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First, there is hardly an innocent app; if it’s not tracking you now, it may be doing so in the next week or month: “There is an entire industry based upon these trackers, and apps identified as ‘clean’ today may contain trackers that have not yet been identified. Tracker code may also be added by developers to new versions of apps in the future.” Second is that even the most innocent-seeming applications such as weather, flashlights, ride sharing, and dating apps are “infested” with dozens of tracking programs that rely on increasingly bizarre, aggressive, and illegible tactics to collect massive amounts of behavioral surplus ultimately directed at ad targeting. For example, the ad tracker FidZup developed “communication between a sonic emitter and a mobile phone. . . .” It can detect the presence of mobile phones and therefore their owners by diffusing a tone, inaudible to the human ear, inside a building: “Users installing ‘Bottin Gourmand,’ a guide to restaurants and hotels in France, would thus have their physical location tracked via retail outlet speakers as they move around Paris.

John Doerr, the legendary venture capitalist who backed Netscape, Google, and Amazon, doesn’t remember the exact day anymore; all he remembers is that it was shortly before Steve Jobs took the stage at the Moscone Center in San Francisco on January 9, 2007, to announce that Apple had reinvented the mobile phone. Doerr will never forget, though, the moment he first laid eyes on that phone. He and Jobs, his friend and neighbor, were watching a soccer match that Jobs’s daughter was playing in at a school near their homes in Palo Alto. As play dragged on, Jobs told Doerr that he wanted to show him something. “Steve reached into the top pocket of his jeans and pulled out the first iPhone,” Doerr recalled for me, “and he said, ‘John, this device nearly broke the company. It is the hardest thing we’ve ever done.’ So I asked for the specs. Steve said that it had five radios in different bands, it had so much processing power, so much RAM [random access memory], and so many gigabits of flash memory. I had never heard of so much flash memory in such a small device. He also said it had no buttons—it would use software to do everything—and that in one device ‘we will have the world’s best media player, world’s best telephone, and world’s best way to get to the Web—all three in one.’” Doerr immediately volunteered to start a fund that would support creation of applications for this device by third-party developers, but Jobs wasn’t interested at the time. He didn’t want outsiders messing with his elegant phone. Apple would do the apps. A year later, though, he changed his mind; that fund was launched, and the mobile phone app industry exploded. The moment that Steve Jobs introduced the iPhone turns out to have been a pivotal junction in the history of technology—and the world.

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Remember and Share - The Hook Model helps the product designer generate an initial prototype for a habit-forming technology. It also helps uncover potential weaknesses in an existing product’s habit-forming potential. - Once a product is built, Habit Testing helps uncover product devotees, discover which product elements are habit forming (if any), and why those aspects of your product change user behavior. Habit Testing includes three steps: identify, codify, and modify. - First, dig into the data to identify how people are behaving and using the product. - Next, codify these findings in search of habitual users. To generate new hypotheses, study the actions and paths taken by devoted users. - Lastly, modify the product to influence more users to follow the same path as your habitual users, and then evaluate results and continue to modify as needed. - Keen observation of one's own behavior can lead to new insights and habit-forming product opportunities. - Identifying areas where a new technology makes cycling through the Hook Model faster, more frequent or more rewarding provides fertile ground for developing new habit-forming products. - Nascent behaviors — new behaviors that few people see or do, and yet ultimately fulfill a mass-market need — can inform future breakthrough habit-forming opportunities. - New interfaces lead to transformative behavior change and business opportunities.   *** Do This Now Refer to the answers you came up with in the “Do This Now” section in chapter five to complete the following exercises: - Perform Habit Testing, as described in this chapter, to identify the steps users take toward long-term engagement. - Be aware of your behaviors and emotions for the next week as you use everyday products. Ask yourself: - What triggered me to use these products? Was I prompted externally or through internal means? - Am I using these products as intended? - How might these products improve their on-boarding funnels, re-engage users through additional external triggers, or encourage users to invest in their services? - Speak with three people outside your social circle to discover which apps occupy the first screen on their mobile devices. Ask them to use these apps as they normally would and see if you uncover any unnecessary or nascent behaviors. - Brainstorm five new interfaces that could introduce opportunities or threats to your business.

