Tag Archives: MELCO

Inversión, Contenido y Educación del Consumidor: CES y Realidad Virtual en 2017

En el CES de este año celebrado en Las Vegas, el CEO de Nvidia, Jen-Hsun Huang, anunció en su discurso de apertura a la prensa que están trabajando con Audi en un coche autónomo que saldrá a la venta en el 2020. También informó que el catalizador de todas sus innovaciones tecnológicas de la GPU había sido el gaming. De hecho el gaming se ha identificado como la actividad más pesada que el procesador de un PC de consumo tiene que llevar a cabo. Jen-Hsun declaró que “… todos los juegos son realidad virtual”, en la mayoría de los juegos se tiene que crear un mundo virtual en el que un jugador viva. Con algunas notables excepciones, CES 2017 fue el año del coche autónomo!

En cuanto a la Realidad Virtual, mi experiencia después de haber asistido al CES de este año hace que me pregunte:”¿qué será lo siguiente?” El año pasado fui testigo del lanzamiento de tres gafas de Realidad Virtual de alta gama para el consumidor (Rift, Vive, PSVR) y la comercialización agresiva de las Gear VR de Samsung, pero en cambio CES 2017 no ofreció muchas noticias sobre la Realidad Virtual, a excepción de nuevos fabricantes de HMDs y de sus complementos. En cuanto a los productos de hardware existentes, no hemos visto una adopción masiva de la Realidad Virtual durante el 2016 y esto no ha sido una sorpresa para CONTEXT.

El primer factor a tener en cuenta es el coste adicional de la Realidad Virtual. Se necesita un PC potente y costoso, o una PlayStation 4. Además, la experiencia de la Realidad Virtual en dispositivos móviles sigue siendo muy inferior en términos de procesamiento 3D, en comparación con los cascos de Realidad virtual que se conectan a un PC o a una consola. La Realidad Virtual Móvil debería ser el hogar natural de esta tecnología, dada la proliferación de teléfonos inteligentes en comparación con los PC gaming, pero aún no existe la gran aplicación que pueda impulsar las ventas; la Realidad Virtual todavía está esperando a su Pokémon Go !. Hasta que las GPUs móviles estén a la altura de las GPUs de los PCs de alta gama, los desarrolladores de aplicaciones deben enfocarse en los juegos ingeniosos y adictivos. Se puede hacer un paralelismo con los primeros días de Atari: los desarrolladores de aplicaciones de Realidad Virtual son esenciales para crear un género de entretenimiento desde cero.

Varias cosas deben suceder en 2017 para mejorar las ventas de los dispositivos de Realidad Virtual, además de reducirse los costes iniciales de adopción. En este momento, las tiendas de aplicaciones de estos dispositivos, e incluso la plataforma Steam PC, se inundan de contenido de Realidad Virtual barato y a menudo de mala calidad. Para la mayoría de los dispositivos, a excepción de las Rift, el universo de desarrolladores de Realidad Virtual de PCs está dominado por estudios independientes de calidad variable, y posiblemente esto, combinado con un mercado de software confuso y masificado, recuerde a las condiciones que causaron el colapso de la industria de videojuegos en 1983. Facebook y Oculus se destacan por su inversión en los estudios Oculus y el apoyo a los títulos AAA. Juegos como Chronos y The Unspoken nos dan una idea de lo bueno que puede ser el contenido de Realidad Virtual, y Facebook merece elogios por estar invirtiendo en software para el que probablemente no verá ganancias a corto plazo. En 2017 necesitamos más fabricantes que inviertan en contenido AAA de Realidad Virtual; después de todo, el mercado de juegos de PCs de alta gama está ayudando a revitalizar la industria madura del PC, y además, las Vive y las Rift dependen de estos PCs y de su contenido. El mensaje que la industria de Realidad Virtual necesita para 2017 es: inversión, contenido y educación del consumidor.

by EM

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Filed under Mobile technology, Uncategorized

Melco Forum 2015: Innovation – lifeblood of technology companies

“You aren’t disruptive innovative until you create a need” said Jorge Lang the head of Innovation at Intel Spain as part of his masterclass at this year’s Melco Forum in Valencia last week. “The innovation manager challenges the status quo, and sometimes loses friends in the process.” “Disruption is what it is all about”.

MelcoThis is challenging stuff from a company that is a leader in technology innovation. “But there is no room for complacency, as we find ways of doing more than increasing computing power, such as improving social connection with human values, and making the internet of things happen.” Jorge calls this the red queen hypothesis from Alice through the Looking Glass. “Now, here, you see, it takes all the running you can do, to keep in the same place. If you want to get somewhere else, you must run at least twice as fast as that!”

Improving products sustains companies and is evolutionary but disruptive innovation is what really counts. Jorge Lang highlighted three factors which impact the success of innovative products – technology, user experience and the business model. In his opinion, the challenge for smart home is not technology – it is to find a business model where people are prepared to pay for the new products.

