Latest news with #appupdate
Android Authority
3 days ago
- Business
- Android Authority
Nintendo preps for Switch 2 with a better way to share screenshots to your phone
Robert Triggs / Android Authority TL;DR An update has rolled out for the Nintendo Switch Online App. The update changes the name of the app and some elements of the UI. The app offers a handful of new features, like automatic screenshot and video uploads to your phone, getting notifications when a friend is online, and more. It's hard to believe, but we're only seven days out before the Nintendo Switch 2 hits store shelves. In preparation for the new console's arrival, the Nintendo Switch Online App has received an update. This update brings a few helpful changes that make the app much more useful than before. Today, version 3.0.1 of the Nintendo Switch Online App rolled out to Android and iOS. This update contains a few notable revisions to the app. The first bullet point in the changelog mentions that the app's name has been shortened to the Nintendo Switch App. Nintendo has also redesigned some of the app's elements. One of the more important improvements in this update involves screenshots and videos. Previously, you had to scan a QR code and connect to a temporary Wi-Fi network to transfer files wirelessly from the Switch to your phone. Now you'll be able to upload screenshots and videos from your Switch 2 to your phone automatically. Unfortunately, this functionality is only for the Switch 2. The app states that you'll be able to upload up to 100 files, which can be stored for up to 30 days. A few other nice changes are that you can now receive invites for GameChat, get notifications when friends are online, and add new friends all in the app. Nintendo also mentions that the update contains fixes for known bugs. Ryan McNeal / Android Authority Considering that similar features have long existed in PlayStation's and Xbox's apps, it's nice to see Nintendo finally catch up to its peers in this respect. But this wasn't the only update the company released today, as the Nintendo Today app also received some attention. Users can now link the app's calendar with their own calendar app, favorite content, and filter news. Got a tip? Talk to us! Email our staff at Email our staff at news@ . You can stay anonymous or get credit for the info, it's your choice.
The Sun
23-05-2025
- Entertainment
- The Sun
Duolingo users baffled by new icon and say app has ‘gone demonic' after cryptic social media post
THE popular language-learning app has shocked users with its new look - after scrapping its social media accounts. The iconic logo - which now appears with three eyes - has blown the brains of fans. Duolingo recently wiped its Instagram and TikTok accounts, followed by the mind-boggling message 'gonefornow123". Alongside the cryptic message was a set of two dead roses and three eye emojis in the bio description. Its last post on platform X on May 17 read: 'Real eyes realise real lies,' followed by another set of three eye emojis. One user asked: "I was updating a bunch of my apps and saw Duolingo had three eyes now??? I opened the what's new tab and it's like he's gone demonic…?" "Could this be another sign of the second coming?" inquired a second user. "The 3 eyes creep me out personally," admitted a third. A fourth penned: "Why does Duo have 3 eyes??' Duolingo has left its 16.7 million TikTok followers and 4.6 million Instagram fans baffled after disappearing without explanation. A Duolingo spokesperson told ADWEEK recently: 'Let's just say we're experimenting with silence. "Sometimes, the best way to make noise is to disappear first.' Duolingo's Viral Owl Exit: The End of Duo? Duolingo is a free language learning app that helps users master new words and phrases in a language of their choice. The app delivers up game style language study tools in bite-sized lessons. Users can choose from over 40 languages to learn from scratch, or simply to brush up on their knowledge of speaking a second language. In October 2023, the Duolingo owl appeared to melt as part of a limited-time app icon change. Duolingo is the world's most downloaded free language-learning app. 2
The Independent
13-05-2025
- Business
- The Independent
Airbnb announces huge ‘beyond stays' plan as it ramps up competition with hotels
Airbnb has announced a major revamp of its app and services, introducing features that allow users to book experiences and services alongside their accommodation. The update, described as "transformational" by Airbnb chief business officer Dave Stephenson, marks a significant expansion for the company. Inspired by Amazon 's evolution beyond its online bookstore origins, Airbnb now enables users to book add-on services such as private chefs or personal trainers. The redesigned app also features a revamped experiences section, offering access to sightseeing tours, classes, and other activities. This centralised platform allows users to manage all aspects of their trip within a single app. Stephenson highlighted this as a deliberate move to broaden Airbnb's offerings beyond its core property rental business. 'We're talking about expanding beyond the core (of the service),' he told PA. 'We've thought of Airbnb like Amazon – Amazon moved from books to many, many things; Airbnb moved from stays to many, many things. 'It's really the first day of expanding into these new areas and rebuilding even the way in which you interact with Airbnb, the way the app works, the way in which you experience things.' 'We are redoing the app, so you'll have stays, you'll have services and you'll have experiences and when you book them, the app works with you so that it integrates it into your itinerary. 'You can actually know who else is travelling on these trips and interact with them through messaging, and there are also brand new tools for hosts.' 'We have an incredible business, but I'd call it a nice two or three-storey building, and now we're building the foundation that will enable this to a hundred-story skyscraper.' Airbnb said that, at launch, it will have 10 categories of services available in 260 cities around the world, with more to be added in the future. Those include spa treatments, hair and make-up, nails, prepared meals and catering services. The upgraded experiences feature will allow users to book things such as landmark, museum and cultural experiences, led by local experts, as well as outdoor and wildlife tours and other classes. Airbnb confirmed these would be available in more than 650 cities around the world, with more to be added. The site's co-founder and chief executive Brian Chesky said the revamp of the platform meant users no longer had to choose between a hotel or an Airbnb when they were deciding on if they wanted amenities or space. 'Seventeen years ago, we changed the way people travel. More than two billion guests later, Airbnb is synonymous with a place to stay,' he said. 'With the launch of services and experiences, we're changing travel again. Now you can Airbnb more than an Airbnb.' 'Now, we're giving you the best of both worlds – amazing homes with services that make them even more special.'
