Release of the Spectrum Review Report

The Minister for Communications and the Parliamentary Secretary announced the release of the Spectrum Review Report, prepared by the Department of Communications.

In May 2014, the Minister for Communications announced a review of the spectrum policy and management framework. Established in 1992, the current framework led the world in how it dealt with the complexities of spectrum management. But today, more than 20 years later, the fast changing nature of technology has dated the framework. It needs to be modernised to reflect changes in technology, markets and consumer preferences that have occurred over the last decade and to better deal with increasing demand for spectrum from all sectors.

The purpose of the review was to examine what policy and regulatory changes are needed to meet current challenges, and ensure the framework will serve Australia well into the future.

Under the Terms of Reference, the review was to consider ways to:

  1. simplify the framework to reduce its complexity and impact on spectrum users and administrators, and eliminate unnecessary and excessive regulatory provisions
  2. improve the flexibility of the framework and its ability to facilitate new and emerging services including advancements that offer greater potential for efficient spectrum use, while continuing to manage interference and providing certainty for incumbents
  3. ensure efficient allocation, ongoing use and management of spectrum, and incentivise its efficient use by all commercial, public and community spectrum users
  4. consider institutional arrangements and ensure an appropriate level of Ministerial oversight of spectrum policy and management, by identifying appropriate roles for the Minister, the Australian Communications and Media Authority, the Department of Communications and others involved in spectrum management
  5. promote consistency across legislation and sectors, including in relation to compliance mechanisms, technical regulation and the planning and licensing of spectrum
  6. develop an appropriate framework to consider public interest spectrum issues
  7.  develop a whole‐of‐government approach to spectrum policy
  8. develop a whole‐of‐economy approach to valuation of spectrum that includes consideration of the broader economic and social benefits.

The Spectrum Review Report highlights the need to simplify the current framework to remove prescriptive regulatory arrangements and to support the use of new and innovative technologies and services across the economy.

The report recommends simplifying processes for new and existing spectrum users and increasing opportunities for market-based arrangements, including spectrum sharing and trading.

The three main recommendations are:

  1. Replace the current legislative arrangements with streamlined legislation that focusses on outcomes rather than process, for a simpler and more flexible framework.
  2. Better integrate the management of public sector and broadcasting spectrum to improve the consistency and integrity of the framework.
  3. Review spectrum pricing to ensure consistent and transparent arrangements to support the efficient use of spectrum and secondary markets.

The report is the outcome of a review conducted by the Department of Communications in conjunction with the Australian Communications and Media Authority, and included extensive stakeholder consultation.

The legislative reforms would:

  1. establish a single licensing system based on the parameters of the licence, including duration and renewal rights
  2. clarify the roles and responsibilities of the Minister and the ACMA > provide for transparent and timely spectrum allocation and reallocation processes and methods, and allow for allocation and reallocation of encumbered spectrum
  3. provide more opportunities for spectrum users to participate in spectrum management, through delegation of functions and user driven dispute resolution
  4. manage broadcasting spectrum in the same way as other spectrum while recognising that the holders of broadcasting licences and the national broadcasters would be provided with certainty of access to spectrum to deliver broadcasting services
  5. streamline device supply schemes
  6. improve compliance and enforcement by introducing proportionate and graduated enforcement mechanisms for breaches of either the law or licence conditions
  7. ensure that the rights of existing licence holders are not diminished in the transition
    to the new framework.

Implementation stages would commence following the passage of legislation. This would again include ongoing consultation with stakeholders and progress over a period of some years.

The Government is currently considering the report and will prepare a response in due course. Stakeholder feedback on the report is welcomed.

The report is available at: www.communications.gov.au/spectrumreview

How Tesco’s Loyalty Card Transformed Customer Data Tracking

From CMO. Insights from Tesco about how to harness the power of customer data. Knowing is not enough, you have to apply the insights and transform.

There were no Big Data systems in 1995. In fact the term wasn’t even be discussed until more than a decade later. But that didn’t stop the UK-based retailer Tesco going ahead and building a Big Data capability.

Speaking at the Retail TECH X conference in Melbourne this week, former Tesco CEO, Sir Terry Leahy, discussed the company’s early foray into data-driven decision making. He credited it as a key reason why a retailer, who in the mid-1990s was ranked a distant third in its market, was able to surpass the performance of its two biggest rivals several times over two decades later.

Loyalty card revolutionises Tesco’s performance

Sir Terry joined the retailer as a marketing executive in 1979, and led the company from 1997 to 2011. He said the key for Tesco was Clubcard, a loyalty card introduced in 1995 that allowed the company to connect and respond to customers through data, rather than through more traditional methods.

“Data is absolutely priceless in transforming the relative position of a business,” Sir Terry said. “It was the first example of what is known today as Big Data.”

