Multiple desktops are great for keeping unrelated, ongoing projects organized, or for quickly hiding from the boss that browser game you can't stop playing. To create multiple desktops:
On the taskbar, select Task view > New desktop.
Open the apps you want to use on that desktop.
To switch between desktops, select Task view again.
Even as cost-per-install rates soar, the cost of loyal users is going down. Here's what businesses building mobile apps should know.
Image: iStockphoto/Nongkran_ch
Apple's App Store may have created 1.9 million jobs, but it's unclear how many of those jobs pay a living wage. After all, VisionMobile's survey data has long revealed that most developers live below the app poverty line, making less than $500 per app per month.
There are signs, however, that life is getting better for mobile app developers.
App Annie, for example, is forecasting that the App Store will generate $101 billion by 2020. More importantly, however, the cost for acquiring a loyal app user, and not simply someone who installs an app, is in decline. With roughly 30% of all mobile advertising currently focused on getting people to download apps, everyone benefits if those billions of dollars start to create real brand loyalty, and not simply app churn.
Loyalty comes at a price
The cause for hope comes from recent Fiksu data. Fiksu, which specializes in helping brands build and run app acquisition and re-engagement campaigns, issues a monthly index that tracks the cost of generating app downloads and app loyalty, defined as a user that opens an app three times. Those numbers show though the cost per install (CPI) keeps going up, the cost per loyal user (CPLU) has declined a bit over the past year.
On iOS, CPI rose 12% to $1.64, a 28% increase over January 2015. On Android, CPI went the opposite direction, declining 44% to $1.91 from December 2015 while rising 25% since January 2016:
Now, compare this to the cost of acquiring a loyal user (CPLU), which plunged 34% since last month to $2.78, and experienced a year-over-year decline of 4%:
In short, the cost of corralling new users into your apps keeps going up, but the cost of generating loyal users seemingly paradoxically has been going down.
What gives?
Are we there yet?
The Verge's Casey Newton writes that "the App Store's middle class is small and shrinking. And the easy money is gone," which is correct, but doesn't tell the whole story.
For one thing, more and more companies aren't even trying to sell apps. Either they offer in-app purchases or, if they're a big brand like a hotel chain, they generate revenue through their app. For these companies, it doesn't matter whether the App Store economy is $101 billion or $1.01, because the revenue they generate is facilitated by apps but not counted as part of the "app economy."
Selling apps, in other words, is old school.
This is implied by the Fiksu data. When I asked Fiksu co-founder Micah Adler why CPLU has declined even as CPI has gone up, he made it clear that it has a lot to do with "higher quality" of installs.And yet, big brands still need to find ways to get users to download and engage with their apps, and so should be concerned by CPI inflation. The good news is that mobile marketers appear to be getting better at generating app loyalty, and not merely app installs.
"This is because the average install this year has a higher likelihood of turning into a loyal user, compared to last year," Adler said. "So, even though it is more expensive to get a download, this is more than made up for by the higher quality."
By higher quality Adler really means better use of data, or "the ability to extract the right audiences from that data," as he told me. "By getting the right people to download the app, they are more likely to be long term users of the app."
Spending on engagement
Adler's response is understandably focused on optimization of ad spend, given that's what Fiksu does. But, lost in that analysis are the myriad other things that app developers are doing to foster loyalty in their user base.
While companies have increasingly focused on app engagement for years, it's only been in the last year that mobile marketing automation and related technologies have become more science than art. What used to be "dumb pipes" has become real-time, data-driven orchestration of notifications that nudge a user along a desired purchasing path.
Between optimized app user acquisition campaigns and ongoing improvements in engagement strategies, marketers are finally starting to get real value for their mobile marketing spend. That's good news for the app economy, but it's great news for every business that depends on mobile...which is every business.
33-year-old personal finance software will be bolstered by more Mac development, improvements in reliability on Windows, says current Quicken manager
Credit: Intuit
Intuit yesterday said it had sold its Quicken personal finance software unit to H.I.G. Capital, a Miami-based private equity firm.
Financial terms of the deal were not disclosed.
The announcement put an end to a sales process that went public last August, when Intuit told customers it was unloading three parts of its business -- Quicken, QuickBase and Demandforce -- to focus on its most profitable software and services, the QuickBooks small business accounting division and the seasonally-skewed TurboTax tax preparation group. In January, Intuit sold Demandforce to Internet Brands for an undisclosed amount.
Last summer, Intuit's CEO explained that Quicken, which unlike QuickBooksand TurboTax lacked a cloud-based service or subscription offer, was essentially a dead end for the company. "Quicken is a desktop-centric business and it doesn't strengthen the small business or tax ecosystems," said chief executive Brad Smith in a conference call with Wall Street last year. "Our strategy is focused on building ecosystems and platforms in the cloud."
Quicken's contributions to Intuit's bottom line have been minuscule: In the 12 months preceding the August announcement, Quicken, which starts at $35.10 (Amazon price), contributed just $51 million to the firm's total revenue of nearly $4.2 billion, or slightly more than 1%.
