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The biggest challenge however is one that both Apple and Google face: Only a small fraction of the 10 million or so retail outlets in the U.S.–220,000 at last count–have checkout readers that can accept payments from either system. Both wallets use a radio technology called Near Field Communication to send payment, and it's expected to take years for most stores to be upgraded. What's at play? The big tech companies and carriers seem convinced that our phones will eventually replace our wallets. For carriers, that could make mobile wallet technology table stakes over the next few years as they compete for consumers.
For Windows many solutions claim to exist, usually in form of massive antivirus suites. What about GNU/Linux? Or Android? Several solutions rely on setting up a proxy with a whitelist of sites, or similar, but I'm afraid this approach can make internet unusable, or otherwise be easy to bypass. Have you any experiences or suggestions? Do you think software solutions are only a part of the solution, provided children can learn hacking tricks better than us, and if so, what other 'human' techniques are most effective?
Not to be outdone, Google has been experimenting with a ride-sharing app similar to Uber's and both companies have long toyed with the idea of offering same-day delivery of items like groceries and other staples. Last month Google announced it would start presenting data from third party applications inside Google Now, a service that displays useful information prominently on the screen of Android smartphones. Google said it had struck deals to draw data from such apps as Pandora, AirBnb, Zillow, and the ride-sharing service Lyft. The company most obviously missing from that list? Google's old and possibly former friend, Uber. According to Isaac, for young companies, even one as well funded as Uber, dancing with giants is a part of doing business — even if there is always a risk of getting squashed. "There are some hard lessons about the dangers of cooperation that are strongly in the memories of these companies," says John Morgan. "Something that makes partnering harder, even when it might make economic sense to do so."