WhatsApp user base crosses 70 million in India The total user base for WhatsApp is 600 million, according to a a vice-president of the company. Photo: AFP By PTI | 328 words Mumbai: Mobile messenger service WhatsApp's user base in India has grown to 70 million active users, which is over a 10th of its global users, its business head Neeraj Arora said on Sunday. "We have 70 million active users here who use the application at least once a month," Arora, a vice-president with WhatsApp, said at the fifth annual INK Conference in Mumbai. He said the total user base for the company, which was bought by Facebook in a $19-billion deal earlier this year, is 600 million. With over a 10th of the users from the country, India is one of the biggest markets for WhatsApp, he said, adding connecting billions of people in markets like India and Brazil is the aim of the company. Arora, an alumnus of Indian Institute of Technology (IIT)-Delhi and ISB Hyderabad, said WhatsApp will continue to hold a distinct identity even after the takeover by Facebook and will not get merged with the social networking giant. He said WhatsApp, which has only 80 employees, will benefit through learnings from the social networking giant. Arora, who first heard of WhatsApp as a business development executive for the Internet search firm Google Inc. and later joined as its business head, said it took two years to stitch the $19 billion deal announced this April. Interestingly, Arora said he would have paid a fraction of the sum to buy WhatsApp three years back. It would have been in "low tens of million" dollars, he said stressing that the company has grown a lot since then. Arora said the user-base has doubled to 600 million from the 30 million when he joined three years ago. The company has flourished because of its focus on the product, rather than the business side of things, he said. "The founders wanted to develop a cool product which will be used by millions and did not have business things like valuations," he said, stressing that this continues to be a motto of the company.

Loic Le Meur, producer of LeWeb, Europe’s largest tech conference, is an ardent fitness enthusiast and Quantified Self proponent. In August 2010, he suggested in a blog post that as people and mobile devices work together to provide highly personalized data, the human body itself becomes an Application Programming Interface (API), meaning that developers can now offer personalized mobile apps for each individual by letting their computer codes talk with each other.

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The rich and interactive experiences we have come to expect on mobile apps have created new standards and expectations for all digital media including the web. The result is websites are evolving to become more app-like in their rich functionality.

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The addictive nature of smartphones is further enhanced by a form of behavioral conditioning called intermittent reinforcement and the power of this conditioning was revealed by the research of the 20th century psychologist B.F Skinner. Skinner discovered that if a behavior is rewarded on a variable and unpredictable schedule, the reward is felt as more pleasurable and the conditioned behavior is more resistant to extinction in comparison with a behavior that is rewarded all the time. Mobile app developers use this behavioural conditioning to promote the use of their applications. Rather than exposing their users to stimulating novel content each time they open the app, users are rewarded only some of the time. This type of behavioral conditioning heightens the feelings of pleasure associated with using these apps and renders users prone to addiction.

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Shimba Technologies, developed a mobile medical directory and “knowledge app,” MedAfrica, to address the health challenges in its home country, where there are only 7,000 registered doctors in a country of 40 million people. The World Bank puts the doctor per 1,000 person ratio of Kenya at 0.2; in the United States, that number is more than ten times larger—2.4 as of 2010. To

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Bundling eventually stopped working for Microsoft. After the antitrust investigation, the company maintained its dominance on the PC operating systems market, but it lost control of many other markets. Eventually the industry jumped from PC to mobile. Microsoft tried to exactly replicate the network effects it had before—an ecosystem of hardware manufacturers who paid a licensing fee to run Windows Mobile, and app developers and consumers to match—but this time it didn’t work. Instead, Google gave away its Android mobile OS for free, driving adoption for phone makers. The massive reach of Android attracted app developers, and a new network effect was built, derived from a business model where the OS was free but the ecosystem was monetized using search and advertising revenue. Microsoft has also lost the browser market to Google Chrome, and is being challenged in its Office Suite by a litany of startup competitors large and small. It continued to use bundling as a strategy, adding workplace chat via Teams to its suite—but it hasn’t achieved a clear victory against Slack. If bundling hasn’t been a sure thing for Microsoft, it’s an even weaker strategy for others. The outcome seems even less assured when examining how Google bundled Google+ into many corners of its product, including Maps and Gmail, achieving hundreds of millions of active users without real retention. Uber bundled Uber Eats across many touchpoints within its rideshare app, but still fell behind in food delivery versus DoorDash. Bundling hasn’t been a silver bullet, as much as the giants in the industry hope it is.

