Selling a Fantasy: A Marketing Plan for the HTC Vive
Gregory Alexander Haeger
Honors Thesis Submitted to the Honors College in partial fulfillment of the
requirements for the designation of Honors Distinguished Scholar
1.0 Executive Summary
There is a technological boom occurring in the virtual reality industry. Virtual reality technology has
exceeded far beyond what many thought possible even a decade ago. Taking leadership in this
innovation revolution are two titans of industry who have partnered up to create the highest caliber
virtual reality headset to date: The HTC Vive. HTC and Valve have formed a partnership with the sole
purpose of developing the HTC Vive headset. This product is the on cutting edge of virtual reality
immersion technology, with greater hardware and software capabilities than both its predecessors and
competitors. Therefore the question now becomes: what is the best way to bring this product to market
and who can benefit?
The virtual reality market is sizable, and only growing larger as technology evolves and more products
are brought up. The HTC Vive is one of the main driving forces of this growth. A few of the features this
high-end technology includes are: 360 degree tracking, high resolution display, and software
adaptability to name a few. These are a small portion of the differentiating factors of the HTC Vive over
its competing products.
The main competition includes well-known products in the industry by other well-branded companies
such as Oculus, Sony, and Samsung. The competing companies’ products all have individual strengths in
various areas, however the HTC Vive can leverage its hardware and software capabilities as well as its
brand recognition and prestige to form a unique selling proposition that differentiates it from the
competition. When comparing to competitors, the HTC Vive stands tall as far as its advanced
technology, vast software availability, and multiple industry functionality.
Using an analysis of the aforementioned strengths as well as weaknesses, opportunities, and threats; we
can position the product in the best market segments for optimized growth. These segments are:
As odd as some of those segments seem, there are valid and compelling reasons to believe that these
areas could provide a substantial amount of revenue for our product. In order to tap into the potential
that these segments provide, we determine our market penetration strategies and tactics for each
segment and follow this with our pricing and distribution plans as next steps for the project.
The HTC Vive is the next big product for immersive virtual reality and it is ready to rise to the top of the
industry. This marketing plan will serve as a map and a guidebook that we can use to help our product
get there. This is the future of virtual reality technology. This is the HTC Vive.
2.0 Situation Analysis
2.1 Market Summary
Virtual reality devices are not a new invention, however we are currently experiencing a technological
leap when it comes to virtual reality headset devices. Virtual reality and augmented reality are
consistently evolving fields that specialize in immersion into a computer-generated situation or
landscape (in the case of virtual reality) or superimposing computer-generated information over the
physical world (which is the purpose of augmented reality). The key difference here is that virtual reality
provides a completely virtual experience, while augmented reality simply adds features to the existing
world. A prime example of augmented reality is Google Glass. And the optimal example of high end
virtual reality is the HTC Vive. The current market for augmented reality (AR) and virtual reality (VR) is
growing at a rapid pace and capable of providing significant opportunity for revenue generation. In fact,
Fortune magazine projects that by the year 2020, the AR and VR market is expected to generate $150
billion. This brings us back to our product, the HTC Vive. The HTC Vive is a VR headset in a market with
several well-known competitors, high levels of anticipation, and rapid innovation. Currently the main
target market for VR is consumers, particularly gamers. While gaming is a relatively large market
segment (a Newzoo and GlobalCollect survey showed 1.78 billion gamers worldwide in 2014), there are
more opportunities for this product across many segments. The HTC Vive has potential for a variety of
segments and therefore a variety of end uses, as such the market sizes and demographics vary.