Yahoo
10-05-2025
- Business
- Yahoo
One Year From Software Fiasco, Sonos Can Still Carry a Tune
Sonos passed a rather ignominious anniversary this past week. At least the company celebrated in style. When the maker of premium wireless speakers posted its fiscal second-quarter results on May 7, exactly one year had passed since a disastrous app upgrade. The Most Profitable Dividend Strategy Is the Simplest Record Beef Prices Poised to Hit Consumers This Summer He Unlocked the Secret to Selling Luxury Style Online Warren Buffett's Unparalleled Investing Record—in Charts Why This Stock-Market Bounce Won't Hold When Sonos launched the overhauled version of its app that customers use to control their product, it proved so buggy that many complained of being completely unable to use their systems. The update even marred the launch of the company's first headphones just a month later. It ultimately forced Sonos to call off other product launches and take down its financial forecast for the year. Sonos is still working its way out of that hole. But the latest results were a good step in the right direction. Revenue rose nearly 3% from a year earlier to about $260 million, beating Wall Street's projections. The company also kept gross margins flat with the prior quarter at 44%—despite a step-up in production to get ahead of the tariffs President Trump announced just after the quarter ended. Sonos shares have jumped more than 16% since the report. The stock is still down 42% since the new app launched, compared with a 10% gain for the Nasdaq in that time. So clearly Sonos still has a lot of work to do. That work is falling to Tom Conrad, the longtime Sonos board member who stepped in as chief executive in January. It has been a busy four months, with Sonos reducing its workforce by 12% and Conrad overhauling the organizational structure. That thinned out the layers, combining multiple hardware business units into one and centralizing the company's software efforts. 'It's pretty dramatic the progress we have made,' Conrad said in an interview. Software in particular remains a major focus—Sonos won't be launching any new hardware products for the rest of its current fiscal year as it focuses on making further improvements to the software. 'My bar is, the app has to be fast, reliable and easy to use,' he said. Will it all work? The Sonos brand has certainly taken a hit, but the damage doesn't seem permanent, or universal. The company has called out strong sales of the Arc Ultra over the past two quarters, a $1,000 TV soundbar that came out last fall when Sonos was still dealing with the blowback from its app update. And new customers are still coming in—at least at the right price. Sonos recently cut the price on its Era 100 by 20% to match the $199 price of its previous entry-level speakers. Conrad said the response so far has been strong, especially among customers new to the company's products. In a note to clients, Erik Woodring of Morgan Stanley said such moves could 'lower the friction of onboarding new users, which could pay dividends if successful, as the average Sonos household had 3.08 products at the end of [fiscal year 2024].' Still, Sonos will have to pull off the difficult balancing act of repairing its brand and expanding its customer base while in the midst of a trade war. The company deftly moved most of its manufacturing out of China during the first Trump administration, but it still faces tariff costs related to its manufacturing bases in Malaysia and Vietnam. Those costs could raise its expenses by as much as $10 million in its fiscal fourth quarter. That will leave Sonos with the same hard choice faced by other premium hardware makers like Apple: to raise prices or sacrifice profit margins. But building up inventory has bought the company some time. 'We have a lot of levers we can pull, and we don't have to pull them in haste,' Conrad said. Today's Sonos knows all too well the value of getting it right the first time. Write to Dan Gallagher at China's Exports to U.S. Plunge, in Sign of Bite From Trump Tariffs Newark Airport Suffers Another Tech Outage, FAA Says Elliott Eyes Bet on Pipeline Carrying Russian Gas Trump Media Narrows Loss, Looks to Continue Expanding China to Crack Down on Rare-Earth Materials Ahead of U.S. Trade Talks
WIRED
09-05-2025
- WIRED
Sonos CEO: ‘We All Feel Really Terrible' About the Bungled App Update
May 9, 2025 4:55 PM We sat down with Tom Conrad, the interim CEO of Sonos, to talk about the app, the company's relationship with its loyal users, and what other changes are ahead. Sonos is very, very sorry for ruining your speaker system. In fact, Sonos' interim CEO Tom Conrad says he feels personally responsible for that. He told me so in an interview on his media tour to recap his first 100 days leading the company. On May 7, 2024, Sonos launched an update to its app that quickly became almost universally hated by its users. The update disabled features and disrupted key capabilities like sleep timers and volume controls. Longtime Sonos customers, many of whom have sunk hundreds of dollars into multiroom systems that suddenly felt broken, were furious. Since then, Sonos has admitted it messed up, redesigned its app yet again, and put out some iterative updates. Still, the company struggled to regain its footing and justify new products like a pair of over-the-ear headphones