United Kingdom
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A look back at the past decade of consumer technology use in the UK has shone a light on changing gadget habits, underlining how Brits have gone from being smartphone dabblers back in 2008 when a top-of-the-range smartphone cost ~£500 to true addicts in today’s £1k+ premium smartphone era.
The report also highlights what seems to be, at times, a conflicted relationship between Brits and the Internet.
While nine in ten people in the UK have home access to the Internet, here in 2018, some web users report feeling being online is a time-sink or a constraint on their freedom.
But even more said they feel lost or bored without it.
Over the past decade the Internet looks to have consolidated its grip on the spacetime that boredom occupied for the less connected generations that came before.
The overview comes via regulator Ofcom’s 2018 Communications Market report. The full report commenting on key market developments in the country’s communications sector is a meaty, stat and chart-filled read.
The regulator has also produced a 30-slide interactive version this year.
Commenting on the report findings in a statement, Ian Macrae, Ofcom’s director of market intelligence, said: “Over the last decade, people’s lives have been transformed by the rise of the smartphone, together with better access to the Internet and new services. Whether it’s working flexibly, keeping up with current affairs or shopping online, we can do more on the move than ever before.
“But while people appreciate their smartphone as their constant companion, some are finding themselves feeling overloaded when online, or frustrated when they’re not.”
We’ve pulled out some highlights from the report below…
Smartphone screen addicts, much?
Social and emotional friction, plus the generation gap…
The impact of (multifaceted and increasingly powerful and capable) smartphones can also be seen on some other types of gadgets. Though TV screens continue to compel Brits (possibly because they feel it’s okay to keep using their smartphones while sitting in front of a bigger screen… )
BBC mightier than Amazon …
What else are UK citizens getting up to online? More of a spread of stuff than ever, it would appear…
One more thing: Women in the UK are bigger Internet fans than men.
Perhaps contrary to some people’s expectations, women in the UK spend more time online on average than men across almost all age groups, with the sole exception being the over 55s (where the time difference is pretty marginal)…

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A Dixons Carphone data breach that was disclosed earlier this summer was worse than initially reported. The company is now saying that personal data of 10 million customers could also have been accessed when its systems were hacked.
The European electronics and telecoms retailer believes its systems were accessed by unknown and unauthorized person/s in 2017, although it only disclosed the breach in June, after discovering it during a review of its security systems.
Last month it said 5.9M payment cards and 1.2M customer records had been accessed. But with its investigation into the breach “nearing completion”, it now says approximately 10M records containing personal data (but no financial information) may have been accessed last year — in addition to the 5.9M compromised payment cards it disclosed last month.
“While there is now evidence that some of this data may have left our systems, these records do not contain payment card or bank account details and there is no evidence that any fraud has resulted. We are continuing to keep the relevant authorities updated,” the company said in a statement.
In terms of what personal data the 10M records contained, a Dixons Carphone spokeswoman told us: “This continues to relate to personal data, and the types of data that may have been accessed are, for example, name, address or email address.”
The company says it’s taking the precaution of contacting all its customers — to apologize and advise them of “protective steps to minimize the risk of fraud”.
It adds it has no evidence that the unauthorized access is continuing, having taken steps to secure its systems when the breach was discovered last month, saying: “We continue to make improvements and investments at pace to our security environment through enhanced controls, monitoring and testing.”
Commenting in a statement, Dixons Carphone CEO, Alex Baldock, added: “Since our data security review uncovered last year’s breach, we’ve been working around the clock to put it right. That’s included closing off the unauthorised access, adding new security measures and launching an immediate investigation, which has allowed us to build a fuller understanding of the incident that we’re updating on today.
“Again, we’re disappointed in having fallen short here, and very sorry for any distress we’ve caused our customers. I want to assure them that we remain fully committed to making their personal data safe with us.”
Back in 2015, Carphone Warehouse, a mobile division of Dixons Carphone, also suffered a hack which affected around 3M people. And in January the company was fined £400k by the ICO as a consequence of that earlier breach.
Since then new European Union regulations (GDPR) have come into force which greatly raise the maximum penalties which regulators can impose for serious data breaches.