But the company pledged to find a buyer who would invest in the 33-year-old Quicken software. That buyer turned out to be H.I.G. Capital, a global private equity firm that manages some $19 billion.
"[H.I.G. is] confident, as am I, that Quicken will thrive with increased investment, leading to product improvements and advances that will allow Quicken to continue to serve you well for decades to come," Dunn said.
The sale, said Dunn, will allow Quicken to double the number of engineers working on the Mac version -- which has long lagged behind the Windowsedition in features and functionality -- and devote more resources to improving the program on the dominant platform, Windows.
"We all know that Quicken could use some TLC, some tender loving care, to be as great as it can be. I'm very aware that Quicken isn't perfect," said Dunn. "Quicken [for Windows] could probably use some attention to the fit and finish, the polish, usability, resilience and reliability."
Dunn has his work cut out for him.
In many ways, Quicken is software that users love to hate. With years of data in the company's proprietary format -- and few alternatives -- they not only feel trapped but also regularly rail about the product. Quicken's listing on ConsumerAffairs.com, the consumer advocacy organization's website, makes for dismal reading: The overall satisfaction rating is one star out of a possible five.
"Like many other Quicken users, I ran into problems with Quicken 2016," complained someone identified only as "John" last month on ConsumerAffairs.com. "Quicken has the worst customer service of any major company with which I have had to deal. Their representatives are uninformed and untrained in the most simple issues."
The sale was a management buyout: Dunn confirmed that he was a "significant personal investor in the transaction." How that will work out over the long term was, not surprisingly, unclear.
Typically, a private equity firm that has partly financed a management buyout -- in such deals, managers are required to make personal investments to guarantee that they have a vested interest in success -- wants out after several years to recoup their investment and, assuming the transition has worked, to take a profit. At that point, the firm may be in the hands of management; or the equity firm's stake could be sold to another buyer or investor.
H.I.G Capital has invested in other software or software-based services recently. In January, H.I.G. was among the investors that bankrolled the purchase of Salary.com, a Wellesley, Mass. firm that focuses on employee compensation data, software and services. That was a management buyout as well: Salary.com's founders bought the company from IBM, which had acquired it in 2012 as part of a larger purchase of Kenexa.
The Quicken sale is expected to close by April 30.
It's taken me a long time to get on board the Ubuntu convergence train. I've been very pessimistic about the whole platform, based on the terrible state of Ubuntu Phone (as run on the Bq Aquaris handset).
But then, I happened to watch a video, by the wonderful people of XDADEVELOPERS, from Mobile World Congress, in which John Lee (of Canonical) demonstrates convergence with Ubuntu Phone running on an older Nexus 4 handset.
This video came just a week or so after Canonical made the first official announcement of a Ubuntu tablet to be released. This table will be manufactured by Bq and will be a part of the same Aquaris line as is their Ubuntu phone. The specs for the tablet aren't too shabby:
STORAGE: 16GB (micro SD memory card is included, adding storage expansion of up to 64GB)
All of this is fine and good...but up until now everything I have seen from Bq has been less than impressive
Let me explain.However, after digging around a bit (and watching the above video from WMC), I realize that all the criticism tossed at Ubuntu Phone has been premature.
First and foremost, we get what convergence is. You use a single device for all your needs:
You carry your phone with you all day
You work on your phone
You plug your phone into a monitor and switch it to desktop mode
You work at your desk with your phone
You unplug your phone, switch it to phone mode
You go home
You plug your phone into your monitor at home and switch it to desktop mode
You play on your phone at home
Wash, rinse, repeat
For some of us, this doesn't make sense. Why? Because we're of an older mindset that precludes us from making a smartphone or tablet our only device. I do things that require some serious power (rendering videos and audio). But the truth of the matter is, a large percentage of people (especially of the millennial generation) have forsaken the tried and true form factor for their mobile devices. So when you consider this, convergence makes perfect sense. And, after watching the Canonical demo, the light goes off over my head and I can finally shout, "Ah ha!"
But what about...
The first question that comes to mind, when you consider this relative newcomer to the mobile space, is that of apps. As it stands, there are very few apps available for the Ubuntu Phone platform. To settle that issue, there is one thing you must consider:
Ubuntu Phone is still very much in development.
In fact, I would go so far as to say Canonical was quite premature in the releasing of devices. You see, this whole schmear isn't going to spread properly until Unity 8/Mir is released. At that point, everything changes. Once the Ubuntu desktop is in conjunction with the phone/tablet space, everything will be running the same platform, the same code. That is when things get interesting. When we finally see phone/tablet/desktop running the same release of Ubuntu, we'll see convergence finally work as it should. Why? Because all those apps we depend upon (LibreOffice, Audacity, Gimp, etc) will run on the convergent platform.
It should be noted, however, that the Bq Aquaris M10 will ship with LibreOffice, Mozilla Firefox, The GIMP and Gedit pre-installed. That's right, full-blown legacy apps running on the mobile platform. The current release date of the M10 is set for March, 2016.