Innovation is about creating an environment where people take risks. This year Intel is innovating helping people move from 18 passwords per person to a product which bypasses password. We are trying to give you more freedom such as no cable to power the TV.

Jorge gave us a glimpse into the future – we are moving away from the age of the typewriter to the age of the personal assistant. We will relate and talk to our home computers and to our smart homes like Hal in the iconic film “2001 A Space Odyssey.” Already there is digital signage with video which learns from your body language. The future is individualised customer marketing because of the availability of data.
by AS

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Filed under Big data, Connectivity, Smart Technology

The Purchase Experience – who cares? Retailers, it’s a Question of Survival

A 30 second video extract set the scene for the inaugural strategic forum hosted by CONTEXT at Melco Club last week. A man was calmly fishing on an ice floe, when suddenly, Jaws-like, a whale burst through the ice and the man disappeared. Chris Petersen, veteran consultant on Technology Retail and our keynote speaker, asked the audience who the whale was, and most people said Amazon. But Chris turned the issue on its head, and pointed the finger at the Retailers themselves and said the whale is the internal mindset inside your own companies, because you are not prepared to change. So now we were engaged with our guts or as the French say in our “tripes” – it is a question of survival.

Our topic was “The Purchase Experience – Who Cares?” – a deliberately provocative theme – of course we all care, but when the consumer gets less than a wonderful experience buying technology is it the Retailer’s fault or the Vendor’s? Senior leaders in the Spanish and South European consumer markets came together to explore collaborative ways of making the Purchase experience better. At the Forum there were positive signs of connections being made, meetings taking place (even one on the following day) for Retailers and Manufacturers to trial out new ways. As Inés Bermejo, HP Consumer Director, Spain and Portugal, said, “we have to trial new ways of doing things”.

Chris showed us examples of the Purchase Experience which work – the Starbucks secret menu, the Tesco virtual stores in S Korea, Build-a-Bear with their phenomenal CRM, the John Lewis omni-channel journey – getting the different channels to collaborate and not compete. There are still so many retailers where online and offline have competing objectives and organisations. And the maths is simple according to recent studies quoted by Chris – consumers who shop omni-channel, the new normal, spend 350% of what single channel consumers spend. Why not have some of that? Also size is important in today’s omni-channel world – there is a race to be small again with Walmart opening up new stores of 1,200 square metres compared to the old leviathans of 20,000 square metres. We know this in Europe where the hypermarket format has been dying a slow death in the last 10 years. But it is also a change in understanding of the store’s purpose. “The store is now a distribution point” said Chris Petersen. Of course, it always has been, but the point is making the whole omni-channel experience easy for consumers, and that is why Amazon and other e-tailers are looking to open stores or use other people’s store network.

When the Advisory Board panel spoke, they captured the sense of urgency – “we have to bring the human touch to selling technology” said Ramon Abad, head of Business Development for AMD in Spain. “We need to be better at explaining what technology does” said Ines Bermejo from HP. “We must integrate online and offline” said Eugenia Albares, head of buying at Fnac Spain. “Computers are such an important purchase for people, we have to make it an experience for them…” added Javier Galiana, head of Consumer Marketing for Intel Southern Europe, “…or else it is just about price.” Maite Ramos, General Manager Iberia Consumer Business for Lenovo said that the tech industry has to do their best to attract people with the resources they have. For example, they are using bright colours like red and are also investing in store within store. Lastly, Gonzalo Ruiz, head of Windows & Office Consumer Channel Strategy, spoke passionately about how Microsoft work with retail partners to design pilots based round research on consumer behaviour, which leads to better results.

Chris Petersen ended his keynote by giving participants a fascinating insight into one specific measure – GMROII – which is commonplace in the US, less so in Europe, to calculate the impact of different retail programmes. It stands for Gross Margin Return on Inventory Investment and allows retailers to measure for every dollar they spend, the return which they get including the impact of both gross margin and inventory turns. With the decline in gross margin in Best Buy from 35% in the glory days to 23% currently, and with a rate which is declining by 1% per year, Best Buy has had to look very hard at its inventory, and the white hope for 2014 is that store inventory is now online which according to the CFO in the Q1 investor call in May 2014, will unlock $2bn of the $3bn inventory which they hold. According to this measure, a score of 2-3 is good, and 1-2, which is where most technology retailers are, is ok at the higher end. But where Best Buy sits at 1.25 it is dangerously close to 1, which is where retailers close up shop.

Chris left us with a recipe for technology retail in these difficult times.

  1. Pilot new initiatives putting the consumer, omni-channel and the purchase experience at the heart
  2. Measure the outcomes using GMROII
  3. Pursue the best – “results count – everything else is conversation!”

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Filed under Retail in CONTEXT