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March 3, 2015
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Industry Focus: Marketing

Marketing executives throughout the state met at the Las Vegas offices of City National Bank to discuss the trends and challenges facing their industry.
Left to Right: Kassi Belz, MassMedia Corporate Communications; Mary Ann Mele, RR Partners; Michael Thomas, Noble Studios; Brian Rouff, Imagine Communications; Tim Quillin, Quillin Advertising; Solveig Raftery, The Firm Public Relations Marketing; Greg Ferraro, The Ferraro Group; Darcy Neighbors, CIM Marketing Partners; Kurt Ouchida, BRAINtrust Marketing Communications; Stephanie Kruse, KPS | 3; Paul Stowell, City National Bank; Connie Brennan, Nevada Business Magazine; Melissa Warren, Faiss Foley Warren Public Relations

With new digital platforms popping up left and right, the marketing industry keeps pace to push Nevada businesses forward and out of the recession. Recently, a group of marketing executives met at the Las Vegas offices of City National Bank to discuss the trends and challenges facing their industry.
Connie Brennan, publisher and CEO of Nevada Business Magazine, served as moderator for the event. These monthly roundtables are designed to bring together leaders to discuss issues relevant to their industries. Following is a condensed version of the roundtable discussion.

What Issues face the marketing industry today?

Mary Ann Mele: The biggest challenge for us ladders up to the ability to market ourselves, generating leads, bringing in new clients and communicating what we do in a really clear way to clients.

Solveig Raftery: Talent is one of our biggest challenges. We’re looking for a certain type of person that may not fit in at other agencies.

Darcy Neighbors: Everyone thinks they can do marketing. It’s frustrating when there’s no strategy behind the tactical things that people are throwing out there.

Michael Thomas: It’s noisy out there right now. There are so many different fragmented channels and initiatives. Our challenge is to figure out how to temper the noise and keep our clients strategically focused.

Melissa Warren: Things are changing so fast and so quickly in the media marketplace. The speed at which information is received and expected to be disseminated is remarkable.

How have client expectations changed?

Stephanie Kruse: We’ve trained [clients] to expect more faster. Whether it’s the technology we use in the creative process or the technology we use for communications, they expect an almost immediate response. The expectations are very high but I think it’s in every professional services industry.

Neighbors: It’s become very global. Before, we were only using local printers and local talent. Now, the world is open to us and with that comes challenges, but it also comes with cost savings.

Thomas: Measurement is the focal point of just about every engagement. In our qualification process, if [prospective clients] can’t describe what they’re hoping to have as the outcome of an engagement and we can’t convince them to set the measurement, we probably won’t take on the engagement. The highest demand and growth area in our business is measurement and analytics optimization. It’s critical.

Kurt Ouchida: The age of analytics is really in question. The studies are done, the research is folded into something, but now we can go online instantaneously, know to click on what and get some deep data on what their behaviors are. We’re more educated on who the consumer is and how we can have some predictive indexes on where they’re going to go. At the same while, your client has that same access.

Greg Ferraro: As analytics improve, too, another issue that pops up is security and privacy. We’re going to deal with that a lot over the next decade because of the improvement of analytics and the dashboard that it gives you so much new insight.

Paul Stowell: For us on the corporate side, the analytics are absolutely critical. The digital age has allowed us to turn on a dime and change our strategic marketing and advertising decisions to where we can react more quickly. If something’s not working, we know immediately and change to go down a different path.

What is the public perception of the marketing industry?

Kruse: As an industry as a whole, there is less respect for ad people or publicity people. The old-school way of thinking about our industry isn’t laden with a lot of respect. We have changed, but I don’t think everyone’s perception of our industry has changed.

Kassi Belz: People come to us all the time for new business and want us to spend hours giving them every idea that we could possibly give them, not understanding that our ideas are the commodity that we’re selling. We struggle a lot with that. You get to a point where you wonder if you should cut this off or keep going. You have all this time invested and you’ve met with this person 16 times and there’s not much left for you to say except sign the contract, but they still want you to give them more. We spend a lot of time proving ourselves to a lot of people that you don’t have to do in other industries.

Warren: If you’re an attorney, you have a J.D. degree. You have a CPA degree if you’re an accountant. People think they’re marketers because they’re exposed to marketing every day. We don’t have the same level of respect; just look at our hourly billing rates. Compare us to the top law firm in town. We can’t charge what they charge and have clients willingly pay it. But it is client-by-client. Our long-term clients respect us and our opinion, and they let us run with it. Our newer clients have an introduction period where the trust is built up over time.