Premature release of the platform
Lots of work still must be undertaken before this will come to fruition. That is why I believe Canonical was premature in releasing any devices. So far everyone has been less than kind to the Ubuntu Phone platform. What we really didn't understand (even though it was staring us in the eyes) was that we were seeing software very much in beta...maybe even alpha. It's a very rare occasion that a piece of beta software is ready for release. That was the disconnect. Ubuntu Phone has not (and is still not) ready for release.
The good news is that Unity 8/Mir are just around the corner. Canonical has given us every indication that Ubuntu 16.10 will ship with the new platform. I will, however, offer up this piece of advice. When Ubuntu 16.10 does ship (October, 2016), make sure Ubuntu Phone is ready to deliver on the promise of convergence...completely. If Canonical can pull off the full blown convergent experience (as in all legacy apps run on the platform), then they will have a major victory on their hands (as well as a platform ready for public consumption).
I hope this happens. Canonical and the Ubuntu Phone developers have been working tirelessly on this project and it needs (nay, deserves) a win of this magnitude.
Do you think Canonical's take on convergence will succeed? If not, why?
Early in his quest for the Republican nomination for president, Donald Trump promised major H-1B reforms. But Thursday night, at a debate in Detroit with his fellow Republican candidates, Trump said he was "softening" his position.
The move created an instant mess for Trump. So early this morning, his campaign issued a statement condemning the H-1B program and stressed the need to "hire Americans first."
But the damage was done.
Norm Matloff, a computer science professor at the University of California at Davis and a leading critic of the visa program, noted in a post-debate blog post: "I'm getting e-mail messages from some absolutely furious supporters of Donald Trump — who are now FORMER supporters of Trump."
The trouble began with a question from Fox News Reporter Megyn Kelly about inconsistencies in Trump's statements. Said Kelly: "Mr. Trump, your campaign website to this day argues that more visas for highly skilled workers would, quote, "decimate American workers." However, at the CNBC debate, you spoke enthusiastically in favor of these visas. So, which is it?" (see transcript)
"I'm changing. I'm changing," said Trump, in response. "We need highly skilled people in this country. In Silicon Valley, we absolutely have to have."
He also said: "I'm changing it, and I'm softening the position because we have to have talented people in this country."
Trump's post-debate statement suggested that Kelly's question wasn't specific to the H-1B program: "Megyn Kelly asked about highly-skilled immigration." Then the statement goes to attack the visa program:
"The H-1B program is neither high-skilled nor immigration: these are temporary foreign workers, imported from abroad, for the explicit purpose of substituting for American workers at lower pay. I remain totally committed to eliminating rampant, widespread H-1B abuse and ending outrageous practices such as those that occurred at Disney in Florida when Americans were forced to train their foreign replacements. I will end forever the use of the H-1B as a cheap labor program, and institute an absolute requirement to hire American workers first for every visa and immigration program.
"No exceptions," wrote Trump.
Trump's statement appears to argue that he was discussing green cards, permanent immigration, for university graduates and not H-1B visas.
But Kelly was asking Trump about the H-1B program. She used the word "decimate," in her question, citing the same word Trump's platform uses in its criticism of the higher H-1B visa caps sought in the I-Square bill, co-sponsored by Sen. Marco Rubio (R-Fla.), one of Trump's GOP presidential rivals.
Trump, in response to Kelly's question, spoke about how foreign students will go to Harvard, Stanford and Wharton and "as soon as they're finished they'll get shoved out. They want to stay in this country. They want to stay here desperately, they're not able to stay here.
"For that purpose, we absolutely have to be able to keep the brain power in this country," said Trump.
Pressing for clarity, Kelly asked Trump: "You are abandoning the position on your Website?"
Trump's H-1B position has two main features. It raises the pay of visa workers to keep employers from paying entry-level wages. Higher salaries "will force companies to give these coveted entry-level jobs to the existing domestic pool of unemployed" workers "instead of flying in cheaper workers from overseas."
A second major feature is the campaign's "hire American workers first" edict. Trump wrote that H-1B "petitions for workers should be mailed to the unemployment office, not USCIS (U.S. Citizenship and Immigration Service)."
During the debate, Kelly also quizzed Sen. Ted Cruz (R-Texas) about his inconsistencies on the H-1B program. She pointed out that Cruz supported a major hike in the visa cap, and did not join the group of bipartisan Senators seeking an investigation of the program following Southern California Edison's layoff last year.
"The abuse of the H-1B program has been rampant," said Cruz, in response.
Cruz is co-sponsoring legislation with Sen. Jeff Sessions (R-Ala.) tosubstantially hike H-1B wages, tighten program rules and eliminate non-disparagement clauses that serve to keep IT workers from speaking out.
As president, Cruz said he would impose a 180-day moratorium on the H-1B program and "implement a comprehensive investigation, because "you got U.S. companies that are firing American workers, bringing in foreign workers, and forcing them to train their replacements."
Trump recently received the endorsement Sessions, who also heads the Senate immigration subcommittee. Two former IT workers, who each said they had to train a foreign replacement, spoke at a recent Trump rally.