My friend Bangaly Kaba, formerly head of growth at Instagram, called this idea the theory of “Adjacent Users.” He describes his experience at Instagram, which several years post-launch was growing fast but not at rocketship speed: When I joined Instagram in 2016, the product had over 400 million users, but the growth rate had slowed. We were growing linearly, not exponentially. For many products, that would be viewed as an amazing success, but for a viral social product like Instagram, linear growth doesn’t cut it. Over the next 3 years, the growth team and I discovered why Instagram had slowed, developed a methodology to diagnose our issues, and solved a series of problems that reignited growth and helped us get to over a billion users by the time I left. Our success was anchored on what I now call The Adjacent User Theory. The Adjacent Users are aware of a product and possibly tried using it, but are not able to successfully become an engaged user. This is typically because the current product positioning or experience has too many barriers to adoption for them. While Instagram had product-market fit for 400+ million people, we discovered new groups of billions of users who didn’t quite understand Instagram and how it fit into their lives.67 In my conversations with Bangaly on this topic, he described his approach as a systematic evaluation of the network of networks that constituted Instagram. Rather than focusing on the core network of Power Users—the loud and vocal minority that often drive product decisions—instead the approach was to constantly figure out the adjacent set of users whose experience was subpar. There might be multiple sets of nonfunctional adjacent networks at any given time, and it might require different approaches to fix each one. For some networks, it might be the features of the product, like Instagram not having great support for low-end Android apps. Or it might be because of the quality of their networks—if the right content creators or celebrities hadn’t yet arrived. You fix the experience for these users, then ask yourself again, who are the adjacent users? Then repeat. Bangaly describes this approach: When I started at Instagram, the Adjacent User was women 35–45 years old in the US who had a Facebook account but didn’t see the value of Instagram. By the time I left Instagram, the Adjacent User was women in Jakarta, on an older 3G Android phone with a prepaid mobile plan. There were probably 8 different types of Adjacent Users that we solved for in-between those two points. To solve for the needs of the Adjacent User, the Instagram team had to be nimble, focusing first on pulling the audience of US women from the Facebook network. This required the team to build algorithmic recommendations that utilized Facebook profiles and connections, so that Instagram could surface friends and family on the platform—not just influencers. Later on, targeting users in Jakarta and in other developing countries might involve completely different approaches—refining apps for low-end Android phones with low data connections. As the Adjacent User changes, the strategy has to change as well.

Overcrowding works in a different way for creators than for viewers. For creators, the problem becomes—how do you stand out? How do you get your videos watched? This is particularly acute for new creators, who face a “rich get richer” phenomenon. Across many categories of networked products, when early users join a network and start producing value, algorithms naturally reward them—and this is a good thing. When they do a good job, perhaps they earn five-star ratings, or they quickly gain lots of followers. Perhaps they get featured, or are ranked highly in popularity lists. This helps consumers find what they want, quickly, but the downside is that the already popular just get more popular. Eventually, the problem becomes, how does a new member of the network break in? If everyone else has millions of followers, or thousands of five-star reviews, it can be hard. Eugene Wei, former CTO of Hulu and noted product thinker, writes about the “Old Money” in the context of social networks, arguing that established networks are harder for new users to break into: Some networks reward those who gain a lot of followers early on with so much added exposure that they continue to gain more followers than other users, regardless of whether they’ve earned it through the quality of their posts. One hypothesis on why social networks tend to lose heat at scale is that this type of old money can’t be cleared out, and new money loses the incentive to play the game. It’s not that the existence of old money or old social capital dooms a social network to inevitable stagnation, but a social network should continue to prioritize distribution for the best content, whatever the definition of quality, regardless of the vintage of user producing it. Otherwise a form of social capital inequality sets in, and in the virtual world, where exit costs are much lower than in the real world, new users can easily leave for a new network where their work is more properly rewarded and where status mobility is higher.75 This is true for social networks and also true for marketplaces, app stores, and other networked products as well. Ratings systems, reviews, followers, advertising systems all reinforce this, giving the most established members of a network dominance over everyone else. High-quality users hogging all of the attention is the good version of the problem, but the bad version is much more problematic: What happens, particularly for social products, when the most controversial and opinionated users are rewarded with positive feedback loops? Or when purveyors of low-quality apps in a developer platform—like the Apple AppStore’s initial proliferation of fart apps—are downloaded by users and ranked highly in charts? Ultimately, these loops need to be broken; otherwise your network may go in a direction you don’t want.