Before 1995, Sir Terry said computers were simply not powerful enough to hold information both on product movements and individual purchasing behaviour.

“It was absolutely transformational for the business,” he claimed. “We could treat customers as individuals. And we could learn what they were interested in, what their behaviours were, and we could tailor and target all of their marketing so that it was relevant to that individual consumer.”

Sir Terry said in the year before Tesco launched its ClubCard, Sainsbury’s was worth twice the value of Tesco. Within a year Tesco had overtaken Sainsbury’s. By the time he left the CEO role in 2011 Sir Terry said Tesco had outperformed its rivals tenfold.

“And it improved the productivity of our marketing, between 300 and 1000 per cent depending on the application,” he added. “We were able as a percentage of sales to spend less on our marketing going forward, it made it so effective.”

Understand the true nature of your business

Sir Terry’s formula from boosting the performance of Tesco started with building a true understanding of the true nature of the business.

“We all want the business to be doing well, but that may not be the truth of it,” Sir Terry said. “Today data plays an incredibly important role in bringing into the organisation from outside an accurate picture of how the business is perceived. And it is absolutely crucial that the organisation finds a way of bringing the voice of the customer into the business, because that’s the most reliable voice – that’s the one you should navigate the business by.

“It may be painful to hear, but if you are prepared to listen to what the customer is saying, and if you are prepared to change your business on the basis of that, then you’ll always be in business and stay connected to the customer.”

Performance monitoring through data

The company used data extensively to monitor changing customer preferences, leading to a series of industry innovations that served to transform its performance. Data also led Tesco to introduce the convenience format, going against industry wisdom that suggested that bigger was better.

“Customers were saying they were getting busier and busier, and needed a store that was handier and closer,” Sir Terry said. “So we miniaturised the supermarket into Tesco Express. In 1996 the first one opened, and today there are thousands all over the world, and most retailers no feel it is essential they have a convenience store format as part of the line-up.”

Tesco was also the first food retailer to sell online, and maintains the largest share of any food retailer in the world, holding close to 50 per cent in the UK.

Sir Terry said for an organisation to successfully implement a data strategy, it also required those who were working with data to take a leadership role within the organisation, as data can often lead to conclusions which run counter to conventional thinking.

“Knowing is not enough – you actually have to do something about what you know about customers,” he said. “You have to change the organisation. And it does need different decision-making structures actually to respond to data. It’s got to be actionable or it’s of no value at all, and that takes leadership.”

But despite the heavy investment in technology, Sir Terry said it would have all come to nought had the company lost its connection to its customers – something many consider has happened since he departed in 2011.

“Technology is just a tool,” Sir Terry said. “What matters in the end is the relationship between you and the consumer, and your ability to understand how their lives are changing.”

Apple Pay Plots New Territory—Including Las Vegas and China

The Payment War continues. Interesting commentary from Brand Channel.

After many decades, it’s still interesting to watch Apple continue to push the envelope around its primary business model.

Apple Watch is a prime example, as it plunges the brand deeply into the fashion world as well as the personal tech sphere that it already dominates. Intriguing new wrinkles include the just-uncovered fact that a loophole in security would hypothetically allow a thief to use someone else’s Apple Watch to make Apple Pay payments with the owner’s credit card data, according to PhoneArena.com.

While the Apple Watch launch may have somewhat overshadowed the company’s Apple Pay platform, the latter’s list of participating vendors keeps expanding—including its newest addition, Cole Haan.

“The Cole Haan enthusiast is on the go and online at all times,” said David Maddocks, chief marketing officer at Cole Haan, in a press release. “The mobile wallet in our popular mobile application made perfect sense for the Cole Haan customer who wants to stay stylish at the touch of a button.”

Las Vegas is getting in on the Apple action as well. Apple Pay is now making its way to The Cosmopolitan hotel and casino there, where consumers will be able to use it at the front desk, restaurants and bars. According to Digital Trends, however, it can’t be used to buy chips for gambling—yet.

All of that may be table stakes, though, compared with Apple’s biggest target for Apple Pay: China.

China is Apple’s second-biggest market by revenues and snaps up more iPhones now than the US, according to CNBC. “We very much want to get Apple Pay in China,” CEO Tim Cook told a Chinese news agency.

The company reportedly is in talks with Alibaba about bringing Apple Pay to China using Alibaba’s Alipay to process transactions. Apple has been eying the China market for some time, according to Zack’s.com, but regulatory hurdles have made it difficult for the company to enter the market.

As with smartphones, Samsung looms as a formidable competitor in mobile-pay systems after its acquisition earlier this year of Massachusetts-based startup LoopPay, according to Recode.net. The price, it was reported, was $250 million.

Will that be enough for Samsung to arm wrestle with Apple Pay as its smartphones have done with iPhones? The answer likely will come quickly.