that, while excellent quality, did not fully integrate into Sonos' home audio speakers. In January 2025, Sonos leader Patrick Spence stepped down from his role as CEO and from the Sonos board. Conrad, a Sonos board member since 2017, took Spence's place, pledging to restore the company's good name. Conrad has a long history in the tech industry, most prominently as the cocreator of the music streaming app Pandora. He's also no stranger to brands in turmoil: He was the chief product officer of the failed media app Quibi, and served a brief stint as director engineering at one of the most prominent flameouts of the 2000 dot-com crash. His time at Sonos didn't start out all that smoothly either. A week before he was slated to take over as interim CEO, Conrad evacuated with his wife and 1-year-old daughter from wildfires in southern California. A few days later, his house was burglarized. After that start, Sonos has floundered with some hardware misfires as well. The company announced a streaming box in February 2025, then quickly canceled it. Just this month, The Verge reported that Sonos is ending its partnership with Ikea. Despite all that, Conrad says he feels hopeful for the future of the company. We spoke one day after Sonos' Q2 earnings call, which showed that despite a chaotic year, the company exceeded its profit expectations. Almost exactly one year after the disastrous app redesign, Conrad has come to atone for some sins. This interview has been edited for length and clarity. WIRED: So we should just get right out with it. The app that launched a year ago was very controversial. It was kind of a mess, people did not like it. How do you actively move beyond that? What was your first order of business? Tom Conrad: A year ago, I think the company struggled with four things. Two of them, I call 'em sort of a mistake. We knew we were making a set of lesser used features that weren't implemented on the new software platform. The company made a decision to launch with the intention of doing fast-follow releases that would bring that functionality under the fold. Second thing was we were radically changing the user experience. We had spent a lot of time in the usability lab setting coming to the belief that it was an improvement on the old experience. Anytime you make those kinds of changes, there's going to be a fraction of your audience who is uncomfortable with the change. The company decided to move forward understanding that they were stepping into both of those arenas. The third category though is the one that the company just didn't understand. And that's the real world—the heterogeneous environment of our customer's homes that we just didn't have the performance and reliability that we believed we had. And to be clear, if we'd known, we never would've shipped the software. No reasonable person would've shipped the software if we had understood the reliability and performance characteristics of the product in our customer's home. So we all feel really terrible about that and have made a lot of changes to the way that we work and collaborate and prioritize to make sure that never happens again. What changes needed to be made? What was missing from understanding that user experience? We just have a much more profound understanding of the complex networking environments of our customers' homes. They live in apartments with literally a hundred access points competing for Wi-Fi signal strength on the same channel. They have surprising and esoteric network configurations that you wouldn't imagine. We are a platform that runs software from other people, from Spotify, from Apple, and so forth. And there's an incredible matrix there. Our customers love their hardware players and keep them for an extremely long period of time. Part of the work is making sure that when we test our software it reflects these real world environments. And we've made tremendous progress on that. We've also dramatically expanded our beta program, and then we've also reorganized the way the company works in my tenure. When I came in the door, we did an inventory of the programs that were in progress, and there were dozens. Too many of them were not staffed for success, I would say, and the relative priority was not well understood by the company or the people on those teams. And so we did a lot of work quickly in my first four weeks to rationalize all of that and reprioritize it and to get us focused not on dozens of things, but maybe 10 things. So when you say rationalizing and reprioritizing, does that mean moving people around? Replacing people? Yeah, so at the first earnings call, we pared the size of the company back by 12 percent or something, and we dramatically reorganized the product organization. [Sonos laid off roughly 100 people in August 2024. Under Conrad's tenure, the company laid off 200 more employees on February 5, 2025.] Notably, for the first time, we have some scaled staffed initiatives that are just about software, which is a really powerful unlock for the company. And so for all of the progress that we have made with performance and reliability of the platform for our customers, we've made a similar amount of progress internally around how people here are feeling about their work at Sonos. It is really tough, I think, to be in any environment where you've let your customers down when you're customer-centric. And