Last month, following Dixon’s disclosure of the latest breach, the UK’s data watchdog, the ICO, told us it was liaising with the National Cyber Security Centre, the Financial Conduct Authority and other relevant agencies to ascertain the details and impact on customers.
Of the 5.9M payment cards which Dixons disclosed last month as having been compromised, it said the vast majority had been protected by chip and PIN technology. But around 105,000 lacked the security tech so Dixons said at the time could therefore have been compromised.
It’s the additional 1.2M records containing non-financial personal data — such as name, address or email address — that have been revised upwards now, to ~10M records, which constitutes almost half the Group’s customer base in the UK and Ireland.
The spokeswoman told us the Group has approximately 22M customers in the region.
https://www.ncsc.gov.uk/guidance/ncsc-advice-dixons-carphone-plc-customers
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The UK government has set out a package of measures it’s hoping will futureproof domestic networks and boost international competitiveness by supporting a nationwide rollout of full fiber broadband and 5G mobile technology.
The Future Telecoms Infrastructure Review, published today, follows the announcement of a market review last year as part of the government’s Industrial Strategy as it seeks to chart a technology-enabled course for growth and competitiveness.
Yet, at the same time, the UK seriously lags several European competitors on the fiber broadband front — so the strategy is also intended to try to reboot current poor performance.
The government says its telecoms plan emphasizes greater consumer choice and initiatives to promote quicker rollout — and an eventual full switch over — from copper to fiber.
It wants full fibre broadband to reach 15 million premises (up from the ’10M over the next decade’ set out in the Conservative party manifesto) by 2025, and also 5G mobile network coverage to reach the majority of the population.
By 2033, it wants full fiber broadband coverage to reach across all of the UK.
Currently the UK only has 4% full fiber connections, which compares dismally to 71% in Spain and 89% in Portugal. While France has around 28% — which the government notes is “increasing quickly”.
Included in the government’s strategy is public investment in full fiber for rural areas; and new legislation to guarantee full fiber connections in new build developments; as well as a series of regulatory reforms intended to drive investment and competition — which it says will be tailored to different local market conditions.
It’s also planning for an industry-led switch over from copper to full fiber — to avoid businesses being saddled with the expense and burden of running copper and fiber networks in parallel.
There’s no fixed timing for this, as the government says it will depend on the pace of fiber rollouts and take-up, but it suggests it’s “realistic to assume that switchover could happen in the majority of the country by 2030”.
To boost competition to drive commercial fiber rollouts, the government is proposing regulatory reform to allow for “unrestricted access” to Openreach ducts and poles — i.e. the wholly BT-owned company’s own physical infrastructure where fiber can be laid — for both residential and business broadband use, including for essential mobile infrastructure.
It also wants to open up other avenues for laying broadband fiber, saying other existing infrastructure (including pipes and sewers) owned by other utilities such as power, gas and water, should be “easy to access, and available for both fixed and mobile use”.
And it says it will shortly publish consultations on the proposed legislative changes to streamline wayleaves and mandate fiber connections in new builds.
Another key recommendation in the review, given that the expense of digs to lay fiber remains one of the biggest barriers to broadband upgrades, is for a new nationwide framework aimed at reducing the costs, time and disruption caused by street-works by standardising the approach across the country.
With its planned regulatory tweaks, the government reckons that market competition will be able to deliver full fiber networks across the majority of the UK (~80%) — leaving around ~20% which it’s expecting will require “bespoke solutions to ensure rollout of networks”. And for around half of that fifth it also expects taxpayer funding will be needed to deliver a fiber/5G upgrade.
It estimates that nationwide availability of ‘full fiber’ is likely to require additional (public) funding of around £3BN to £5BN to support commercial investment in the final ~10% of areas that would otherwise be overlooked — stressing that these “often rural areas must not be forced to wait until the rest of the country has connectivity before they can access gigabit-capable networks”.
So it’s planning to pursue an “outside-in” strategy, allowing network competition to serves commercially viable areas while laying down government support investment in parallel on what it describes as “the most difficult to reach areas”.