Is Europe’s Google Antitrust Probe a ‘War’ Against US Tech?

Published in the The US edition of The Conversation.

Last month, the European Commission (EC) filed a formal antitrust complaint against Google for abusing its dominant market position in internet search.

This complaint alleged that Google had manipulated search results by favoring its own shopping services over rival or unpaid services. Marking the first European Union (EU) antitrust action against the search giant, the complaint concluded a five-year investigation into Google’s search practices.

The EU antitrust probe stands in sharp contrast to a similar investigation by the US Federal Trade Commission (FTC) a few years ago. That investigation was settled in January 2013 after Google agreed to change its advertising and patent licensing practices.

Given the probes’ different outcomes, critics cannot help but wonder whether the recent investigation was caused by Europe’s resentment of the dominance of US tech companies. Some even worry that the investigation represents the opening salvo in a slowly expanding European “war” against Google, Apple, Facebook and Amazon — or what the French have scornfully referred to as “GAFA.”

EU-US antitrust differences

Although marked differences exist in many aspects of EU and US antitrust laws, they do not account for the two investigations’ divergent outcomes. The basic claim for both is essentially the same: Google has allegedly abused its dominant position in the market for general internet search services to restrict competition in the related market for comparison shopping.

Nevertheless, Google has a slightly higher market share in Europe (about 90%) than in the United States (more than two-thirds). Three additional reasons further explain why the EC filed a formal antitrust complaint.

First, Google did not win before the FTC. While the US agency dropped its investigation into the potential bias in Google’s search algorithm, the company did agree in the overall settlement to change its advertising and patent licensing practices. Google could still settle with the EC.

Second, the commission has not made any final decision yet. Despite the formal complaint, known as a Statement of Objections, Google now has ten weeks to respond in writing as well as the right to present evidence in a formal hearing. If the EC finds Google in violation of antitrust laws, Google could still appeal the decision to the Court of Justice of the European Union. The whole process is likely to take years to resolve.

Third, and perhaps most important, EU and US antitrust authorities play different roles in policing the market. The FTC concluded that Google’s decision to “demote” rival shopping sites in its overall ranking of search results actually helped consumers, as it provided a greater variety of hits on the first page. The US agency also noted a similar practice of altering rankings in other search engines, thereby suggesting the existence of legitimate pro-competitive reasons.

By contrast, the EC does not apply a “rule of reason” to excuse otherwise anti-competitive practices. Instead, the commission seems to have taken the position that consumers are entitled to have the best sites listed based on relevance, even though such a listing may result in the first search page dominated by comparison shopping sites.

At issue, then, is who should determine what consumers deem valuable in a web search. Should a search always represent a strict order of relevance? Or should a search engine be able to deviate from that order to provide what it considers a more useful list of search results? After all, if users do not like the results displayed by a particular search engine, they are likely to switch to rival engines.

What’s next for US tech?

Although we do not know how the EU antitrust probe will play out, or whether Google will settle, it is interesting to explore what the current investigation portends for US tech companies.

First, the EC not only filed a complaint concerning the display of comparison shopping sites in internet search. It has also opened a separate antitrust investigation into Google’s conduct concerning mobile operating systems, apps and services, including those used on Android-loaded smartphones and tablets. Thus, even if Google were to settle the current complaint, the commission could still file a new complaint against the company based on anti-competitive practices in other areas.

Second, if critics were correct that the EC targeted Google primarily to protect homegrown tech companies — a charge on which we take no position here — new actions against other major US players such as Apple, Amazon and Facebook are likely to follow. In a recent interview, President Barack Obama already expressed concern that the EU authorities might take “commercially driven” regulatory actions to punish US tech companies.

Third, the EC investigation may open the door for antitrust actions against these companies in other countries. After all, the commission’s antitrust concerns are not unique to European consumers. More importantly, foreign antitrust authorities have already started taking actions against major US tech companies. Only recently, Qualcomm agreed to pay the Chinese antitrust authorities a US$975 million fine to settle its charges over predatory licensing practices.

Finally, it remains unclear how important antitrust actions are in a highly dynamic technological environment. As a New York Times column recently suggested, the decade-old EU and US antitrust actions against Microsoft may, in retrospect, have been unnecessary.

The same may be true for Google. Although today’s consumers still rely on search engines and desktop browsing, a rapidly growing number of consumers have now turned to mobile apps. As this trend continues and accelerates, the anti-competitive effects generated by Google’s search practices will be greatly reduced.

Peter K Yu, Kern Family Chair in Intellectual Property Law at Drake University and John Cross,Grosscurth Professor of Intellectual Property Law and Technology Transfer at University of Louisville.