2.2 Product Description
HTC Vive VR
The product we intend to sell is the new, innovative virtual reality headset known as the HTC Vive. This
product was born out of a collaboration between technology hardware giant HTC and gaming software
- Provides a 360 degree, mobile, immersive, virtual reality experience
- High quality software design developed by industry leading company, Valve
- Hand controls for added realism
- OLED 2,160 x 1,200 pixel resolution display
- Front facing camera for visibility of real-world objects
- Room-scale tracking devices
- Ability to run any software coded for the device
The HTC Vive is one of the newest and most discussed virtual reality devices coming on to the market
today. It operates as a headset and hand controllers that are tracked through a room by sensors
covering 360 degrees of movement. This results in a room-sized virtual den in which the user can travel
around and explore the virtual world. The device is also equipped with a front facing camera that can be
turned on to allow the user to see overlays of physical object around them within the virtual landscape.
While the primary reason for developing this product was for the gaming market, the product has the
adaptability to be used in a variety of areas, which will be discussed in a later section of this marketing
Virtual reality is an up and coming field with a lot of recent growth. This growth has been accompanied
by several companies releasing new virtual reality technology.
- Oculus Rift
- Sony Playstation VR
- Samsung Gear VR
All of these competitors are listed for having similar products. Specifically, a virtual headset device and
hand controls in most cases. There are other virtual reality headset devices in the marketplace at various
prices and technical capabilities. These three listed competitors are the biggest current threat to HTC
Vive market share for reasons including but not limited to: brand recognition, aggressive pricing, current
customer base, and more experience in the market.
Competitor Feature Comparison Graph:
Features Oculus Rift Sony Playstation VR Samsung Gear VR HTC Vive
2160 x 1200 or higher
Unique hand controllers
designed for life-like
15 x 15 foot tracking area
Greater than 110 degree
field of vision
Front Facing Camera
Competitor Price Comparison Graph:
Clearly the HTC Vive is sold at the highest price in the marketplace currently. However the reason for
this is largely due to the larger bundle of hardware that comes standard with the HTC Vive.
Nevertheless, pricing will be an issue for sales, and to combat this issue we will need to have a unique
selling proposition that can differentiate our product from that of the competition. We will do this in
part through diversifying our target markets and partly through product capabilities that the
competition lacks for the direct-to-consumer (or B2C) sales.
In order to discover where our product would best fit into the marketplace, we must first examine our
main competitors’ primary strengths.
Oculus Rift Sony Playstation VR Samsung Gear VR HTC Vive
Unit Selling Price Comparison Among Competitors
• Enjoys a pre-existing high consumer involvement
• Established consumer base
• Highest quality VR of the competition
• Integrated with highly successful console
• Half the price of HTC Vive
• Extremely well known brand
Sony Playstation VR
• Lowest selling price of main competition
• Integrated with popular Samsung phones
• Promotional strategy with phone sales
Samsung Gear VR
Oculus Rift: Currently the most compared device to the HTC Vive, the Oculus Rift has had a longer
exposure to the public and was started through crowd funding. This automatically boosted the market
involvement of the Oculus Rift prior to release. The device has a selling price that is roughly $200
cheaper than the HTC Vive and has fairly comparable technology.
Sony Playstation VR: Sony is a very successful company, and have owed their success in part to the
popular Playstation console generations. As a long-standing player in the video gaming vertical, Sony
made the decision to enter the new virtual reality arena. Coming in at half the price of the HTC Vive (one
could purchase both the VR device and a new Playstation console for the same price as one HTC Vive)
those who are willing to sacrifice optimal quality for price will likely fall in line with this product.
Samsung Gear VR: Samsung is a hardware brand similar to Sony, with the exception of spreading
through the cellular phone vertical of consumer technologies as opposed to video gaming. The Gear VR
has the lowest price tag of these main competitors and requires a Samsung phone to run the software.
Those consumers who are among the least excited for a virtual reality device will likely come across
purchasing this product, if for no other reason than because the device came either discounted or free
with a phone they were purchasing from Samsung as a promotion. This segment is quite well
established as a large sector of the population will not desire a very immersive and high quality
experience for a high price.