Brian Rouff: The burden of proof is definitely on us, especially if they’ve had a negative experience with another firm or individual. But that can work for you, too. Going that extra mile when producing for them will cause the light bulb to turn on and then they are loyal. It’s harder when you’re trying to develop business but it’s easier, if you do your job properly, to retain business.

Thomas: Some of the reputation might be well earned. We have to practice restraint in our industry and not say we’re experts in something when we’re not. The reputation comes from clients suffering from some really poor results. Now that the information is ubiquitous, out there as far as the studies and the enhancements, there is a new reality that sometimes our clients are going to be more educated about something as it relates to their specific business. It’s better to ask questions than to assume you’re the expert in the room.

Is there client loyalty?

Tim Quillin: It comes down to relationships that you form with your clients. For us, our agency is defined by the people, the personalities and the skills we bring to that table and people just have a comfort level with us. And we produce. If we didn’t have both, we wouldn’t be around.

Belz: While relationships are important, you spend a lot of time building these relationships yet they get gobbled up by the next [agency]. At the end of the day, it sometimes doesn’t matter how great of a job you did or the results you produced if they have someone else in a different market that’s doing their work.

Kruse: A study from the American Marketing Association a few years ago researched why clients switch marketing firms. The key reason is when there’s a change in the chief marketing officer.

Ferraro: Results still matter and people pay attention to those. When you need certain results and it’s a digital function or it’s a government function, you’re going to ask and go find the people who are best in that subspace. That does matter and that creates the credibility. The firms that are smaller are going to do better because they’re going to have a reputation as having created results in a certain place. As you get bigger and you have more demands on your business, there probably is scaling back to a comprehensive one-stop shop. For smaller firms, you’re going to be recognized in a certain way.

How are compensation models determined in the industry?

Warren: It’s mostly retainer for us. On a one-off project, we might do an hourly, but it’s generally behooves the client to pay us a retainer because we are always going to over-deliver. We’re always going to give them more than what they pay for. I would say 90 percent of our clients are on retainers.

Quillin: Pressures come from justifying retainers at the higher levels. There’s more demand for proof that you’re worth what you’re charging. The perception is that the agency is too expensive so I’ll just go here and here and here. It’s a bit frustrating at times as far as what we charge because, ultimately, we’re not [too expensive].

Rouff: We like to start clients with a project or two. If it works out and we like them and they like us, we transition them into a retainer. That seems to be a logical evolution for those kinds of relationships.

Mele: We do what we advise our clients to do, which is understand each of their customers individually and their targets. All our compensation is done custom because every single one of them has a different situation, a different scope and a different level of expectation. It’s really hard to do a one-size-fits-all.

Ferraro: Sometimes when you have the young start-ups, they’re skilled and focused in certain areas but this is usually the area where they’re not. It’s tougher because you can see the promise, the energy and the heart, but they have no budget. Sometimes you make the call to ride with them and sometimes you decide not to.

How do you balance experience with fresh talent?

Raftery: We work with teams and that’s what solves our problem. We try to have a team of however many people depending on the size of the client. There’s always a senior person.

Stowell: The marketing industry is no different from our industry in terms of relationships and reaching out to the client. When a branch manager or a private banking officer leaves, does that relationship go with them? We formulate teams where the client doesn’t get so attached to just one person.

Are rfps a part of your new business strategy?

Belz: We do a lot of Request for Proposals (RFPs) but I believe it needs to change. A simple change that can happen is giving us extra points for in-state preferential. We lost several to out-of-state [agencies]. You send all that money out of state for 50 points. As a industry, we tend to shy away from state RFPs.

Neighbors: We decided years ago that we’re just not going to participate. Our wisdom is what we get paid for.

Rouff: It’s a relationship business and you can’t begin to develop a relationship flying blind and filling out a form. We’ll maybe do one a year at this point. Our development time is better spent doing other things.

Thomas: Competition is not down-the-road anymore; 65 to 70 percent of our business is outside the state of Nevada. We’re competing with firms all over the world, for that matter. What frustrates us is that we don’t always see the best work come out of our state versus out-of-state. There are great products and a great pitch, but the execution doesn’t represent the changing nature of our state. There’s a fair question in judging the effectiveness of RFPs when they go out [of state]. I’ve never been asked by a state agency to audit the effectiveness of the marketing done. Companies hire us to audit their user experience and analytics. A more transparent process would be good for government because that’s when the best work comes out.