Digital Transformation Gets A Budget Boost

Following the earlier announcement to create a Digital Transformation Office, it now has a formal budget as last night the Treasurer directed more than $250m to the creation of the programme. The aim of the initiative is to recast Government service delivery digitally.  The DTO will be responsible for digital service delivery across government. The DTO will lead and coordinate the government’s digital transformation and will work with government agencies as they invest in the technology that will underpin digital services. The DTO will not just be about user friendly websites. The DTO has been established to deliver digital by default and to make services simpler. The DTO will act as a digital champion across government and help agencies with limited digital expertise realise the benefits of digital government. Government agencies will retain responsibility for ICT investment decisions that do not relate to citizen focused digital service delivery. A recently released schematic tells the story.

User Needs

The budget included funding of $95.3 million has been allocated to establish the DTO as a standalone agency from 1 July and $159.3 million will be used to deliver phase one of the Digital Transformation Agenda. This involves progressing work in five key areas:

  1. The Digital Service Standard outlines a digital by design approach to government services. The standard will ensure that all new and redesigned services are designed consistently and will be simpler and easier to use.
  2. The Trusted Digital Identity Framework will give users choice and control if they choose to establish a digital identity. The use of digital identities will improve access to services, new products and markets for consumers and industry.
  3. New and improved services for individuals that will improve the quality of online interactions with government. They include a Tell Us Once capability to update your personal details once across government, enhancements to the digital inbox through myGov, and a new voice identification service for identity.
  4. Businesses will also receive new and improved services, including Tell Us Once for businesses and a new digital mailbox, which will be accessed with a wider range of credentials.
  5. The Better Grants Administration initiative will streamline the administration of grants and reduce work for grants applicants. Two grants administration hubs will be developed, savings applicants and recipients time and money by enabling them to discover, register, and prequalify for grants that match their profile.​

They plan to engage with individuals and businesses, and state and territory and local governments as work on the agenda moves into full gear.

SME’s Can Get Some Moula

I caught up with Aris Allegos, co-founder of Moula, the Australian online unsecured lender to small business which has been operating for about a year. In that time, business has been growing, with about 250k a week being lent currently, to about 30% of applicants who apply. As we highlighted previously, alternate funding for SME’s is on the rise, with players like PayPal and P2P players eyeing the market.

Moula’s business model mirrors the successful US business Ondeck, using algorithms to assess business applicants based on cash flow and credit history. By linking customers business’ data to Moula, they can automatically view transaction data and make a decision very quickly, and lend to businesses which the banks would not find attractive.

They currently offer loans of between $1,000 and $50,000 for a six month term, with repayments of principal and interest made each fortnight to pay the loan down. Loans are made on balance sheet, so it is not a P2P lender, but is a great example of an emerging online financial player (fintech is the buzz word).

They can lend to a small business or company, but not to an individual, which avoids the Australian consumer credit complexity. An ABN or ACN is required. Applicants on behalf of a company are required to provide a personal guarantee. Moula is regulated by ASIC, not APRA (no deposits, so not a bank), but of course they still have to run AML checks on applicants.

Interest is charged on a fortnightly basis, at 1% per fortnight, or 26% APR. At the moment they have a single rate, although the algorithm they have built supports risk based pricing, and Aris thinks it is likely they will begin to tailor the rate charged in the future, while still ensuring pricing is both fair and transparent.

Borrowers receive the funds into their account, and are given access to the Moula portal, where they can track their transaction. Moula uses Yodlee’s safe, encrypted service to download transaction data from the businees’s bank account. Yodlee provides these services to 9 of the 15 largest banks in the US and 2 of the 4 largest banks in Australia and is considered a world leader in this technology. Interestingly, though about 50% of potential borrowers are reluctant to share security information, so Moula can also hand manual bank statements.

Moula
They expect to grow substantially because they are addressing a sweet spot in the market, as banks find it uneconomic to make small unsecured loans to business (especially on the Basel III framework), and many SME’s need short term funding for working capital and other purposes.

According to Aris, so far despite dealing with a few late payers, they have not had to write off any loans, so losses are zero! This would seem to be related to the fact that the SMEs attracted to Moula are experienced, well-run businesses. Moreover, being developed in Australia for Australian SMEs, Aris is confident that their underwriting model is well honed to the domestic experience.

We think this is a good example of an online business which is likely to do well in the Australian market. Not least because the DFA SME research shows that business owners are migrating online fast, and have significant need for short term funding in the current low growth environment.

Customers seem to be happy with the experience, “I’m very happy to recommend Moula. I think they’ve got a great idea. There’s plenty of little e-commerce businesses that can use some extra cash without the headache of reams of paperwork. Moula’s website is attractive and easy to use. The loan approval was super fast & the money was in our account within 24hrs. The whole process was pain free, safe, fast, & affordable. Thank you”.