5 smart Samsung AC features people ignore (and how to use them)
If you have a Samsung smart air conditioner, there's a good chance you're only scratching the surface of what it can actually do. Most users stick to the basic modes they're familiar with, like Cooling or Sleep mode. But beyond those, there are several built-in settings that can make your experience smoother, help you save on electricity, and even extend the overall life of your AC.
After speaking with one of my trusted AC service engineers and a few relatives who use Samsung ACs, and after spending some time on the SmartThings app myself, I realised how many of these settings are buried in menus and app sections we don't usually explore or even notice. However, they are surprisingly very helpful if you know where to look and how to use them.
This is one of the smartest features I have come across on the latest Samsung ACs. So what it does is when your AC is connected with Wi-Fi and linked via the app, you can access and control AI Auto cooling directly from your smartphone and adjust accordingly as per your preferences. One thing more if you don't use the app you can also activate this mode from your AC's remote. Just press the mode button until it shows AI Auto mode.
Auto AI cooling is based on machine learning which understands your behaviour like when you usually turn the AC on, your preferred temperature, and how long you use it. For example, if you always lower the temperature at night or turn on fan mode in the morning, it'll start doing that for you. The more you use it, the better it gets at guessing what you'll do next.
It's important because it knows what you need without using much power.
Many users buy Wind Free models but rarely use the Wind Free mode. I know you might be confused about what this feature is. So, basically it is designed for comfort without the direct blast of cold air. This setting in Samsung smart ACs delivers cool air through thousands of micro holes, keeping the room comfortably cool without that strong blast of air. It's especially useful at night or for people who are sensitive to cold drafts. The temperature remains consistent, and there's no direct airflow hitting your face or body.
For example, your parents might feel too cold when the AC throws a strong blast of air as soon as it turns on. To avoid that, you can use Wind Free mode which keeps the room cool gently and makes it more comfortable while sleeping, especially during nights when the air conditioner runs for longer hours.
Setting routines inside Samsung's SmartThings app is like giving your AC a regular schedule. When I set a routine to turn on the AC when I reach 500 metres away from my home, it actually worked. You can make routines like turn off the AC if the room door stays open for 5 minutes or switch to fan mode at any particular time you want. It only takes a few minutes to set up and works just as you'd expect.
Now let's understand what Eco Mode is. It sounds like the kind of thing you only use when you feel guilty about your power bill. But it's genuinely useful. I tested it during moderately warm days, and it did a fine job keeping things comfortable while running the compressor less frequently. Yes, it doesn't freeze the room so quickly. It gently cools down the room which saves energy because the compressor doesn't need to work that hard.
Think of this as your AC's way of telling you something is wrong before it gets serious. Using the SmartThings app, this feature can run a quick check and alert you about things like gas leaks, dirty filters, or fan problems. You get to know about these issues well before actual problems start, which helps you avoid random breakdowns and service hassles.
These smart features aren't really hidden. We just miss them because we stick to the basics. If you have got a Samsung smart AC, take a few minutes to explore the app or remote. You might be surprised how much smoother your summer cooling can get.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Mint
an hour ago
- Mint
AI didn't take the job. It changed what the job is.
Over the past few weeks, I've been on the road. Parbhani, Pune, Chennai, Jaipur. In small-town labs and factory floors, I saw jobs that still exist, but don't look like they used to In Parbhani I met Dr. Chaitanya, who runs a 24-hour diagnostics lab above a heart clinic. He told me he's failed to detect cancer before—not out of neglect, but because he was worn out. Now, when something doesn't feel right, he runs the slide through a machine. It doesn't get distracted. It doesn't get tired. It caught leukaemia in a boy whose report looked normal at first glance. In Jaipur I spent time inside Wipro's factories. I met Chandni—just out of college, far from home—running a CNC machine built for someone twice her size. The platform was raised to fit her. Sensors pause the line if she skips a step. She's not fighting the machine. She's learning to work with it. And then I came back to Bengaluru. Over the weekend, I caught up with a few junior engineers—entry-level coders, recently let go. We sat in a noisy café near HSR, talking about layoffs. Some of their friends—older, with fatter salaries—had been let go, too, from well-known names on Outer Ring Road. Most of them hadn't told their families yet. Someone joked their severance would go into a 'detox trip". But the silence after that said more. Also read | Mary Meeker's AI report: Decoding what it signals for India's tech future I kept thinking about all of it. From Parbhani to Jaipur to Bengaluru, I've seen AI reshape work—but in such unsettling ways. In some places, it keeps people going. In others, it shuts the door. And I've come back with questions I can't truly answer. Who gets