2.4 Unique Selling Proposition
The HTC Vive is certainly not the “everyman’s” device in the current market. However what it lacks in
direct cost savings it makes up for in providing the most immersive and high quality virtual reality
experience currently available. The HTC Vive will differentiate itself through being a high-priced item
only for those who truly want the best. The partnership with Valve also opens up a world of possibilities,
as any game developer has the capability to produce a game for distribution on Steam™, developers
could do the same for the SteamVR™ platform. This results in a virtually limitless production of software
from various developers without any limitation to one software company. This market segment will
likely be responsible for a significant amount of sales. However to take the product further we will also
diversify our target markets into untapped, less price-sensitive realms where a product of the highest
caliber would be superior for the purposes it would be used for.
Advanced Technology – The HTC Vive offers specialized handsets designed to mimic the true feeling of
gripping a physical object, a front-facing camera for visibility into the physical world when necessary
while using the device to prevent stumbling or injury, and a standing, walking, 360 degree virtual reality
experience with 15 square feet of tracking designed for optimal immersion.
Software Availability – The Steam platform is used to distribute software in the form of games designed
by developers at all levels. With the Steam platform being brought to VR, the possibilities for new,
downloadable software are near endless.
Multi-Industry Functionality – The unique capabilities of the HTC Vive both in hardware and software
functionality and design leave room for potential uses in numerous industries and markets stretching far
beyond the gaming segment.
2.5 SWOT Analysis for the HTC Vive
Innovative/High Quality Product
Partnership of Industry Leaders Provides Brand
Recognition (HTC and Valve)
Offers Unique 360 Degree Immersive Experience
Highly Rated in Early Reviews
High Levels of Crowd Support
One of Many VR Products. Not First, Not Last.
Estimated Higher Price
Highly Anticipated, “Big Shoes to Fill”
Big Expensive Project = Big Expensive Risk
VR Industry is Growing
Lots of Available Market Share
Many Possible Industry Uses
Wealth of Untapped Markets
If Product Lives up to Hype, Expect Huge ROI
No Dominant Player in Field
Similar Competitors w/ More Affordable Products
One of the First of This Class of Product, Copycats
Sure to Follow
May Not Meet High Expectations on Release
VR is Fairly New; Not Necessarily Stable Market
Given the Expansion of the Technology Industry,
Could be Made Obsolete In Coming Years
3.0 Marketing Strategies
Note: Corporate Marketing Plans typically do not have citations presented in the way they are presented below. I
have included citations and sources as this plan is, in actuality, an academic document.
3.1 Marketing Objectives
The overall objectives for the HTC Vive project are as follows:
1. Gain market share over competitors in the primary target market of Consumer Gaming.
2. Diversify into markets that are less price-sensitive and more value-oriented.
3. Manage pricing and distribution to maximize ROI in both primary and untapped markets
3.2 Target Markets
Using the analysis given above and some external research, we shall explore some of the more ideal
target markets for the HTC Vive market penetration strategy. The segments are listed in order of
greatest immediate revenue opportunity to smallest.
The high esteem that is held by both HTC and Valve provide immediate customer interest in the
electronic gaming market. Valve’s exceptionally popular game and media distribution program known as
“Steam” is being advertised for the product as well. “Steam” is currently the premiere online
marketplace for downloading and playing video gaming content. The knowledge that the Vive will be
“powered by Steam” gives the consumer a picture of endless possibility for compatible games for the
product. The brand recognition of HTC sets up a platform for marketing to the casual gaming or
technology consumer as well. The main issue with the gaming industry for a VR product is that there are
a wealth of options to choose from (which we will touch on in the “Competitor” section). The product is
also estimated to be priced higher than many competing products, which leaves the Vive relying quite
heavily on the differentiating factor of unique 360 degree, untethered technology that provides an
immersive, room-filling experience.
While the video game market will be the initial target, the Vive must be pushed into other markets to
maximize growth. When it comes to business, the VR “holodeck” (virtual room) kind of experience that
the product provides can certainly have benefits for the architecture industry and even interior design.
