The retail industry continues to change as consumer demands inevitably and constantly fluctuate.
With the advent of new technology and integration of platforms across the retail world at large, many aspects of the industry are no longer what they were 10 years ago.
Beginning in the early 20th century, a commitment to efficiency and convenience dominated the retail industry. The next big trend was self-service retailing: retailers became more focused on supplying a product and less interested in building relationships with shoppers. Finally, within the last few decades, a new business model emerged. Retailers began promoting items in order to sell them – collecting profits from promotional funds from suppliers.
Much of the retail industry is still living with advancements made in the last 50 years. The continued developments in technology, combined with the impact and opportunity that electronic communication provides, has changed the retail world once again. Inefficiencies are being discovered, solved and analyzed with data collection tools and platforms.
Armed with aggregated, clean data, retailers and brands are shifting focus from quantity to quality. This change is referred to as the Third Wave of Retail. Previously, the majority of retail strategy surrounded the idea of keeping prices low – to attract more customers – at the expense of high-quality products.
As a growing number of brands work to increase efficiency, improve quality, and add the ever-important element of customer service, a step up in software tools and platforms has also become mandatory.
La transformation des métiers par l'Usine du Futur - Thomas Leseigneur, ActemiumLiving Things
This document discusses how jobs are being transformed by the factory of the future. It provides information about VINCI Energies, a global company with €10.8 billion in revenue in 2017, operating in 53 countries through 1,600 business units and employing 69,400 people. It also discusses Actemium, a subsidiary of VINCI Energies that provides industrial solutions and services through 371 business units across 40 countries on 5 continents, generating €2.4 billion in turnover. The document outlines how IT and OT convergence, new technologies, and data analytics are impacting both customers and the solutions Actemium provides around areas like process automation, robotics, and additive manufacturing.
E-commerce allows for shopping from home over the internet. There are three main types of e-commerce: business to business (B2B), business to consumer (B2C), and consumer to consumer (C2C). B2B involves transactions between businesses, B2C between businesses and consumers like online shopping, and C2C includes activities like online auctions. Potential problems with e-commerce include data leaks and equipment issues, so consumer protection and secure transactions are important. New security technologies are being developed to protect customer data during online purchases.
The Business Network is Hubwoo’s open collaborative business platform, a digital B2B marketplace with over one million active businesses. It leverages three of the most pervasive technology drivers of the 21st century – community, search, and ratings – on top of a leading platform of enterprise-class B2B commerce.
We are in the middle of a digital revolution all about Internet of Things and machine to machine communication.
Find out more about creating a better world with IoT.
ChecPOS Retail POS Software is a comprehensive store management system for every aspect of your retail business operations. From simple inventory control to advanced business intelligence , sales operations and staff management, ChecPOS enables you to run your single or multiple location retail chain.
Smart telematics, innovation and new business modelsTelefónica IoT
The document discusses the evolution of smart telematics and new business models in the connected car industry. It notes that telematics started as mainly professional services but will expand to both professional and consumer markets by 2020. The connected car market is expected to grow significantly, with over 250 million connected cars and $317 billion in revenue by 2020, as connectivity and services become integrated into more vehicle platforms and models.
The document introduces a hypothesis to analyze linguistic differences between the British soap opera EastEnders and the Australian soap opera Neighbours by focusing on a similar major storyline in both shows. The investigator enjoys watching soap operas and watches episodes daily of EastEnders and Neighbours. They plan to select episodes of an exposed affair storyline, produce transcripts, and analyze the transcripts to investigate language and gender or power differences between characters. The investigator expects both soaps to use similar vocabularies but different dialects and for individual characters to have unique idiolects. The investigation will focus on lexis, semantics, discourse, and language and gender within a specific time period.
The retail industry continues to change as consumer demands inevitably and constantly fluctuate.
With the advent of new technology and integration of platforms across the retail world at large, many aspects of the industry are no longer what they were 10 years ago.
Beginning in the early 20th century, a commitment to efficiency and convenience dominated the retail industry. The next big trend was self-service retailing: retailers became more focused on supplying a product and less interested in building relationships with shoppers. Finally, within the last few decades, a new business model emerged. Retailers began promoting items in order to sell them – collecting profits from promotional funds from suppliers.