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How to Build a Mobile App with React Native With the continuous evolution of web applications, real-time apps, and hybrid apps, the companies want faster development and easy maintenance for their app. Due to high-end technologies, the React Native app development has earned its significance in bringing all of these together within the limited budget of the companies. Overview of React Native As the React Native is based on the React framework, it is good for React Native app development to follow the same. In addition to that, React Native has separate APIs for both the platforms, it allows development for both Android and iOS in the single app, and most importantly, it is free and open-source. Facebook’s React Native Developing apps that run on the different operating systems with one tool, especially mobile devices, would be a great advantage to the developers. Therefore, the React Native development by Facebook is one of the best ways to build apps that are scalable and flexible. The Android App Development with React Native With the number of active Android users, it has created more value to the companies in developing the apps for android mobile devices. Working with React Native In React Native, the developers have a lot of responsibilities. They do not need to write the code manually, as React Native automatically generates the code for the mobile app development. This is the reason why the developers need to focus more on the UX of the app. There are several UX aspects that are required for a development, such as the native code, the visual aesthetics, the technical and back-end aspects. All these aspects would be added together to design the user interface. This is why the React Native app development becomes quite important. The creation of the native code, design, and other technical aspects make React Native a valuable tool for developers and non-developers. Benefits of React Native React Native helps in building a complete native mobile app without any coding skills. The beautiful library creates responsive and interactive web apps from all the simple mobile web components and thus increases the creation of high-quality applications. React Native is a part of web development in its new form with its development of new concepts in application. It uses the native functionality of an operating system so that all of the advanced concepts of web development can be applied to mobile apps. This makes React Native a preferred platform for apps which are made specifically for Android and iOS. With React Native, the companies can develop a beautiful and efficient app in less time without having to spend too much time. Conclusion As stated in the above results of mobile app development, the UI remains the most important part of a mobile app. All developers are in love with different UI frameworks and libraries. As for this topic, given below are some of the great reasons to select React Native as a UI framework: It’s the only full-stack UI framework from Facebook. More than 20 frameworks have appeared, and React Native is the only one that was born out of Facebook. Features like rendering into the DOM, XHR, Native Embedding, data persistence, offline support and more. Although React Native is more than capable of tackling many challenges, it still falls short of some modern technologies like HOCs and Server-side Rendering (SSR).

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Good morning, and I’d like to just answer the question that you’re probably thinking. The answer is, yes, we’re the team that built the current mobile apps—both of them. We’re not proud, and we’re just glad users can’t rate an app with zero stars.

Mobile phone apps – 2012 Before building a QuickBooks app, I decided to try iPhone and Android apps. This my first experience entering an app store. Unfortunately, the apps failed for many reasons: User base too small: There are millions of mobile phone users, but that does not translate to millions of users for your software. There is a subsection of a user base that matters most. Too many competitors: The app stores were oversaturated. There were over a million apps, literally. There was no way to stand out from the rest. My apps became me-too apps. The Intuit app stores were just getting started at the time and there were far fewer apps. Difficult to gain entry: I tried game development, and good games are expensive to produce. You need a soundtrack and graphic designers. The cost of making an exceptional game is outrageous. There was no way I could afford it. Failed to show value: Since most apps were free, users refused to pay me. I tried in-app purchases, but most users were uninterested. I learned that businesses were a better target because I could show them how to save time. Failed to solve a problem: In my eyes, app stores were the only way to advertise my game. I failed to tap into my potential user base. Businesses have a clear data entry problem that I can fix, but consumers were too difficult to sell to. Technical issues: I submitted one app to the Windows Marketplace, and it failed 15 times. I had to wait for Apple to publish updates to my app weekly. I learned that my next plugin must receive updates in a few hours, instead of a few days. Users simply cannot wait this long for an issue to get fixed. This was the most important lesson that I learned, and it inspired me to make a cloud-based system. Different devices:

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Back in 2011, as the smartphone space came to dominate the tech sector, Tencent launched its mobile messaging app WeChat. According to a Business Insider profile, although it started as a simple, WhatsApp-like service, “it grew explosively as it expanded into a kind of super-app that takes the place of Uber, GrubHub, Venmo, Craigslist, and a whole bunch of other services.”16 This super-app structure began in 2017, when WeChat launched its Mini Program or Mini-app feature, which allows developers to build pre-approved lightweight apps that are embedded within WeChat and function as an extension of it. The mini-apps proved incredibly popular as they allowed customers to use external services with just four clicks and without leaving WeChat or downloading a new app.