Virtual reality has not fully permeated business industries, however the notion of it has been tested. As
a sales tool, VR devices can help a salesperson provide a visual representation of an abstract product or
service to their customer (Sj¨ostr¨om 2015). VR products also have potential in training and
development areas of business, specifically for industries involving in hands-on work with complex
machinery (Aurich, Ostermayer, & Wagenknecht 2009). The Vive has not been specifically tested in this
way, but these studies show that VR does in fact provide benefit to business customers.
The unique technology presented in the HTC Vive has the potential to provide a unique learning
experience unlike other device. Children learn things largely from experience, and virtual reality
provides an avenue for expanding an interactive experience that would be otherwise impossible. As
Maria Roussou writes in a Computers in Entertainment article:
“…since virtual reality technologies provide a wide range of possibilities for this kind of
interactivity and support for active participation in the formation of the content, they become
well suited, powerful media for use by schools, museums and edutainment centers.” (Roussou
Which is the more impactful way to teach a child about history: Read about it in a text or allow the child
to live it through virtual reality? The same also applies to other areas as well, some science experiments
are too dangerous to attempt physically, but could be demonstrated quite well virtually. And since the
learning process is so deeply impacted by experience and interactivity, the HTC Vive offers more than its
competitors. For example, the Oculus Rift is a popular VR device, however it does not allow the user to
move around and interact with the virtual environment in a physical way like the HTV Vive does.
The issue with untapped markets is that marketers need to work harder to establish a need for their
product, as the customer may not believe that a brand new product has any necessity in their industry.
This is likely true for the psychology market especially because with the exception of pharmaceuticals in
psychiatry, there are not many products being sold. While it is true that the HTC Vive will probably be
labeled as only a gaming device, it is possible that a label of that sort could be used to gain some level of
access into the market. A 2009 study showed that there is a correlation between playing action video
games and increased attention skills. (Dye, Green, and Bavelier 2009). The Vive has immensely more
potential than simply a gaming device, but the value and benefit of the product will need to be
communicated in order to remove the stigma of video gaming. To prove this, there is research showing
VR as a therapeutic tool for mental health issues including OCD, phobias, PTSD, panic disorder and more
(Sanchez-Vives and Slater 2005, Wiederhold and Bouchard 2014, and Botella et al. 2014).
3.2.5 Physical Therapy
As surprising as this target market may sound, there is evidence to show that virtual reality has an
impact in physical therapy in certain areas. The way the brain organizes motor functions opens a space
for specified VR programs to aid in rehabilitation in balance, movement, vision, perception, and more.
Virtual reality has been shown to have a particularly strong effect on neurodegenerative diseases and
brain injuries such as a stroke (Wiess, Keshner, and Levin 2014). It can be asserted that the more
immersive and interactive the experience in VR, the more effective the treatment. This is a particularly
untapped market, and significant market research and testing would be required to penetrate, however
if the HTC Vive is the frontrunner, it will likely enjoy a period of time without competition in this
All of these segments are likely to follow the Technology Product Adoption Curve shown below. While
this curve generally applies to the consumer market, a new technology such as the HTC Vive entering
into a diverse range of market segments has a high probability of experiencing this curve in each
With the adoption curve in mind, we must plan adequate strategies and tactics for market penetration
in each market segment.
3.3 Market Penetration: Strategies and Tactics
3.3.1 Consumer Segment
So far the HTC Vive has managed to get early adopters talking about the product. This is good for the
first wave of initial sales but with growing competition in the VR consumer marketplace, the Vive needs
to expand to a greater audience (that is: the early and late majority). There is also a considerably larger
amount of competition in this segment when compared to other target markets, therefore we will have
to define our push strategy to get the products into the hand of consumers instead of the products of
AMOUNT OF TIME PRODUCT IS IN THE MARKET SEGMENT
Push the value that the product will provide as well as make effective use of brand recognition.
1. The first step will be to attend trade shows and conventions where tech enthusiasts, journals,
and bloggers will be in attendance. A selected representative will show a promotional video to
the crowds and offer a live demonstration of the Vive’s capabilities. This will be coupled with
areas that provide the opportunity for a hands-on demo of the product for members of the
audience. Shows such as SXSW and E3 have a high likelihood of showing positive results.