Much of the retail industry is still living with advancements made in the last 50 years. The continued developments in technology, combined with the impact and opportunity that electronic communication provides, has changed the retail world once again. Inefficiencies are being discovered, solved and analyzed with data collection tools and platforms.
Armed with aggregated, clean data, retailers and brands are shifting focus from quantity to quality. This change is referred to as the Third Wave of Retail. Previously, the majority of retail strategy surrounded the idea of keeping prices low – to attract more customers – at the expense of high-quality products.
As a growing number of brands work to increase efficiency, improve quality, and add the ever-important element of customer service, a step up in software tools and platforms has also become mandatory.
La transformation des métiers par l'Usine du Futur - Thomas Leseigneur, ActemiumLiving Things
This document discusses how jobs are being transformed by the factory of the future. It provides information about VINCI Energies, a global company with €10.8 billion in revenue in 2017, operating in 53 countries through 1,600 business units and employing 69,400 people. It also discusses Actemium, a subsidiary of VINCI Energies that provides industrial solutions and services through 371 business units across 40 countries on 5 continents, generating €2.4 billion in turnover. The document outlines how IT and OT convergence, new technologies, and data analytics are impacting both customers and the solutions Actemium provides around areas like process automation, robotics, and additive manufacturing.
E-commerce allows for shopping from home over the internet. There are three main types of e-commerce: business to business (B2B), business to consumer (B2C), and consumer to consumer (C2C). B2B involves transactions between businesses, B2C between businesses and consumers like online shopping, and C2C includes activities like online auctions. Potential problems with e-commerce include data leaks and equipment issues, so consumer protection and secure transactions are important. New security technologies are being developed to protect customer data during online purchases.
The Business Network is Hubwoo’s open collaborative business platform, a digital B2B marketplace with over one million active businesses. It leverages three of the most pervasive technology drivers of the 21st century – community, search, and ratings – on top of a leading platform of enterprise-class B2B commerce.
We are in the middle of a digital revolution all about Internet of Things and machine to machine communication.
Find out more about creating a better world with IoT.
ChecPOS Retail POS Software is a comprehensive store management system for every aspect of your retail business operations. From simple inventory control to advanced business intelligence , sales operations and staff management, ChecPOS enables you to run your single or multiple location retail chain.
Smart telematics, innovation and new business modelsTelefónica IoT
The document discusses the evolution of smart telematics and new business models in the connected car industry. It notes that telematics started as mainly professional services but will expand to both professional and consumer markets by 2020. The connected car market is expected to grow significantly, with over 250 million connected cars and $317 billion in revenue by 2020, as connectivity and services become integrated into more vehicle platforms and models.
The document introduces a hypothesis to analyze linguistic differences between the British soap opera EastEnders and the Australian soap opera Neighbours by focusing on a similar major storyline in both shows. The investigator enjoys watching soap operas and watches episodes daily of EastEnders and Neighbours. They plan to select episodes of an exposed affair storyline, produce transcripts, and analyze the transcripts to investigate language and gender or power differences between characters. The investigator expects both soaps to use similar vocabularies but different dialects and for individual characters to have unique idiolects. The investigation will focus on lexis, semantics, discourse, and language and gender within a specific time period.
The fourth stage of the Industrial Revolution is upon us due to the far-reaching integration, accelerated by the Internet of Things, of Operational Technology (OT) and Information Technology (IT). This creates completely new opportunities as a result of new combinations of mental, physical and mechanical work by integrating the internet, sensors and embedded systems.
The Internet of Things enabled IT/OT convergence leads to cost reduction as a consequence of predictive maintenance, speed and intelligence, thanks to Machine-to-Machine communication and improved forms of Human-Machine Interaction. M2M interaction between and within machines and systems is the cyber-physical heart of the Fourth Industrial Revolution.
This document discusses the opportunities and challenges presented by the Internet of Things (IoT). It outlines four key parts of an IoT ecosystem: connected things, users, enterprises, and partners. It also provides two examples of how an IoT ecosystem could work in practice, including a connected fleet solution for a car leasing company. The rise of the IoT will disrupt existing business models and require new approaches to product management, operations, production, sales and more. Developing IoT-based business ecosystems and services will be important for companies to capitalize on opportunities in this new connected world.