What makes a company successful in digital marketing?

Ferraro: As long as you can shape it to mobile [it can be successful]. The new number is 60 percent of Americans own a smartphone. Three years ago, it was only 45 percent. It’s going to continue to grow. If you can be in the mobile space with good, fresh and visual content, you’re going to make it.

Mele: It has to go beyond that. It can’t be just multiple channels to push out what we want to push out. It has to be 60 percent listening and 40 percent driving the conversation.

Ouchida: As long as you can drive compelling content that’s relevant to your particular market [you can be successful]. It’s building the content, but it’s also the sharing of it. They have to feel compelled to share it with their network. If it’s shareable content, then you’ve reached the goal.

Stowell: What’s interesting with social media now is trying to get your employees engaged in that process and the balance between privacy, legal issues and what they can and can’t say. There are companies that just have a blanket statement that says no social media during work hours. For us, we’ve asked our colleagues to get engaged in that process. As a company, you have to figure out what that line is going to be for your employees. They can be great advocates, or they can be not so great.

March 3, 2015
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Pakistan’s mobile phone owners told: be fingerprinted or lose your sim card

Mobile phones didn’t just arrive in Pakistan. But someone could be fooled into thinking otherwise, considering the tens of millions of Pakistanis pouring into mobile phone stores these days.

In one of world’s largest efforts to collect biometric information, Pakistan has ordered mobile phone users to verify their identities through fingerprints for a national database being compiled to curb terrorism. If they don’t, their service will be shut off, an unthinkable option for many after a dozen years of explosive growth in mobile phone usage.

Concerned about a proliferation of illegal and untraceable sim cards, the directive is the most visible step so far in Pakistan’s efforts to restore law and order after Taliban militants killed 150 students and teachers at a school in December. Officials said the six terrorists who stormed the school in Peshawar were using phones registered to one woman who had no obvious connection to the attackers.

But efforts to match one person to each phone number involves a jaw-dropping amount of work. At the start of this year, there were 103m sim cards in Pakistan – roughly the number of the adult population – that officials were not sure were valid or properly registered. And mobile companies have until 15 April to verify the owners of all of the cards, which are tiny chips in phones that carry a subscriber’s personal security and identity information.

In the past six weeks, 53m sims belonging to 38 million residents have been verified through biometric screening, officials said.

“Once the verification of each and every sim is done, coupled with blocking unverified sims, the terrorists will no longer have this tool,” said a senior interior ministry official, who was not authorised to speak publicly about the government’s security policy. “The government knows that it’s an arduous job, both for the cellular companies and their customers, but this has to be done as a national duty.”

As Pakistan’s decade-long struggle against Islamist extremism has stretched on, residents have grown accustomed to hassles such as long security lines and police checkpoints. Now they must add the inconvenience of rushing into a retail store to keep their phones on.

“I spend all day working and sometimes have to work till late in the night. … I cannot afford to stand in line for hours to have my sim verified,” said Abid Ali Shah, 50, a taxi driver who was waiting to be fingerprinted at a mobile phone store. “But if I don’t do it, my phone is my only source of communication that I have to remain in touch with my family.”

Though Pakistan’s first mobile phone company launched in 1991, there was only sparse usage until the turn of the 21st century. Since then, the number of mobile phone subscribers has grown from about 5 million in 2003 to about 136 million today, according to the Pakistan telecommunications authority.

The mobile phone subscription rate now stands at about 73%, roughly equal to the rate in neighbouring India, according to the World Bank. It’s even common for Pakistanis in remote or mountainous areas, where electricity can be sporadic and few have access to vehicles, to own a cellphone.

With 50m more sim cards left to be verified, phone companies are dispatching outreach teams deep into the countryside and mountains to notify customers of the policy.

“It’s a massive, nationwide exercise with a tight deadline, but hopefully we will be able to verify our customers by the April deadline,” said Omar Manzur, an executive at Mobilink, which has 38 million customers in Pakistan. “We have sent out 700 mobile vans all across Pakistan to reach out to these far-flung areas, the villages, and small towns.”