2. Once early adopters have had some experience with the product, we will push brand
recognition to the larger segment and focus on the room-scale capabilities that other VR devices
lack. When combined with Valve’s online gaming marketplace (SteamVR software), casual
gamers and those who enjoy new experiences will be given proprietary content for the Vive
headset that competitors will not have access to.
3. Once the technology enthusiasts have begun reviewing the product and word of mouth
spreads, online, television, and radio advertising can continue to push the product through the
market. The marketing would be in a similar vein to pre-release advertising, that is to say, it
would focus on the wonderment and “magic” of experiencing a virtual world through the HTC
Value sell & Branding
3.3.2 Business Segment
The business segment is the next logical segment for our product following consumer sales. Business or
Industrial sales will be higher volume and therefore aid in accelerating our payback period from initial
research and development as well as hardware upfront costs and sunk costs. Broad as it is, the HTC Vive
has B2B opportunities in several areas. These areas include, but are not necessarily limited to: interior
design, architecture, industrial training, and sales for various abstract products.
Improve efficiency and manage risk in various business related processes.
1. For each of the above industries, we would need to have software dedicated to each specific
task (training software, sales presentation software, design software, etc.) Depending on the
required level of sales to financially support the project, we could either develop our own
software for these purposes or form contracts with third party software companies. For
example, the IrisVR software is designed specifically for interior design purposes.
2. The method for promoting the product through any of these areas would be firstly to have a
sales presentation. This presentation would explain the product, what it is capable of, and
how it can be of value to the parties involved in these areas.
3. Following the sales presentation, we would set up a trial period of 60 days for the
employees and operators to use the product in the manner specified by their industry as an
extended demo. After this trial period, negotiations would begin for implementation of the
product into the companies’ current processes. This would spread through the market as a
competitive edge in efficiency and/or impressions left on customers.
Improve Efficiency and
3.3.3 Psychology Segment
Psychology is a scientific field and as such, requires that there be data to back up the value proposition.
While it is possible to gain entrance into many markets without scientific or researched data, a field that
deals in medical or scientific practice will almost certainly not accept a product that has not been tested
in a true experimental setting for proof that the product’s performance will match our claims. This claim
is of course that our product will provide a more efficient or improved solution to certain problems
facing a psychological patient.
Incorporate new technology to provide improved solutions for patients.
1. In order to promote the product into this market, we should first target an industry leader
as far as psychological innovation is concerned. Determine who is pushing technological and
scientific progress in this field, and prepare a presentation for them. This presentation will
be similar to the business presentation with regard to explaining the product and the value
it could provide, but will be much heavier on scientific data regarding VR.
2. These conversations would be used to gain permission to fund a study with the firm and
some of their patients using the HTC Vive as a therapeutic tool. A scientific study created by
recognized psychologists would provide incentive for others in the segment to take the
product more seriously.
3. For this study we would provide a test software designed for exposure therapy in a virtual
setting for common phobias and other psychological issues. Provided the study follows past
data and shows an improvement in patient conditions due to the virtual therapy, the typical
sales process would begin. The product would enjoy some time of very little competition in
this segment before other VR devices begin to come forward.
3.3.4 Education Segment
There is a growing trend focused around experiential learning in classrooms. This trend is visible in the
increasing prevalence of charter or “magnet” schools that explore unconventional learning methods.
Given this trend and openness to new practices, virtual classrooms could be of great benefit in the near
Provide a new method or teaching tool that would allow for broader exposure for the child with regard
to experiential learning.
1. Conduct a study on the impact of experience on the learning and development of children,
comparing the typical classroom as a control to physical field trips and then to virtual reality
“field trips”. Should the results be positive in the favor of virtual experiences showing
comparative results to physical ones, virtual “trips” could save schools all of the risks and
expenses of field trips without sacrificing the benefits for the children.