Report 3 the fourth industrial revolution - things to tighten the link betwe...Rick Bouter
This report was all about the fourth stage of the Industrial Revolution made possible by the far-reaching integration of Operational Technology (OT) and Information Technology (IT). The IT/OT convergence and the end-to-end ecosystems that are under development – from design and production to client interaction and advanced Maintenance, Repair & Overhaul (MRO) – enable a future in which appliances, devices, things and machines for professionals and private people will communicate with central systems, with one another, and with users for the purpose of providing the best possible facilities to makers, service providers, legislators and customers.
Source, Sogeti ViNT: http://vint.sogeti.com/internet-things-4-reports/
The document discusses several trends transforming the telecom industry from now until 2020 and beyond. These include: 1) Seamless connectivity and mobility as users expect ubiquitous high-speed wireless access everywhere; 2) Over-the-top applications changing communications and entertainment with messaging, voice, and video apps; and 3) The growth of data usage and streaming requiring efficient delivery of on-demand and customizable experiences to users across multiple devices. The telecom industry must adapt networks and business models to support these changing behaviors and the exponential growth of connected devices and data traffic.
This document discusses M2M (machine-to-machine) communication and its potential impact and prospects in India. M2M allows machines to communicate with each other and remote applications to enable monitoring and control. It has applications across many industries like automotive, smart energy, healthcare, transportation and more. Indian cellular operators stand to benefit from the growth of M2M through new revenue streams from data traffic and infrastructure monitoring. Successful adoption of M2M in India will require collaboration across stakeholders in the ecosystem including network operators, hardware manufacturers, software providers and system integrators.
Presentation to BRE event on 30 Nov 2010, covering technical challenges arising from the first phase of work in the British smart meter design programme being lead by Ofgem.
Main chapters
#1 THE NEXT WAVE OF DIGITAL TRANSFORMATIONS 06
#2 CONNECTED REALITY 2025: TRENDS AND DRIVERS 11
#3 CONNECTED MARKETS 2025: SIGNALS 33
#4 CONNECTED BUSINESS 2025: TRANSFORMATIONS 53
#5 CONNECTED LIVING 2025: ONE SCENARIO 61
#6 SMART WORLD OR NETWORKED NIGHTMARE? 66
Introduction
The next wave of digital transformations
The more digital networking takes hold of all aspects of our lives and all types of commercial transactions, the more it becomes a fundamental part of our daily reality – a changed reality, in which future generations will not be able to understand how it was possible to live with 'stupid things' that weren't permanently linked to the Cloud, nor how we managed to survive without goggles and information-forecasting services.
If, in a few years, we have become used to the constant availability of information about people, situations and things in our immediate surroundings thanks to technology about our person – so-called wearables, and if it has become the norm for intelligent products, houses and vehicles to 'recognise' us and to use networked services to cooperate and anticipate our requirements, then a world in which these magic properties are lacking will soon seem very strange to us.
Connected reality will set new parameters for businesses
Thus, value is increasingly being created in networks through the use of hyperconnectivity. The importance of individual companies is disappearing: connected reality means the key players will actually be 'business economic systems'. Manufacturers and service providers will offer complex solutions to customers' requirements, e.g. the use of wearable sensors in the field of smart health, providing cloud-based data analysis, medical diagnosis and nutritional advice that will make it possible for health to be monitored intensively in real time.
This creates a multitude of new challenges for businesses. Products that can be networked will generate a continuous stream of data, and new ways of creating value based on that data will have to be developed in order to generate added value from the data. Customer relations will come to be characterised more and more by real-time interaction. Increasingly, products and services will need to be developed and marketed as hybrid bundles. It will be necessary to open up the potential for smart automatisation along the entire value-creation chain.
Yet, as the pace of change becomes greater, the more important it becomes to evaluate the various trends and future developments in the round in order to gain sight of the big picture. This overview can then be used to guide strategic focus. This study represents a first step along this path.