if anything, Sonos is customer-centric. It's doubly hard when you work and you don't understand the relative priority of your contribution. And we've really reset that ladder thing as much as the former thing, and people understand how their work fits into the success of Sonos today, and it's really reset the cultural tone. In the year since this app has rolled out, there's been all these updates and changes. In the time that you've been there, has this whole experience taught you anything else about your users? I think part of what gets me out of bed every morning to do this reasonably hard job is that Sonos has a really special place in our customer's lives. I mean, sure we're the soundtrack for barbecues and dinner parties. But it's not an exaggeration to say that we're literally there for birth, for death. I mean, let's be honest, for conception. Ha! I mean, you can't say that about Microsoft Excel. Well, it depends on how freaky you are, I guess. Yeah, I suppose so. It is really an honor to get to work on something that is so webbed into the emotional fabric of people's lives, but the consequence of that is when we fail, it has an emotional impact. I was talking to a customer on social media a few weeks ago. He was having problems with his system and it was the day of his parents' 50th wedding anniversary celebration. All he wanted was music for the party. Where you might be tolerant of a hiccup in your experience scrolling Instagram one day, it has a different emotional wall up when you can't have music for a once-in-a-lifetime kind of celebration. If anything, the experience of interacting with our customers over the course of the last 100 days is just this reminder of what we do goes beyond just software. It's an emotional soundtrack for people's lives. It just needs to work every time. I'm curious about the software-hardware divide. Sonos is a fundamentally hardware product. How does your software mojo help a company that lives or dies on the hardware? I mean, it's such a delight to get to work with our acoustic team and the industrial design team and the hardware teams broadly. They're just the best in the world at this stuff, and it is such a central part of the obvious identity of Sonos. But Sonos is also a platform there's critical table-stake software dimensions to each of our products—power management for portables, noise cancellation for headphones, 3D positioning for immersive audio. If I were to critique those years, I think perhaps we didn't make the right level of investment in the platform software of Sonos. And in a way, the attempt to re-architect the mobile experience was meant to be a remedy for that. But as we've described, we made some mistakes along the way. And so part of the reason that I can speak with some confidence about the progress we've made is that we have a really strong quantitative understanding of how the software platform is performing today relative to the previous generation software. Across dozens of metrics, the platform performs better than the software that it replaced. Obviously that wasn't true six months ago, but it's true today. And we have a line of sight to a set of experiences that dramatically improves upon the experience that we were delivering going as far back as 2020. There's a temptation, I think, for people to try to answer this question—is that a hardware company, is that a software company—but my inclination is to embrace both sides of that and just to remind everyone that we're a platform company. It's the magic of bringing those two things together that really differentiates us from what anybody else can do. Can you talk about the feeling of coming into this role, and everything that happened with the app. Do you feel responsible for the way things went wrong? How do you reckon with it? The answer is, absolutely I do. I was on the board and this happened, at least in part on my watch, and I think that none of us can walk away from the responsibility that we have. It is part of the reason that I started showing up in our Boston office last August to sit with the engineers and try to deeply understand the technical challenges they were facing and to help them think about how they might organize their work. Then when we got to the point as a board and the opening days of 2025 and decided that the company needed new leadership, that I was willing to leave my old life—really, both my work and where we lived—and to come to Santa Barbara [to Sonos headquarters] and show up every day to get things going in the right direction. So yeah, I feel absolutely responsible. I think everyone here does. I want to ask about Sonos' future. Are you expanding outside of the home, or is home audio the future? Oh, and are you worried about tariffs? How are you feeling about the general nature of Sonos' future? I'm really optimistic about Sonos. At the moment, I'm the interim CEO, and I think that if there's anything that contains me with that word in front of CEO—that 'interim' word—it's that I think my mandate is to focus on the execution of the company over the course of the next, call it 18 to 24 months. Should the board decide I'm the permanent answer, it will feel great to be able to expand that vision to five years, to 10 years. I've got a whole bunch of ideas about where the company would go under my leadership, but let's take it one step at a time.