to stay in the game? Who gets to rewrite their role? And who just disappears? *** We've spent years asking the wrong question. It's never been just 'Will AI take jobs?" That's the headline version—the one that misses what's actually unfolding on the ground. What I've seen is something slower and harder to name: jobs are shifting shape. The work still exists, but it doesn't look like it used to. Doctors don't just rely on training—they rely on machines to catch what their fatigue might miss. Factory workers aren't lifting metal—they're supervising systems. Engineers aren't writing code—they're managing what the agents spit out. In some places, people are being lifted. In others, pushed out. This isn't about replacement. It's about redefinition. And not everyone is getting the chance to adapt. *** In Parbhani, Dr. Chaitanya isn't trying to be some AI-era pathologist. He just doesn't want to miss a sign of cancer again. He bought the scanner not because anyone sold him a pitch-deck future, but because he was tired. Because late at night, after hours of non-stop samples, the eyes slip. And he knows what that costs. The machine doesn't replace his judgment – it just doesn't lose focus when he does. In Jaipur, Wipro didn't automate Chandni out. They built the floor to fit her. She's running a CNC machine designed for someone taller, stronger—but they raised the platform instead. Her job wasn't taken. It was made possible. She oversees the system now. And when she sends money home, there's no debate anymore about whether girls can handle mechanical work. Also read: Indian companies lag in workforce upskilling amid AI disruption, job cuts And then there's Bengaluru. The coders I met had barely started. A few months in, then gone. Not for bad performance. Just… gone. Their work was handed to tools they weren't trained to supervise. Their seniors—some drawing seven-figure salaries—were asked to leave too. One of them said most of his severance would go into a detox trip. We all laughed. But it didn't feel funny. Same tool. But in Parbhani, it buys time. In Jaipur, it makes the job possible. In Bengaluru, it ends it. **** There's something I've been noticing everywhere lately—in factories, hospitals, GCCs, even small startups. Someone in the room knows how to work with the AI. Not just use it, but shape it. Prompt it right. Catch when it's wrong. That person sets the tone for how work flows. And then there's everyone else. Trying to keep up. Hoping they're not left behind. It's not just a skill gap. It's who gets the confidence to speak up. Who gets the permission to push back when the machine's answer doesn't feel right. Who gets to set the rules for how AI shows up—and who's left cleaning up after it. One founder told me straight: 'We're not hiring another ops exec. We're hiring someone to manage the agents." The job still exists. It just looks different now. And the person who knows how to talk to the machine gets to decide how everyone else works around it. That's the shift I can't ignore. It's not about mass layoffs. It's about brutal sidelining. Not fired. Still on payroll. But it is no longer in the loop. *** I keep coming back to something Andy Grove once said. Intel was stuck in the memory chip business, losing ground fast. Grove turned to CEO Gordon Moore and asked, 'If we were fired, and the board brought in someone new, what do you think they'd do?" Moore said, 'They'd get us out of memories." Grove paused, then said, 'Then why don't we walk out the door, come back in, and do it ourselves?" And that's what they did. They walked back in and changed the company. Also read: Microsoft envisions a web driven by AI agents. What will it look like? What stayed with me wasn't the decision itself—it was the mindset. They gave themselves permission to reset. Same chairs. Same table. Just a different way of thinking. Most people I meet don't get to do that. In every workplace I've visited lately—factories, hospitals, GCCs—there's always someone who gets to reframe the game. The person who speaks up, shapes the tool, sets the tone. Everyone else is just trying to stay in the room. Or figuring out the exit. *** I asked Dr. Chaitanya if he ever worries AI will take over his work. He didn't hesitate. 'I just don't want to miss what matters," he said. 'Let the machine help with the rest." Chandni said the same thing, in different words. 'If it helps us do the work better, why fear it?" Neither of them were trying to protect their turf. They just wanted the tools to hold up when it counted. When they're tired. When something's easy to miss. When a mistake can't be undone. They weren't talking about AI as a threat. They weren't talking about it as the future. They were talking about the work—what it asks of them, what it gives back, and what they still want to hold on to. ***** So yes, people will need to learn. New tools, new ways of working, new habits. That's always been part of work. But before any of that, they need a little space to figure things out. To ask questions without sounding slow. To try, to fumble, to not know right away—and not be punished for it. Because the bigger risk isn't that AI takes your job. Also read: Why AI is central to the new browser wars It's that you're still in the role, still showing up every day—but slowly pushed out of the decisions. Not because you can't contribute. But because no one gave you the chance to learn how. And by the time you notice what's changed, the work has already moved on—without your voice in the room. Pankaj Mishra is a journalist and co-founder of FactorDaily. He has spent over two decades reporting on technology, startups, and work in India with a focus on the people and places often left out of the spotlight.