Direction:
Andreas Neef, Klaus Burmeister
Authors:
Niels Boeing, Klaus Burmeister, Andreas Neef, Ben Rodenhäuser,
Willi Schroll
Find more and download also here: http://www.z-punkt.de/connected-reality2025-en.html
The document discusses how manufacturers must embrace digital transformation to succeed in the new digital age. It outlines four critical areas of focus: 1) acquiring analytics expertise to leverage machine data and insights, 2) thinking differently about products and solutions, 3) adopting agile development processes, and 4) building a new digital platform alongside legacy IT systems. Unless manufacturers step out of their comfort zones and learn new digital habits, acquiring new skills and implementing organizational-wide transformation, they will struggle to thrive in the digital manufacturing era.
Supply Chain as a core differentiator: What does digitalization mean to the c...Christian Neumann
With the current speed of performance and capability increase from technology already certain industries have been disrupted. The presentation takes a look at how this might impact chemicals and esp. the supply chain of the industry
The metaverse is here and will impact every part of every business—find out what the metaverse and other technologies mean for retailers. Learn more https://accntu.re/3DZNA41
1) The document discusses trends in industry digitization and the 4th Industrial Revolution, including how 5G deployment is accelerating and enabling new opportunities like industrial internet, smart manufacturing, and AI applications.
2) Key technologies discussed include 5G, edge computing, heterogeneous computing architectures, and wireless connectivity solutions to enable flexible manufacturing and industries.
3) Use cases for 5G in manufacturing are presented, focusing on applications in machine vision, logistics automation, robotics, and predictive maintenance to improve production efficiency and reduce costs.
2nd Annual M2M and IoT Strategies Summit - production-1-new brochure-2Jorge Rivero Sanchez
This document contains the agenda for an IoT telecom summit taking place in Berlin on October 11-13. The summit will include keynote presentations, panel discussions, and workshops on topics related to IoT, smart cities, connected devices, security, privacy, and monetization strategies. Presenters will represent major telecom and technology companies such as British Gas, Siemens, GE Digital, Sony, Scania, Vodafone, T-Mobile, Reliance Communication, and Telia Company. The agenda provides details on each session, including speaker biographies and discussion topics.
The document discusses the concept of the adaptive digital factory enabled by emerging technologies like the Internet of Things (IoT). Key points include:
- The IoT allows devices and assets on the factory floor and throughout the product lifecycle to be connected, monitored, optimized and maintained proactively through prescriptive maintenance.
- Other trends like social media, mobility, analytics and cloud computing (SMAC'T) also impact manufacturing by enabling social collaboration, omni-channel experiences, data-driven optimization and on-demand access.
- When IoT is combined with SMAC'T trends, traditional manufacturing can be transformed into adaptive digital factories with end-to-end connectivity from suppliers to consumers.
Virtual Digital Surrogates & Blockchain: The Path Ahead for the IoT in the Sh...Cognizant
As concepts such as digital twins and machine-to-blockchain-powered smart contracts emerge for IoT-based businesses across the industrial world, they open the possibility for new borderless and ownerless ecosystems that will be driven by seamless collaboration and operational outcomes.
IP-based video surveillance has grown rapidly but competition is increasing as more firms enter the market. While some companies have maintained margins by continually improving technology, price competition will likely set in as technologies mature and reach sufficient quality for most applications. As features overshoot customer needs and it becomes difficult to differentiate, firms will have to compete on price, triggering a potential price war. The timing remains uncertain but price competition appears inevitable as the industry follows patterns seen in other digital technologies.
Christian Sandström holds a PhD from Chalmers University of Technology in Sweden and writes about disruptive innovation and technological change. The document discusses Nokia's decline from controlling 40% of the global cellphone market in 2007 to collapsing and now fighting to reinvent itself. Several figures are presented to illustrate Nokia's dramatic decline over this period. Contact information is provided to find out more about Nokia and disruptive innovation from Sandström's website.
Disruptive innovation, smartphones and the decline of NokiaChris Sandström
Apple’s IPhone was first revealed in January 2007. Out of curiosity I pondered through Nokia’s quarterly presentation slides in the years 2007-2010 in order to get a better idea about how they related to the ongoing shift from feature phones to smartphones. While such a brief and shallow review will not give the full picture of Nokia’s response, it might still reveal something.