“We have already identified around £200M within the existing Superfast broadband programme that can further the delivery of full fibre networks immediately,” it notes on that.
Although it’s not clear at this stage how the government intends to fund the full proposals for a taxpayer-funded broadband bill running to multiple billions.
On the mobile connectivity front, it’s proposing increased access to spectrum for “innovative 5G services”, and says it will allow mobile network operators to make far greater use of government buildings to boost coverage across the UK.
“We should consider whether more flexible, shared spectrum models can maintain network competition between MNOs while also increasing access to spectrum to support new investment models, spurring innovation in industrial internet of things, wireless automation and robotics, and improving rural coverage,” it writes on that.
Over the longer term it says is expecting to see a more converged telecoms sector — so it’s leaving itself some ‘last mile’ wiggle room on the ‘full fiber’ push, for example by pointing out that: “Fixed fibre networks and 5G are complementary technologies, and 5G will require dense fibre networks. In some places, 5G may provide a more cost-effective way of providing ultra-fast connectivity to homes and businesses.”
“We want everyone in the UK to benefit from world-class connectivity no matter where they live, work or travel,” said the new Secretary of State for digital, culture, media and sport, Jeremy Wright, commenting on the review in a statement, and dubbing it a “radical new blueprint for the future of telecommunications in this country”.
“[The strategy] will increase competition and investment in full fiber broadband, create more commercial opportunities and make it easier and cheaper to roll out infrastructure for 5G,” he added.
The UK’s incumbent telco, BT, which owns and operates the country’s largest broadband network, has long pursued the opposite strategy to the one the government is here pursuing: i.e. by seeking to eke out its own ex-monopoly copper infrastructure, such as by applying technologies that speed up fiber to the cabinet technology, instead of making the major financial commitment to invest in substantially expanding full fiber to the home coverage (and thereby futureproof national network infrastructure).
For years competitors (and, indeed, frustrated consumers) have also accused the company of foot-dragging on providing access to its network — thereby undermining other commercial players’ ability to fund and build out next-gen network coverage.
Last year BT agreed with telecoms watchdog Ofcom to legally separate its network division Openreach — around a decade after a functional separation has been imposed by the regulator. Albeit, it’s still not the full structural separation some have called for.
“It is too early to determine whether legal separation will be sufficient to deliver positive changes on investment in full fibre infrastructure,” writes the government in its review, adding that it will “closely monitor legal separation, including Ofcom’s reports on the effectiveness of the new arrangements”.
“The Government will consider all additional measures if BT Group fails to deliver its commitments and regulatory obligations, and if Openreach does not deliver on its purpose of investing in ways that respond to the needs of its downstream customers,” it adds.
Commenting on the government’s strategy, an Openreach spokesperson told us: “We’re encouraged by the Government’s plan to promote competition, tackle red tape and bust the barriers to investment. As the national provider, we’re ambitious and want to build full fibre broadband to 10 million premises and beyond — so it’s vital that this becomes an attractive investment without creating digital inequality or a lack of choice for consumers and businesses across the country. As the Government acknowledges, the economics of building digital infrastructure remain challenging for everyone, and we believe a review of the current business rates regime is necessary to stimulate the whole sector.
“We’re already building full fibre to around 10,000 homes and businesses every week, and by 2020 we’ll have reached 3 million,” the spokesperson added. “We have a huge, world class engineering team and wherever we build, we’ll deliver the best quality network with the highest levels of service and built-in competition and choice.”
One aspect of the strategy the government is not trumpeting quite so loudly in its PR around the announcement is an intent to promote what it describes as “stable and long-term regulation” as part of its strategy to drive increased competition and unlock business investments.
On this it writes that the overarching strategic priority to “promote efficient competition and investment in world-class digital networks” should be “prioritised over interventions to further reduce retail prices in the near term, recognising these longer-term benefits”.
In the review it suggests moving to longer, five year review periods, for instance — saying this “could provide greater regulatory stability and promote investment”. It also writes that it wants Ofcom to publish guidance that “clearly sets out the approach and information it will use in determining a ‘fair bet’ return”.