One region that appears largely unaffected by the plan is the immediate area around the Pakistan-Afghanistan border, where many Islamist militants have historically sought refuge. Pakistani cellphone networks generally do not provide service to those areas, and residents try to get coverage from Afghan networks, officials said.

Mobile phone owners’ fingerprints are being matched with those on file in a national database the government began creating in 2005. Those whose prints are not in the database must first submit them to national database and registration authority. Some residents, including several million Afghan refugees not eligible for citizenship, also have to obtain a court affidavit attesting they will properly use their cellphones.

Over the years, several countries, including South Africa and India, have implemented broad systems for obtaining and storing residents’ biometric information. But analysts and communications experts say they can’t recall a country trying to gather biometrics as rapidly as Pakistan is doing.

“In a country like this, where the infrastructure is not available in many areas, this looks unprecedented,” said Wahaj us Siraj, the chief executive officer of Nayatel, a major Pakistani internet supplier.

Once the fingerprint database is complete, police and intelligence officials will have a much easier time tracing the origins of crimes or terrorist attacks, said Ammar Jaffri, the former deputy director of Pakistan’s federal investigation agency.

Jaffri noted that mobile phones have often been used to detonate explosive devices in Pakistan. Authorities are also struggling to curb extortion carried out by criminals, often affiliated with banned militant groups, who make threatening phone calls demanding money.

Jaffri said Pakistanis should just accept that a sim card “becomes part of you” and that any privacy concerns do not usurp government regulation of airwaves.

“We have new technology now, and we shouldn’t be afraid of these things, we should face it,” said Jaffri, president of the Pakistan information security association. “Watching people when they move, it’s natural: Every country does it.”

As they show up at mobile phone stores, some Pakistanis are learning first-hand just how lax Pakistan had been in tracking sim cards.

At a Mobilink office in Islamabad, Muhammad Safdar, 30, was told that six different sim cards were attached to his name.

“I think some of my friends had my ID card number,” Safdar said. “Earlier it was very easy to simply redeem that number and get a sim issued in that name.”

Ghulam Rasool, a 24-year-old Afghan citizen living in Pakistan, waited in line only to learn that the sim card he had bought at a fruit market four years ago was now illegal.

“Before, no one asked, but now they are, and it has to be in my name,” said Rasool, who emerged from the Mobilink office with a new phone number. “Everyone has my old number, and now I have to contact hundreds of people” in both Pakistan and Afghanistan.

Many Pakistanis are taking the registration process in stride, saying that they are willing to do whatever it takes to reduce terrorism. They are sceptical, however, that this will be the answer to ending a war that has killed more than 50,000 Pakistani residents and soldiers over the past 13 years.

“If this can bring peace, it’s OK,” said Khan Gul, his thumb still stained with blue ink. “But I am wondering how a mobile phone verification can bring peace.”

This article appeared in Guardian Weekly, which incorporates material from Washington Post

March 3, 2015
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Wi-Fi Everywhere May Let You Roam Free From Your Mobile Carrier

Copyright © 2015 NPR. For personal, noncommercial use only. See Terms of Use. For other uses, prior permission required.

ROBERT SIEGEL, HOST:

We heard Lauren describe making Skype calls while on a public bus. In fact, the mobile phone has become a necessity of modern life in little more than a decade. But it seems more and more that telephone companies may not be equally necessary. Ryan Knutson’s article in the Wall Street Journal also highlights this. He thought, why not keep the smartphone and dump the carrier? Ryan Knutson, who joins us from the Mobile World Congress in Barcelona, tried this for a month. Welcome to the program.

RYAN KNUTSON: Thanks so much for having me.

SIEGEL: And first, give us a quick technical explanation. We can make calls on a smartphone without the services of a company like Verizon or ATT.

KNUTSON: Yeah, that’s exactly right. There’s a proliferation of so-called over-the-top apps, which basically means these are applications that use the Internet instead of using your telecom provider. So when I did this experiment, I just – since it was an experiment, I didn’t actually cancel my service. What I did was I put my phone on airplane mode and it just turned back on the Wi-Fi chip. I was still able to send iMessages. Those are like the blue messages on your iPhone. I could still do FaceTime audio calls, which is an excellent call quality. I could do voice calls on the Google Hangouts app. I could also use Skype. So there were plenty of ways that I could still stay connected via messaging or using my voice.

SIEGEL: So those are things that you could do over the course of the month. What couldn’t you do without having a carrier?