The fourth stage of the Industrial Revolution is upon us due to the far-reaching integration, accelerated by the Internet of Things, of Operational Technology (OT) and Information Technology (IT). This creates completely new opportunities as a result of new combinations of mental, physical and mechanical work by integrating the internet, sensors and embedded systems.
The Internet of Things enabled IT/OT convergence leads to cost reduction as a consequence of predictive maintenance, speed and intelligence, thanks to Machine-to-Machine communication and improved forms of Human-Machine Interaction. M2M interaction between and within machines and systems is the cyber-physical heart of the Fourth Industrial Revolution.
This document discusses the opportunities and challenges presented by the Internet of Things (IoT). It outlines four key parts of an IoT ecosystem: connected things, users, enterprises, and partners. It also provides two examples of how an IoT ecosystem could work in practice, including a connected fleet solution for a car leasing company. The rise of the IoT will disrupt existing business models and require new approaches to product management, operations, production, sales and more. Developing IoT-based business ecosystems and services will be important for companies to capitalize on opportunities in this new connected world.
Report 3 the fourth industrial revolution - things to tighten the link betwe...Rick Bouter
This report was all about the fourth stage of the Industrial Revolution made possible by the far-reaching integration of Operational Technology (OT) and Information Technology (IT). The IT/OT convergence and the end-to-end ecosystems that are under development – from design and production to client interaction and advanced Maintenance, Repair & Overhaul (MRO) – enable a future in which appliances, devices, things and machines for professionals and private people will communicate with central systems, with one another, and with users for the purpose of providing the best possible facilities to makers, service providers, legislators and customers.
Source, Sogeti ViNT: http://vint.sogeti.com/internet-things-4-reports/
The document discusses several trends transforming the telecom industry from now until 2020 and beyond. These include: 1) Seamless connectivity and mobility as users expect ubiquitous high-speed wireless access everywhere; 2) Over-the-top applications changing communications and entertainment with messaging, voice, and video apps; and 3) The growth of data usage and streaming requiring efficient delivery of on-demand and customizable experiences to users across multiple devices. The telecom industry must adapt networks and business models to support these changing behaviors and the exponential growth of connected devices and data traffic.
This document discusses M2M (machine-to-machine) communication and its potential impact and prospects in India. M2M allows machines to communicate with each other and remote applications to enable monitoring and control. It has applications across many industries like automotive, smart energy, healthcare, transportation and more. Indian cellular operators stand to benefit from the growth of M2M through new revenue streams from data traffic and infrastructure monitoring. Successful adoption of M2M in India will require collaboration across stakeholders in the ecosystem including network operators, hardware manufacturers, software providers and system integrators.
Presentation to BRE event on 30 Nov 2010, covering technical challenges arising from the first phase of work in the British smart meter design programme being lead by Ofgem.
Main chapters
#1 THE NEXT WAVE OF DIGITAL TRANSFORMATIONS 06
#2 CONNECTED REALITY 2025: TRENDS AND DRIVERS 11
#3 CONNECTED MARKETS 2025: SIGNALS 33
#4 CONNECTED BUSINESS 2025: TRANSFORMATIONS 53
#5 CONNECTED LIVING 2025: ONE SCENARIO 61
#6 SMART WORLD OR NETWORKED NIGHTMARE? 66
Introduction
The next wave of digital transformations
The more digital networking takes hold of all aspects of our lives and all types of commercial transactions, the more it becomes a fundamental part of our daily reality – a changed reality, in which future generations will not be able to understand how it was possible to live with 'stupid things' that weren't permanently linked to the Cloud, nor how we managed to survive without goggles and information-forecasting services.
If, in a few years, we have become used to the constant availability of information about people, situations and things in our immediate surroundings thanks to technology about our person – so-called wearables, and if it has become the norm for intelligent products, houses and vehicles to 'recognise' us and to use networked services to cooperate and anticipate our requirements, then a world in which these magic properties are lacking will soon seem very strange to us.
Connected reality will set new parameters for businesses
Thus, value is increasingly being created in networks through the use of hyperconnectivity. The importance of individual companies is disappearing: connected reality means the key players will actually be 'business economic systems'. Manufacturers and service providers will offer complex solutions to customers' requirements, e.g. the use of wearable sensors in the field of smart health, providing cloud-based data analysis, medical diagnosis and nutritional advice that will make it possible for health to be monitored intensively in real time.