It’s therefore possible that UK consumers could end up paying twice over to help fund national fiber broadband infrastructure upgrades; i.e. not just via direct subsidies to fund rural rollouts but also, potentially, via higher broadband prices too. Albeit, the government says that in its view “the interests of consumers are safeguarded as fiber markets become more competitive”.
Though in less commercially attractive areas, where there could be a greater risk of price inflation, the government’s small print does include the recognition that regulatory interventions — such as price controls — may indeed be required. Though of course any such controls would only come in after consumers had been being stung…
“For areas where there is actual or prospective effective competition between networks, Government would not anticipate the need for regulation,” it writes. “For other areas, we would expect the regulatory model for to evolve over time as networks are established. If market power emerges, regulated access (including price controls) may be needed to address competition concerns. These detailed regulatory decisions will be for Ofcom to take.”
This report was updated with comment from Openreach
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Ethos, the company that bills itself as making life insurance accessible, affordable and simple, has officially come out of stealth with an $11.5 million investment led by one of the world’s top venture firms, Sequoia Capital, and additional participation from the family offices of Hollywood’s biggest stars and an NBA all-star.
Jay Z’s Roc Nation, and the family funds of Kevin Durant, Robert Downey Jr. and Will Smith, all participated in the new round for Ethos, and Sequoia Partner Roelof Botha is taking a seat on the company’s board. Because nothing says star power like a life insurance startup.
The life insurance market is one that’s been attracting interest from venture investors for a little over a year now. Companies like England’s Anorak, HealthIQ, Ladder, Mira Financial, and France’s Alan, which is backed by Partech Investments (among others), Fabric and Quilt, are all pitching life insurance products as well.
Ethos is licensed in 49 states, which is pretty comparable to the offering from providers like Haven Life, the Mass Mutual-backed life insurance product.
What has made the life insurance market interesting for investors is the fact that consumers’ interest in it continues to decline. Whether it’s because no one trusts insurers to actually pay out, or because Americans are putting their faith in the anti-aging technologies from funds like the Longevity Fund, folks just aren’t buying insurance products the way they used to.
So when investors see the numbers of users of a formerly ubiquitous product decline from 77 percent in 1989 to below 60 percent in 2018, the assumption is that there’s room for new companies to come in and provide better service.
Scads of investors have taken the same bet, which makes Ethos a marketing play as much as anything else. In the company’s press release it touts the fast, easy and inexpensive process for getting a quote.
The initial process requires only four questions to get a quote and a 10 minute survey to get a policy (in most cases). The company says 99 percent of its applicants don’t need a medical exam or blood test to get a policy.
What may have been most interesting to investors is the pedigree of the company’s co-founders. Peter Colis and Lingke Wang have both worked in the insurance industry before. They previously co-founded a life insurance marketplace called, Ovid Life.
“Life insurance is critical for families, but the process is broken for those who want and need it,” said Peter Colis. “We are consumer advocates, intensely focused on expanding life insurance accessibility to the millions of U.S. families who have college debt, mortgages, spouses and children to care for, and who want to be financially empowered to live their lives without worry.”
Ethos founders Lingke Wang and Peter Colis
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The massage-on-demand service Soothe seems to be rubbing investors the right way with the close of a new $31 million round of funding.
The Series C round from late-stage and growth capital investment firm, The Riverside Company, caps a busy first quarter for the massage service. It also relocated from Los Angeles to Las Vegas; named a new chief executive; and announced new geographies where its massage booking platform is now available.
As part of the new round, chief executive and founder Merlin Kauffman is stepping down from the role and assuming the mantle of executive chairman. Current chief financial officer Simon Heyrick is stepping into the chief executive role.
The former CFO of MarketShare, Heyrick has helped the company expand to more than 11,000 massage therapists in its network.
The company said the new round would help keep massage therapists in its network with pricing that can be up to three times more than those therapists would make in their local markets.
Beyond the new financing and a new boss, Soothe also is heading to new markets, launching services in Manchester, U.K.; Australia’s Gold Coast, Pittsburgh and Hartford, Conn. (some of those places are not like the others).