2. For the study as well as moving forward, a team of developers (either internal or third-
party) would be required to craft an education-based program for the devices. This program
would have the capability to reconstruct a virtual landmark or concept in which the teacher
could explain details of what the children are seeing. This could be coupled with helpful
notes or text to further explain the subject matter to the children.
Conduct Research Study
Test Marketing & Seek
3. When approaching decision makers in the education sector, we will use our data to gain
entrance into a test market. In this case we would allow private schools in certain districts to
utilize the product for several experiential lessons. If the results continue to be positive we
will begin conversations with local government agents who make decisions regarding public,
charter, and other publically funded schools. Using our data from the study and test market
feedback, we have the potential to implement our product into schools at a government
level and begin a new wave of education technology.
3.3.5 Physical Therapy Segment
This segment will arguably be the most difficult to penetrate, given that there is a relatively small
amount of data on the subject. However the data that is available shows opportunity for our product to
be of a benefit to customers in this segment, though it is a smaller segment.
Provide sufficient evidence to create awareness of our product’s capabilities for improving treatment.
1. Should we decide to pursue this vertical, we would first need to provide demonstrations of
the product to a community that likely has little to no exposure to it. During this
demonstration, we must explain and provide real evidence for virtual reality’s positive
impact on patients with certain neurodegenerative diseases. The initial evidence we will
bring to the discussion will not be our own, but rather that which our research team has
uncovered regarding virtual reality being tested for use in this field in the past.
2. Once again, we would need to develop a test software for this purpose. This can be
achieved either through our own development or by way of contracting to a third party
developer. It would be designed with specific components to provide the best opportunity
for successful results (based on previous research).
Presentation of Evidence
Develop Test Software
Fund Scientific Study
3. Should prospects show interest, we can then fund a study with a well-respected firm in the
industry in which we track improvement in patients with the same condition treated both by
using the HTC Vive (with specific software) and treated using traditional methods. If the
study shows positive results, it could then be published and word would spread quite easily
within the segment.
4. We would then enter into an expansion program which would consist of typical sales, test
marketing, market research, and recrafting the software to accommodate more treatments.
4.0 Pricing and Distribution Strategies
4.1 Pricing Objectives
The HTC Vive is currently priced higher than most, if not all, of its competitors in the market. While the
information for fixed and variable costs that go into the production and sale of this product is not
available to the public, we can gather educated general estimates for the strategy involved in pricing
and selling the HTC Vive. Using this, we will devise a pricing strategy for the first 3 years of production as
well as specific strategies with regard to the industries listed in the market segmentation section.
4.1.1 Phase 1: Recuperating Costs from Research and Development (R&D)
As mentioned above, the exact costs are not known to the public. However it can be reasonably
assumed that a contributing factor to the high unit selling price (USP) of the product is the costs of
research and development that have been accrued over the last several years prior to the product’s
launch. It would be in the best interest of the partnership to take advantage of high level of interest
within the early adopter/technology enthusiast communities in the consumer segment who are less
price-sensitive and therefore are more likely to pay the current USP of $800 for the product. This will
feed into growth in the consumer segment to larger groups such as the early majority. This strategy will
allow us to gain back some of the sunk costs from R&D and early production, but likely not all of the
sunk costs. We need a larger segment who will purchase higher volumes of products to reach the break-
even point quickly and begin realizing profits.
The segment with the most volume potential would be the Business and Industrial segment, in which we
will market simultaneously with the consumer segment. The key differences in pricing between the
consumer segment and the business segment are entirely dependent on the volume of orders and
purchasing potential. Since the consumer segment will begin slowly, with low volume sales at the
established USP of $800, sales within the business segment will help to speed up the process of
recuperating our sunk costs. The business segment will also begin slowly, but the volume will most
certainly be higher. Due to the increase in volume, we have the flexibility to offer a discounted USP for
larger orders. For example, if a company tested our product and was prepared to purchase 50 units of
product, we would have the flexibility to offer them a 10% discount off of their order. Thus instead of
charging them $40,000 for the order, we would offer the product to them for $36,000 (at a USP of
$720). This example is arbitrary, as the true total costs of the product are not known, but a modest
discount for high volume orders could still accelerate the recuperation of sunk costs (and of course
coverage of total fixed and variable costs) to bring the project closer to gaining profit from revenue.