This creates a multitude of new challenges for businesses. Products that can be networked will generate a continuous stream of data, and new ways of creating value based on that data will have to be developed in order to generate added value from the data. Customer relations will come to be characterised more and more by real-time interaction. Increasingly, products and services will need to be developed and marketed as hybrid bundles. It will be necessary to open up the potential for smart automatisation along the entire value-creation chain.
Yet, as the pace of change becomes greater, the more important it becomes to evaluate the various trends and future developments in the round in order to gain sight of the big picture. This overview can then be used to guide strategic focus. This study represents a first step along this path.
Direction:
Andreas Neef, Klaus Burmeister
Authors:
Niels Boeing, Klaus Burmeister, Andreas Neef, Ben Rodenhäuser,
Willi Schroll
Find more and download also here: http://www.z-punkt.de/connected-reality2025-en.html
The document discusses how manufacturers must embrace digital transformation to succeed in the new digital age. It outlines four critical areas of focus: 1) acquiring analytics expertise to leverage machine data and insights, 2) thinking differently about products and solutions, 3) adopting agile development processes, and 4) building a new digital platform alongside legacy IT systems. Unless manufacturers step out of their comfort zones and learn new digital habits, acquiring new skills and implementing organizational-wide transformation, they will struggle to thrive in the digital manufacturing era.
Supply Chain as a core differentiator: What does digitalization mean to the c...Christian Neumann
With the current speed of performance and capability increase from technology already certain industries have been disrupted. The presentation takes a look at how this might impact chemicals and esp. the supply chain of the industry
The metaverse is here and will impact every part of every business—find out what the metaverse and other technologies mean for retailers. Learn more https://accntu.re/3DZNA41
1) The document discusses trends in industry digitization and the 4th Industrial Revolution, including how 5G deployment is accelerating and enabling new opportunities like industrial internet, smart manufacturing, and AI applications.
2) Key technologies discussed include 5G, edge computing, heterogeneous computing architectures, and wireless connectivity solutions to enable flexible manufacturing and industries.
3) Use cases for 5G in manufacturing are presented, focusing on applications in machine vision, logistics automation, robotics, and predictive maintenance to improve production efficiency and reduce costs.
2nd Annual M2M and IoT Strategies Summit - production-1-new brochure-2Jorge Rivero Sanchez
This document contains the agenda for an IoT telecom summit taking place in Berlin on October 11-13. The summit will include keynote presentations, panel discussions, and workshops on topics related to IoT, smart cities, connected devices, security, privacy, and monetization strategies. Presenters will represent major telecom and technology companies such as British Gas, Siemens, GE Digital, Sony, Scania, Vodafone, T-Mobile, Reliance Communication, and Telia Company. The agenda provides details on each session, including speaker biographies and discussion topics.
The document discusses the concept of the adaptive digital factory enabled by emerging technologies like the Internet of Things (IoT). Key points include:
- The IoT allows devices and assets on the factory floor and throughout the product lifecycle to be connected, monitored, optimized and maintained proactively through prescriptive maintenance.
- Other trends like social media, mobility, analytics and cloud computing (SMAC'T) also impact manufacturing by enabling social collaboration, omni-channel experiences, data-driven optimization and on-demand access.
- When IoT is combined with SMAC'T trends, traditional manufacturing can be transformed into adaptive digital factories with end-to-end connectivity from suppliers to consumers.
Virtual Digital Surrogates & Blockchain: The Path Ahead for the IoT in the Sh...Cognizant
As concepts such as digital twins and machine-to-blockchain-powered smart contracts emerge for IoT-based businesses across the industrial world, they open the possibility for new borderless and ownerless ecosystems that will be driven by seamless collaboration and operational outcomes.
IP-based video surveillance has grown rapidly but competition is increasing as more firms enter the market. While some companies have maintained margins by continually improving technology, price competition will likely set in as technologies mature and reach sufficient quality for most applications. As features overshoot customer needs and it becomes difficult to differentiate, firms will have to compete on price, triggering a potential price war. The timing remains uncertain but price competition appears inevitable as the industry follows patterns seen in other digital technologies.
