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CESAsia

The 4 Questions Every Innovator Needs to Answer

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大数据——中国经济新常态增长的秘密武器

大数据作为时下的流行语,几乎成为去年所有的科技会议的论题。然而,对于消费者和品牌而言,它的真实价值却并未被充分理解。上海消费类电子产品展的专题研讨会上,专家发表了这样的见解。研讨会由奥美主办,主要参与者包括可口可乐、雀巢、夏奈尔和罗技等企业,重点解读了哪些做法值得借鉴,并探讨了品牌在大数据之路的未来发展。

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“客户常常问我们该如何在经济新常态下保持持续增长?”上海奥美全球客户群(GBM)董事总经理温铭辉说道,“这将不再意味着应该开新店或者发掘新的分销渠道,而是应该采取更加深入、灵活的策略,在更加合适的时间去了解我们的客户。这就是我们面对经济放缓的秘密武器。”

尽管实际的案例目前并不多,仍然有一些品牌展示了收集数据并将其运用于商业需求的清晰图景。奥美互动懂事总经理徐彪在研讨会中谈到,“例如,欧莱雅变智能手机为时尚顾问的“魔镜”营销战,不仅把顾客引导至天猫旗舰店商品销售终端,还帮助企业利用搜集到的数据开发新产品。”

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以微信为代表的网络平台十分擅长利用消费者主动提供数据、发掘人们使用偏好和日常行为。比如,滴滴打车通过让用户输入自己的工作时间搜集数据,并为加班很晚的人提供免费乘出租的机会,从而整合收集到的地理信息数据,更清晰地了解城市人口流动趋势,从而优化高峰期出租车分布地点。

“这仅仅是释放大数据潜力的第一步,”阿里妈妈的华筝表示,只有当品牌将数据和人们整个生活更紧密地联系起来,用数据描绘生活, 大数据的优势才充分显示, 这些包括人们在网上搜索什么内容,听什么音乐,去哪里旅行?”奥美互动全球网络客户董事总经理曾德宇则认为,在下一个5到10年,运用大数据进行预测将成为常态。

然而,这并不是说我们回避意思和安全问题,事实恰恰相反,如果品牌希望掌握消费者数据,用户的信任则必须作为重中之重。“用户隐私和数据安全是必要的。易传媒的Deron Zhao说:“企业只有确保这点,才能成为赢家 ,反之,如果企业回避这些问题,则必然失利。”

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It’s an old story—the great innovation answers some magical, unarticulated consumer need. That’s the legend that Steve Jobs swirled about himself, as cool as the lone cowboy image, staring off into our collective future. But the truth is a little different. Innovators aren’t absorbing the great ideas from the ether. They’re just asking the right questions.

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Or at least that’s what Shawn DuBravac, Chief Economist & Director of Research at the Consumer Electronics Association, said during his talk at CES Asia on the coming trends in consumer electronics. He also asserted that what seem like bolt-from-the-blue ideas often have many parents. The great leap isn’t always the notion; it’s the polish. Many hot trends of today have been around for decades in some form, just waiting for a certain environment to coincide with the perfection of the technology.

The personal computer emerged in the 80s because of advances in cost and usability. Apple blew up the paradigm with the Macintosh, selling a machine that was easy to use and capable, into a market that fell short on both counts. The Mac may have cost $2400—no small sum—but the previous iteration of the technology was an offering developed by Xerox and sold for a staggering $74,000.

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So, how do you end up like Apple and not like Xerox? According to DuBravac it comes down to 4 key questions.

1) So what do I digitize next?

Almost anything can be fitted out with sensors today. That’s great. And daunting. Since everything can be digitized, the question isn’t what you CAN do. It’s what SHOULD you do?

2) How to provide connectivity?

What is the best way to connect your product, your process, your device, your value chain. Because you need to connect it.

3) Where to embed and deploy sensors?

Sensors aren’t a detail. Where they are helps decide how you create and manage the data. Can multiple sensors work together and create an intelligent system in which you can influence your entire value chain? That’s the goal.

4) What is the use-case scenario?

You want people to use this thing, don’t you? So you need to understand how it will change behavior. This helps answer question one. Unless there is a strong usage scenario that changes behavior in the physical space, you should probably leave it alone and remain happily analog. For example a sleep tracker can track people’s sleep, but it will only be powerful if an algorithm or software will make people sleep better.

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