25% respectively. This is not helping with Netflix’s attempts to stop password sharing. Of the eight most popular streaming services in the U.S., Netflix has the highest average plan cost. And that is leading 30% of users to share their Netflix passwords outside of the family.
    To stop the bleeding, Netflix is expected to launch a lower-priced ad-supported tier of service later this year. But the excitement seems to have moved to Disney+ thanks to the continued popularity of the Marvel Cinematic Universe (MCU).

    Lack of content was cited by one in three survey respondents who said that Netflix no longer has the shows they want to watch. 30% of those answering the survey said that they use other streaming services more than Netflix.

    Reviews.org says that the average American subscribes to four streaming services in 2022. Of the 1,000 survey respondents, 78% subscribe to Netflix, 46% subscribe to Disney+, 42% have signed up with HBO Max, 33% are subscribers to Peacock, with 26% subscribed to Hulu. 22% signed up for Apple TV+.
    Here is the interesting thing. Subscribing to a service and using it are two different things. Still, while 78% of the survey respondents subscribe to Netflix, a healthy 70% use the streamer. On the other hand, while Disney+ was in second place with 42% of survey respondents subscribed to it, only 6% actually watch it which is only good enough for third place. HBO Max is second at 10%.
    Will Netflix recover and take back its streaming subscription crown from Disney+? This battle might be more interesting than any of the programming that either service has to offer.
  • Tesla Weighs Reset For China Retail Strategy Even As Sales Boom

    Tesla Weighs Reset For China Retail Strategy Even As Sales Boom

    Tesla is reevaluating the way it sells electric cars in China, its second-largest market, and considering closing some showrooms in flashy malls in cities like Beijing where traffic plunged during COVID restrictions, two people with knowledge of the plans said.

    The shift would put more emphasis on stores in less-costly suburban locations that can also provide repairs as the company works to meet Elon Musk’s goal of improving service for existing customers, many of whom have complained of long delays, they said.

    As part of that push, Tesla is looking to ramp up hiring of technicians and other staff for service jobs in China, one of the people said. Tesla’s China recruitment website showed more than 300 openings for service jobs as of Thursday.

    Musk said last week on Twitter, in response to a Tesla owner in Texas who complained that he had been waiting a month to get his vehicle fixed, that he had made “advancing Tesla service to make it awesome” a top priority.

    Unlike mainstream automakers, Tesla owns all of its own stores, rather than relying on dealers. It also sells its cars online. That has allowed it more leeway to adjust a retail strategy that had been initially modeled on Apple’s stores.

    Tesla didn’t immediately response to a request for comment.

    The U.S. automaker sold 400,000 China-made Model 3 and Model Y cars in the first eight months of the year, with 60% of them sold locally, according to the China Passenger Car Association. That was 67% more than a year ago.

    The change in Tesla’s approach in China, where it has become the second-largest EV brand behind BYD , would reflect a recognition that it has to build customer loyalty now that it has established its brand in the world’s largest car market, one analyst said.

    “It’s not necessary to open showrooms in expensive shopping malls, especially when the repair business has become lucrative,” said Yale Zhang, managing director at Shanghai-based consultancy Automotive Foresight.

    “It makes better sense to keep only one or two showrooms downtown to keep the brand positioning but move more to suburbs.”

    Tesla opened its first store in central Beijing in 2013 and now has over 200 outlets across the country that display models and arrange test drives for potential buyers.

    More than half of the stores, however, do not offer maintenance service since they are in high-rent locations where space is limited. That includes Tesla’s first store in Beijing and its first store in Shanghai.

    More than half of Tesla’s showrooms in seven of China’s biggest cities, including Shenzhen and Chengdu, are now in downtown areas, according to a Reuters count based on Tesla’s China website.

    Like other companies, Tesla has seen traffic in its stores heavily disrupted by China’s tough approach to containing COVID-19, which has involved lockdowns of varying scope and duration, including in Shanghai where it has a factory.

    Reuters could not determine how many urban showrooms Tesla was considering closing, how many new locations in fast-growing suburbs could be opened or what the cost of that shift would be.

    The carmaker has been the target of a series of customer complaints and lawsuits in China, including a well-known case last year which saw an unhappy owner clamber atop a Tesla at the Shanghai auto show to protest the company’s handling of her complaints about malfunctioning brakes.

    The incident received significant attention in China and prompted state media outlets to criticise the company.

    Tesla later apologised to Chinese consumers for not addressing the complaints in a timely manner and pledged to review its service operations.

    Tesla’s EV rivals in China have taken a mixed approach to retail distribution. Apart from self-run stores, BYD and Xpeng also rely on third-party dealers.

    Nio, like Tesla, has a network of high profile urban stores in China. It has also invested in door-to-door service, dispatching workers, many of whom were hired from the hotel industry, to pick up cars for repairs and drop them off when work is complete.