4.1.2 Phase 2: Reduced USP for Maximization of Sales in Other Segments
Once the sunk costs have been recuperated and sales begin generating profit, the USP can be lowered
to cater to the majority of consumers, the education segment, psychology segment, and physical
therapy segment. These segments are all generally more price-sensitive than the early-adopting
consumers and businesses. Therefore to maximize sales in these areas the USP will be lowered with a
reasonable profit margin, this can be accomplished easily as there are no more costs to regain and as
long as the product is priced above the cost of production, there is potential for net revenue.
Let us say, for example, that once the R&D costs are recuperated, the total cost of producing and selling
the product come out to $450. These costs include variable costs such as: materials, labor, commission
for the sales force, and other general costs specific to each unit. The product must be priced (dependent
on anticipated sales for the year) to cover both the unit variable cost as well as the total fixed costs for
the year. Let’s assume that based on the anticipated sales for 2016, the unit price to cover all costs,
fixed and variable, is $525. Now we will also place a profit margin on the product, as obviously covering
costs is not enough on its own to establish growth. With an 18% profit margin, the product’s new USP is
$619.50. This USP (though arbitrary) brings the price of owning an HTC Vive system much closer to the
price of owning an Oculus Rift, the Vive’s main competitor. The reduced price is certain to garner more
attention in the consumer segment and cause more individuals in the majority and laggard communities
to consider purchasing the HTC Vive.
Concerning the education segment, price sensitivity will be higher than the consumer segment due to
the nature of the monetary structure. Public schools are a government entity, and as such have certain
restrictions relating to the allocation of tax-payer dollars for programs. However, the potential savings of
field trip programs will lower some of the barriers to purchase. The other pricing strategy for this
segment is the potential for wide-spread use across school districts. If the local government in a district
agrees to implement the VR program into the schools of that district, sales for those schools are
guaranteed. This situation can follow a similar volume discount to the one offered in business sales, to
further lower purchase barriers.
The psychology segment will have a certain level of price sensitivity due to the wide array of VR products
available. Once the study is conducted and if/when using VR headsets shows promise in the
improvement of patients, the likely course of action for those in this segment will be to explore the
lower cost VR products to gain benefits without spending too much on implementation. The way to get
around this is to show that the HTC Vive is a superior product with regard to immersion and quality of
the VR experience. The new USP stands closer to the prices of competitors, therefore pushing the
quality of the product will be more likely to be effective since the price is only a minor difference
compared to the original USP.
In the physical therapy segment, the unknown will be the biggest contributor to price sensitivity. The
HTC Vive (and VR in general) is unheard of in this industry and likely has never been considered for use
in benefitting patients for their physical ailments. The reason for this is entirely logical, why would a
product that brings the user into a virtual world be of any use in treating a physical problem? Therefore,
barrier to entry will be very high at first, since no one will want to spend any amount of money on a
product that they do not believe can benefit them. Once we follow our penetration strategy, the evident
benefit and USP that is not much higher than competitors will help reduce some price sensitivity. We
must also remember, however, that this is a smaller segment to begin with and substantial revenue will
not be as easy to obtain in this area as it will be in the previously mentioned segments.
4.2 Distribution Plan
Distribution is touched on briefly in the pricing segment, and as such this section of the plan can be
summed up quickly.
1. Those segments with the largest earning potential from the onset of distribution are targeted
2. Once sunk costs have been recuperated, we will diversify into less crowded markets.
3. As we approach a point where we come to the end of the product life cycle, we gather any
additional revenue we can.