KNUTSON: Well, one thing, I normally call my mother as I’m walking to the subway each morning. But with Wi-Fi, there are hotspots – emphasis on spot – so you can’t walk down the street or drive in a car while doing the Wi-Fi-only plan because the signals just don’t carry far enough to cover you over long distances.

SIEGEL: Of course, we should acknowledge that back in the Stone Age, say, in the 1980s, one couldn’t call one’s mother while walking to the subway routinely every morning.

KNUTSON: That’s a very good point.

SIEGEL: Well, do you think that you sampled the future, that as more hotspots are created, the Wi-Fi phone will someday become marketable?

KNUTSON: I do. And I think that I sampled the future in a way that is much more rudimentary than it’ll be. And this is more about, I think, business models than it is about lifestyles. On the one hand, I actually appreciated very much the periods – which were admittedly pretty few – but I actually liked them when I was disconnected because I found that – you know, why do I get all of these buzzing messages? Like, why do I get let myself get bothered and annoyed by all of these things, all these notifications, when I can sort of control that I need to go find Wi-Fi, check my messages, respond and then go back to just experiencing in the real world? But the truth is is that Wi-Fi really is getting built everywhere. Cable companies have found that this is a really inexpensive way for them to expand their presence in the mobile world. So I think that we will see a day – because Wi-Fi is so much cheaper to install and build – that the majority of your services will be coming over Wi-Fi and you’ll just use the cell carrier as a fallback for when you’re not around Wi-Fi, which is increasingly less often.

SIEGEL: Well, are the very rich phone providers – are they worried that they might be rendered obsolete one of these days?

KNUTSON: It’s really interesting talking to them about this. Their response is people want to be connected wherever they go, and that’s a service that we can provide and that people will continue to pay for. So the cell carriers have air waves that travel farther than what’s used for Wi-Fi. So they say that there will always be a market for people who will pay money to have connectivity wherever they go. The interesting thing about that response is that I spoke with Clayton Christensen, who’s the Harvard professor who came up with the so-called innovator’s dilemma, which is this idea that there are disruptive technologies that emerge from the bottom. They begin as very inferior, and they’re only for people that want to get stuff that’s cheap but not necessarily a very good quality, in this case Wi-Fi. But then that service begins to improve, and it improves to the point that the technology is actually the mainstream and this disruption emerges from the bottom. So there’s a lot of Wall Street analysts that are starting to look at this, that this could be a significant arm to wireless carriers.

SIEGEL: That’s Ryan Knutson of The Wall Street Journal. He wrote about using Wi-Fi and not telecom services for a month. He spoke to us from the Mobile World Congress in Barcelona. And I might add, he spoke to us via Skype. Ryan, thanks.

KNUTSON: Thanks so much.

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March 3, 2015
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China’s second-largest smartphone maker is about to make a hugh US push

Journalists attend the presentation of the Huawei's new smartphone, the Ascend P7, launched by China's Huawei Technologies in Paris, May 7, 2014.  REUTERS/Philippe Wojazer Thomson ReutersJournalists attend the presentation of the Huawei’s new smartphone, the Ascend P7, launched by China’s Huawei Technologies in Paris

Two years after U.S. legislators branded it a national security threat, China’s Huawei Technologies Co Ltd is planning a campaign to win over U.S. consumers, rolling out new mobile phones and wearable devices backed by a marketing effort.

China’s second-largest smartphone maker, already with more than $40 billion in annual revenue from a wide range of telecom gear and products, is preparing to introduce Americans to several of its smartphones and wearable devices this year, including its youth-oriented “Honor” phone, Huawei officials told Reuters.

The company’s 2015 U.S. plans, which have not been previously reported, will encompass traditional advertising, online promotion and sports team sponsorships, said Huawei’s U.S. spokesman Bill Plummer.

Huawei is changing its approach to marketing as it tries to shed its image as a purveyor of cheap technology products – a common perception issue for many Chinese companies. It’s an important shift for a company that for years had been single-mindedly focused on engineering and relatively dismissive of consumer branding.

In December, it touted its new Honor 6 Plus phone on a billboard in New York’s Times Square. Plummer said that was “a sign of things to come.”

He declined to say how much Huawei will spend on its new marketing campaign or what sports team, or teams, it had in mind. It already sponsors London soccer club Arsenal, cricket teams in India and rugby clubs in Australia.