Time of India
an hour ago
- Time of India
How Bill Gates and Melinda Gates reacted 'very differently' when their daughter announced her startup
Microsoft co-founder Bill Gates ' daughter Phoebe Gates launched an ecommerce app earlier this year. Phoebe co-founded the e-commerce app Phia with her former Stanford roommate Sophia Kianni. The platform uses AI to help users compare prices of new and second-hand products across more than 40,000 websites. A web browser/app, Phia aims to be the of fashion, offering an instant price comparison from thousands of e-commerce sites for any item, new or used. Phoebe Gates is the youngest child of Bill Gates and his ex-wife, Melinda French Gates. When she told her father that she and Ms. Kianni wanted to get into the e-commerce space, his reaction, he said, was 'Wow, a lot of people have tried, and there's some big guys in there.' However, he was reportedly worried she might ask for money. In an interview published by the New York Times, soon after Phia's web browser and app went live, Gates said: 'I thought, 'Oh boy, she's going to come and ask.' 'I would have kept her on a short leash and be doing business reviews, which I would have found tricky,' the businessman explained of his hesitance. 'And I probably would have been overly nice but wondered if it was the right thing to do.' by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Memperdagangkan CFD Emas dengan salah satu spread terendah? IC Markets Mendaftar Undo Bill Gates: Phoebe is the most different than I am Her mother Melinda Gates , who Phoebe calls her 'rock,' told her she had to raise the capital on her own. 'She saw it as a real opportunity for me to, like, learn and fail,' she said. Talking further about Phoebe, Gates said that among all her children, she is 'the most different than I am". "Because she's so good with people. When we would go on family vacations, we would find some part of the beach to just be off on our own, and Phoebe would go down the beach and meet people and bring them back to introduce them to us,' Gates explained. AI Masterclass for Students. Upskill Young Ones Today!– Join Now
Hindustan Times
an hour ago
- Hindustan Times
Why Indian MSMEs must prioritise digital maturity for growth
India's long-term economic vision rests on sustaining a high-growth momentum. A World Bank analysis indicates that India's economy must expand at an average annual rate of 7.8% over the next two decades to achieve high-income status by 2047. The fulcrum of this growth is its 63 million micro, small, and medium enterprises (MSMEs), which make up nearly 30% of GDP and drive 50% of exports. Yet, their potential remains underutilised. The sector remains bifurcated between those leveraging digital infrastructure to scale and compete globally and those falling behind in an increasingly tech-driven marketplace. Digital growth (Representational image) Only 12% of MSMEs use digital tools for strategic decision-making, while most face capital shortages, policy unawareness, and skill gaps. This directly impacts India's growth prospects as these firms operate at lower productivity, struggle with financing, and remain locked out of high-margin, global value chains. While in clear contrast, firms that have embraced digital transformation report sales growth of up to 80%, productivity gains of 40% and greater resilience against economic downturns. The question thus arises: how can India bridge the digital divide for its MSMEs as they seek to integrate into global markets? Globally industrialised economies are putting a pertinent focus on their MSMEs to go digital; Singapore's Productivity Solutions Grant (PSG) covers up to 50% of digital adoption costs for SMEs. Similarly, its SMEs Go Digital initiative offers subsidised access to Artificial Intelligence (AI)-driven tools and training. South Korea raised research and development (R&D) support for strategic technologies from 38% to 50%. Meanwhile, China has aggressively digitised its SME sector through its e-commerce policies, expanding global trade among SMEs by 68%. These examples underscore how digitisation enhances operational scale, cross-border competitiveness, and long-term cost-efficiency. In India, digitally mature MSMEs report a 65% increase in turnover, with 54% seeing higher profits. A Google-KPMG study shows digitally enabled businesses grow at twice the rate of offline firms. More importantly, digitisation reduces overheads, optimises inventory and logistics, improves visibility into customer data, and shortens sales cycles—driving both revenue and resilience. Digital platforms facilitate access to credit, and fintech-backed loans help MSMEs with working capital. Yet, despite these demonstrable benefits, only 57% of small businesses view AI as an opportunity, and fewer have the skills to implement it effectively. Digital platforms reduce paperwork, lower credit processing time, and help MSMEs comply with tax and regulatory norms. Despite the clear value in cost savings, faster turnaround, improved compliance, and expanded customer outreach, structural barriers persist. Cost remains the most cited deterrent to digital adoption, as 30% of MSMEs report high infrastructure costs as a limiting factor, while another 36% cite resistance to adopting new technology. The larger issue is workforce inertia—India's MSME sector has a digital skills deficit, making the transition to technology-driven operations slower. A study by NASSCOM and Meta shows that 65% MSMEs don't adopt technology due to a lack of skills and limited awareness about available tools and resources and an absence of structured support systems that could mentor them. Cybersecurity risks affect 40% of MSMEs, exposing them to fraud and financial threats. Meanwhile, policy awareness remains low—despite multiple government-led digitisation incentives and support. The result is a sector struggling to keep pace in an economy that is increasingly dictated by digital efficiencies. The structural shift required to bridge India's digital divide will demand coordinated intervention. India must implement targeted credit instruments that focus on digital upgradation for these MSMEs and reduce their technological costs, the government is already working towards it with TEAM (Trade Enablement & Marketing Scheme) and Technology Upgradation Schemes. However, to bridge the skill gaps the government should leverage their partnerships with private firms to provide structured training and hands-on tech support. Further the government can absorb ex-practitioners and industry experts in their business facilitation hubs, where MSMEs can receive customized, sector-specific guidance from former entrepreneurs, technology specialists, and financial advisors. Cybersecurity frameworks and awareness campaigns around existing digitalisation incentives must be amplified to bridge the policy communication gap. India's economic future is inextricably tied to the digital evolution of its MSME sector. Those embracing digital transformation will lead India's next wave of economic expansion. The need for proactive, policy-driven intervention has never been more urgent. This article is authored by Anup Wadhawan, former commerce secretary, Government of India and Arvind Singh, founder & chief executive officer, Quest OntheFRONTIER.