5.0 Conclusions and Next Steps
Virtual reality as a technology and an industry has reached the pinnacle of innovation up to this point in
the HTC Vive. This product combines industry-leading hardware and software functionality to provide
the most immersive virtual reality experience to date. This product shows promise for revolutionizing
the gaming market, industrial training, business-specific processes, educational experiences,
psychological treatment, and even physical therapy. Though competitors exists, they all fall short of the
technological advancements and immersive capabilities of the HTC Vive.
Sell product through product adoption until market is saturated
Begin distribution to
segments with shortest
payback period for
R&D costs (e.g.
Explore potential while markets are new
penetration process in
segments with less
upfront revenue, make
use of lowered USP
(e.g. Education and
market to maintain
some growth as
maturity and eventual
5.2 Next Steps
Now that the product has been tested and prepared for sale, our next step is to move to market as
quickly as possible to position ourselves on the front of the upcoming wave of high-end virtual reality
products. We will accomplish this through our promotional, pricing, and distribution strategies. The
sooner the product can spread through the marketplace, the more likely the product will find its place in
the evoked set of the customer. Thus, the more likely the HTC Vive can be considered the premiere high-
end VR device in the market. The HTC Vive is preparing for launch, and the world will never be the same.
May 6, 2015
IRISVR AND HTC VIVE INTEGRATION:
NATURAL MOVEMENT AND
The HTC Vive, covered in the sensors that make room-scale positional tracking possible. Photo by Maurizio Pesce (Creative
Navigation in virtual reality has been a challenge that developers across every industry have been
struggling with since they first felt the urge to explore beyond simple head rotation. Several solutions
so far have been sufficient but imperfect; controllers and keyboards can cause nausea from the lack
of perceived inertia, and gaze-based movement can feel unnatural. Fortunately, the Vive VR headset
being developed by HTC and Valve is allowing developers to take a literal step forward when it
comes to moving around their scenes.
Using Valve’s Lighthouse technology, the user’s physical location is constantly tracked from a
number of small base stations positioned around a room. This allows users to actually walk around
their designs in VR for the first time, which means that not only can they see how their new kitchen
will look, but they’ll know how it will feel to walk from the kitchen into the living room.
The user’s position isn’t the only thing that’s tracked, either; Valve’s handheld controllers for the
Vive are similarly tracked using the Lighthouse system, so users can see where their hands are in
virtual reality and use them to move furniture, point out key areas, and write notes on any surface of
the design. The precision of the tracking makes the system feel completely uninhibited and intuitive;
move the controllers closer together in virtual reality and as soon as their representative models touch
in VR you'll feel them click together in real space.
As we get closer to “real” interaction instead of symbolic interaction in virtual reality, experiences
get more immersive and less nauseating. The only shortcoming in the Vive’s positional tracking
paradigm is the inability to move up or down (unless you happen to have a jetpack, of course).
Fortunately, preliminary informal tests have shown us that smooth, linear, vertical motion in VR is
very unlikely to cause nausea, so elevator-like systems are a great way to experience multiple floors
without having to load them separately.
HTC Vive review
By Nick Pino a month agoWearables
HTC Vive wins the first battle in the
If you have the budget, the HTC Vive is the best virtual reality experience on the market, bar
Best VR experience
Software partnership with Valve
$800 price tag
Requires a high-end GPU
Less comfortable than the Rift
Filed to: HTC VIVE REVIEW
“The HTC Vive is the most advanced VR system ever sold. Its headset is ridiculously powerful, so
you can look around in all directions without a hitch. Its wireless controllers make it easy to
interact with objects in the virtual world. Even cooler than all that, the Vive lets you walk
around in the game—which sets it apart from every other VR headset ever made.
Yeah, I know, the Oculus Rift is legit, but it just doesn’t offer the same type of immersion. If you
ever wanted to stand up, walk around, duck, or lunge in the virtual world, the Vive is the only
system that will let you do that.”
Note: Corporate marketing plans do not typically include a reference page for sources presented in the manner
shown below. I have included a reference sheet for my sources as this is, in fact, an academic document.
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