NEW SMARTWATCH

HuaweiWatchHuawei

At the Mobile World Congress over the weekend in Barcelona, Huawei took the wraps off a smartwatch that will be sold in over 20 countries including the U.S.

Huawei now intends to appeal directly to consumers with several new phone models, both low end and high end. It hopes to secure deals with carriers, selling online through marketplaces, such as the one operated by Amazon.com, and on its own fledgling gethuawei.com U.S. direct-sales website.

It’s unclear how open the carriers, who dominate U.S. sales, would be to carrying phones from Huawei, a brand that remains unknown to the majority of American smartphone users. Reviews of its high-end phones, which can cost hundreds of dollars without a plan, have been generally positive.

Still, the U.S. market is dominated by Apple Inc and Samsung Electronis. None of the four biggest U.S. carriers – Verizon, ATT, Sprint or T-Mobile – currently sell Huawei phones on their websites and all declined to say whether they have had talks with the Chinese company.

Huawei CEO Richard YuReutersHuawei CEO Richard Yu holds the Huawei’s new smartphone, the Ascend P7, launched by China’s Huawei Technologies during a presentation in Paris, May 7, 2014.

Huawei said in 2013 it would focus on other markets after its products were labeled a national security risk in a U.S. Congressional report, which said Beijing could use Huawei equipment for spying.

Huawei denied the report, but Chief Executive Ren Zhengfei, who founded the company after leaving the Chinese military, told reporters at the time he felt stuck in a U.S.-China trade war.

A White House-ordered review found no evidence of spying.

Lawmakers’ concerns revolve primarily around Huawei’s networking equipment. And analysts say that a lack of brand recognition is a bigger hurdle for Huawei’s smartphone ambitions than pressures from Washington.

Huawei currently has less than 1 percent of the U.S. market, according to research firm IDC. But it can perhaps draw inspiration from China’s ZTE Corp, which has gained 6.4 percent of the U.S. market by selling cheaper smartphones and working with second-tier carriers like Boost Mobile, according to Ramon Llamas, a research manager at IDC.

Online sales, particularly as no-contract plans that require consumers to purchase a full-price phone gain in popularity, represent perhaps the best option for Huawei, said Gartner analyst C.K. Lu, adding that he sees it having a tough time signing carriers.

“The U.S. market is tough for anybody except Apple and Samsung,” said Lu.

Huawei’s plan to broaden its U.S. offering is part of a campaign for “normalizing” perceptions of Huawei in America and elsewhere, said Plummer.

Though he declined to spell out what normalization entailed, most public discussion of the company has centered around the debate of whether its equipment allows China to spy on the United States, and until now Huawei has kept a low profile.

Other Chinese companies still prefer that route: another major Chinese handset maker, Xiaomi, has said it will take its first steps onto U.S. soil without smartphones, choosing instead to sell earphones and other accessories to test the market. 

(Additional reporting by Malathi Nayak; Editing by Martin Howell)

This article originally appeared at Reuters. Copyright 2015. Follow Reuters on Twitter.

March 3, 2015
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Samsung Galaxy S6 release date: where can I get it?

The Samsung Galaxy S6 is official, and it’s sporting a fancy metal unibody and glass front and rear – it’s quite possibly the best looking Galaxy ever.

In terms of the Samsung Galaxy S6 release date it’ll be available on April 10 in 32GB, 64GB and 128GB variants..

We’re waiting to hear a price for the S6, but you can be sure it will set you back a fair whack.

  • Read our hands on: Samsung Galaxy S6 review

Carphone Warehouse

Carphone will be offering the Samsung Galaxy S6, and you can register your interest online – but there’s no word on pricing just yet.

O2

The bubbly network has revealed it’ll have the Samsung Galaxy S6 in stock “in the coming weeks”, which fits in with Samsung’s April 10 date.

O2 says it’ll provide us with an exact S6 price closer to launch.

EE

The Samsung Galaxy S6 will be coming to EE too, and the 4G network specialist has also revealed it will support WiFi calling. That means you’ll be able to make calls when you’re out of mobile signal using a WiFi network.

You can sign up for updates on EE’s website today, but you’ll have to wait for pricing details.

Three

Yep, the Samsung Galaxy S6 will also be available from Three, and yep once again there are no pricing details just yet.

Vodafone

Vodafone has said the Galaxy S6 will be “coming soon” – but that’s all it’s said for now.