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It being the digital age and all, I can comprehend why one would choose the mobile phone, the most convenient and indispensable device , as a tool to be insolent towards antediluvian people like me who still have not lost faith in down-to-earth face-to-face interactions. It always begins with an impulsive need to pick up the phone and browse through apps. This need then, with the speed of the wind would gain a sense of immediacy whereupon, Mr./Ms. Presumptuous would make unconvincing excuses about having to take a call or text to a family member to check on his/her welfare. Leaving me in the middle of an interesting development that I am so willing to share, Mr./Ms. Presumptuous walks few meters away from where I am seated and comes back twenty minutes later only to steer the conversation away to a subject that he/she fancies.

US military systems, where hardware has always been king and software largely an afterthought. For most military systems, the schedule for hardware updates determines the schedule for software updates. After all, most of the companies building these systems are hardware companies, not software companies. This has created multiyear software development cycles that are doomed to failure. Think of how well your mobile device would work if its software and apps were updated only every several years. That’s how it is for military systems.

It's Not That We Use Technology, We Live Technology.

I joined Amazon in 2004 in the early days of Amazon Web Services (AWS). Once I joined, my boss explained the mission. Amazon was going to build enormous data centers and rent compute-power and storage capacity not as applications, but as building blocks that developers and other companies can use to build their apps. This would enable any developer and every company to leverage Amazon’s mastery of web-scale infrastructure. The service would be flexible, able to scale up and down on the fly. If your traffic surged for a few days, the “Elastic Compute Cloud” would simply throw extra computer horsepower at your website. When the surge ended, your virtual data center would shrink back down. You paid only for what you used. You paid a monthly bill, just like you do for your mobile phone and your electricity. The pay-for-what-you-use model was a huge breakthrough—maybe as significant as the technology itself.

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CodementorX is a risk-free hiring site that can link you up to the top 2% of freelance mobile app developers to do the job for you. As your initial investment, you will pay an hourly rate of about $80-$100 to an expert developer who will create your app in a relatively short period of time.

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For example, Twist is “call-ahead” software that sees where you are and knows where you are heading, as well as knowing the driving conditions en route. It sends a text message to your next appointment while you keep your hands and your mind on the road. Glympse, as we mentioned, is similar and lets you share your location with others—who just might rat you out when you speed. GasBuddy.com lets you find the cheapest gas near your location. Nooly Micro Weather reports uber-localized weather, within .4 miles of where you are and just 15 minutes into the future, preparing you for the fog bank around the next curve on a mountain road. As we write this, it is available as a phone app and the developer is working with Ford and Toyota for the app to be included in cars as they ship. The integrated, automotive Nooly will signal the car to turn on fog lights or the defroster a moment before the weather changes. Waze is a mobile app that lets drivers share updates on road conditions in near realtime. With a community of nearly 50 million members as of May 2013, it is perhaps the most robust source of user-generated road data in the world. Google acquired Waze in the summer of 2013 for just under $1 billion.

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AnyVision was not the only company implementing such AI technologies. Biometric facial recognition is a growth industry estimated to be worth US$11.6 billion globally by 2026. Cor-sight AI is a part Israeli-owned facial recognition company that works with the notoriously brutal police departments in Mexico and Brazil and the Israeli government.46 A former Israeli army colonel, Dany Tirza, partnered with Corsight AI to develop a police body camera that could immediately identify an individual in crowds, even if their face was covered, and match the person to photographs from years before. Tirza lives in the illegal West Bank settlement of Kfar Adumim and is one of the key architects of the Israeli separation wall that creeps through the West Bank. He supports facial recognition technology at Israeli checkpoints because it reduces “friction” between the IDF and Palestinians.47 The IDF uses extensive facial recognition with a growing network of cameras and mobile phones to document every Palestinian in the West Bank. Starting in 2019, Israeli soldiers used the Blue Wolf app to capture Palestinian faces, which were then compared to a massive database of images dubbed the “Facebook for Palestinians.” Soldiers were told to compete by taking the most photos of Palestinians and the most prolific would win prizes.