Soothe isn’t the only player in the massage marketplace. New York-based Zeel also has an offering for folks who want to book massages on the fly. Zeel claims a geographic reach of 85 U.S. cities, while Soothe claims roughly 60 cities worldwide.
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UK startup Juro, which is applying a “design centric approach” and machine learning tech to help businesses speed up the authoring and management of sales contracts, has closed $2m in seed funding led by Point Nine Capital.
Prior investor Seedcamp also contributed to the round. Juro is announcing Taavet Hinrikus (TransferWise’s co-founder) as an investor now too, as well as Michael Pennington (Gumtree co-founder) and the family office of Paul Forster (co-founder of Indeed.com).
Back in January 2017 the London-based startup closed a $750,000 (£615k) seed round, though CEO and co-founder Richard Mabey tells us that was really better classed as an angel round — with Point Nine Capital only joining “late” in the day.
“We actually could have strung it out to Series A,” he says of the funding that’s being announced now. “But we had multiple offers come in and there is so much of an explosion in demand for the [machine learning] that it made sense to do a round now rather than wait for the A. The whole legal industry is undergoing radical change and we want to be leading it.”
Juro’s SaaS product is an integrated contracts workflow that combines contract creation, e-signing and commenting capabilities with AI-powered contract analytics.
Its general focus is on customers that have to manage a high volume of contacts — such as marketplaces.
The 2016-founded startup is not breaking out any customer numbers yet but says its client list includes the likes of Estee Lauder, Deliveroo and Nested. And Mabey adds that “most” of its demand is coming from enterprise at this point, noting it has “several tech unicorns and Fortune 500 companies in trial”.
While design is clearly a major focus — with the startup deploying clean-looking templates and visual cues to offer a user-friendly ‘upgrade’ on traditional legal processes — the machine learning component is its scalable, value-added differentiator to serve the target b2b users by helping them identify recurring sticking points in contract negotiations and keep on top of contract renewals.
Mabey tells TechCrunch the new funding will be used to double down on development of the machine learning component of the product.
“We’re not the first to market in contract management by about 25 years,” he says with a smilie. “So we have always needed to prove out our vision of why the incumbents are failing. One part of this is clunky UX and we’ve succeeded so far in replacing legacy providers through better design (e.g. we replace DocuSign at 80% of our customers).
“But the thing we and our investors are really excited about is not just helping businesses with contract workflow but helping them understand their contract data, auto-tag contracts, see pattens in negotiations and red flag unusual contract terms.”
While this machine learning element is where he sees Juro cutting out a competitive edge in an existing and established market, Mabey concedes it takes “quite a lot of capital to do well”. Hence taking more funding now.
“We need a level of predictive accuracy in our models that risk averse lawyers can get comfortable with and that’s a big ask!” he says.
Specifically, Juro will be using the funding to hire data scientists and machine learning engineers — building out the team at both its London and Riga offices. “We’re doing it like crazy,” adds Mabey. “For example, we just hired from the UK government Digital Service the data scientist who delivered the first ML model used by the UK government (on the gov.uk website).
“There is a huge opportunity here but great execution is key and we’re building a world class team to do it. It’s a big bet to grow revenue as quickly as we are and do this kind of R&D but that’s just what the market is demanding.”
Juro’s HQ remains in London for now, though Mabey notes its entire engineering team is based in the EU — between Riga, Amsterdam and Barcelona — “in part to avoid ‘Brexit risk’”.
“Only 27% of the team is British and we have customers operating in 12 countries — something I’m quite proud of — but it does leave us rather exposed. We’re very open minded about where we will be based in the future and are waiting to hear from the government on the final terms of Brexit,” he says when asked whether the startup has any plans to Brexit to Berlin.
“We always look beyond the UK for talent: if the government cannot provide certainty to our Romanian product designer (ex Kalo, Entrepreneur First) that she can stay in the UK post Brexit without risking a visa application, tbh it makes me less bullish on London!”
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Startups in the U.K. will be hoping for better performance from the local broadband market after telecoms regulator Ofcom agreed to a deal with the country’s largest broadband provider, BT, to legally separate Openreach: aka the division of BT that builds and maintains the broadband infrastructure. Read More
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