Christian Sandström holds a PhD from Chalmers University of Technology in Sweden and writes about disruptive innovation and technological change. The document discusses Nokia's decline from controlling 40% of the global cellphone market in 2007 to collapsing and now fighting to reinvent itself. Several figures are presented to illustrate Nokia's dramatic decline over this period. Contact information is provided to find out more about Nokia and disruptive innovation from Sandström's website.
Disruptive innovation, smartphones and the decline of NokiaChris Sandström
Apple’s IPhone was first revealed in January 2007. Out of curiosity I pondered through Nokia’s quarterly presentation slides in the years 2007-2010 in order to get a better idea about how they related to the ongoing shift from feature phones to smartphones. While such a brief and shallow review will not give the full picture of Nokia’s response, it might still reveal something.
This document discusses some limitations of using the technology S-curve to understand technological change and disruption. Specifically, it notes that the S-curve does not take into account market factors or how customer needs and values can change over time. As an example, it shows how compact cameras were displaced by mobile phone cameras not due to reaching scientific limits, but because increased portability became more important to customers than further improvements in image quality. This phenomenon of "technology overshooting" occurs when a technology is replaced before peak performance due to shifting customer priorities.
This document introduces the concept of a "Sailing Ship effect", where an established technology facing disruption from a new technology undergoes accelerated improvements just before being displaced. The concept is illustrated using an S-curve to show how a new technology improves rapidly after an initial breakthrough, eventually surpassing the established technology. Examples are given of analog CCTV facing threats from digital IP video, and the automotive industry facing saturated markets. The Sailing Ship effect represents a last attempt by incumbent firms to improve the established technology in response to the disruption threat, even though the new technology ultimately wins out.
As electronic calculators became popular in the 1960s-1970s, the calculator industry experienced rapid growth. By 1972, most mechanical calculator manufacturers had collapsed. Many new firms, especially in Japan, entered the growing market but faced low barriers. The introduction of integrated circuits and later calculators-on-a-chip drastically reduced prices and improved performance while changing the industry structure. Most new entrants failed while a few like Sharp succeeded in the "Great Calculator War" of the early 1970s.
The Swiss watch industry dominated global exports in the 1970s but collapsed as digital watch technology emerged. The industry's decentralized structure made a coordinated response to digitization difficult. As production costs fell and distribution widened, cheap digital watches from Texas Instruments and others bankrupted many Swiss manufacturers. While some high-end Swiss brands survived on branding, the industry's competitive advantage was lost as specialized mechanical watchmaking skills became obsolete.
This thesis explores disruptive innovation through a study of value, networks, and business models. Previous research has shown that disruptive innovations often topple incumbents because the innovations are not initially demanded by established customers. However, more knowledge is needed on how disruptive innovations can prosper within an incumbent's existing market segment. The thesis presents case studies of Hasselblad and Facit to explore how disruptive innovations create new value through activities like removing labor. This suggests disruptive innovation theory needs a broader view of how different performance dimensions create value. Additionally, customers should be seen as a network of actors with varying competencies and incentives, as disruptive innovations may be incompatible with some actors even when existing customers demand the technology.
The document provides 5 examples of disruptive innovation:
1) Transistor radios disrupted analogue radios by being portable despite lower sound quality.
2) Pocket calculators disrupted desktop calculators through portability despite lower computing power.
3) LCD TVs disrupted CRT TVs initially in mobile applications where lighter weight and battery life were more important than picture quality.
4) Minimills disrupted integrated steel mills by producing cheaper, lower quality steel that captured more segments over time.
5) Mobile phones disrupted landlines by being portable despite lower sound quality and higher costs initially.
The document discusses whether the transition from analogue to digital IP cameras is a disruptive technology. It provides background on Clayton Christensen's theory of disruptive innovation, where new technologies initially underperform along dimensions valued by existing customers but have other attributes that create new markets. While IP video initially had lower image quality and price than analogue, it offered scalability and remote access. However, unlike disruptive technologies, IP video has emerged in major existing surveillance segments like retail and cities, not new or low-end markets. Therefore, the transition may not be a classic example of disruptive innovation.
Robert Noyce Quotes On Leadership And InnovationChris Sandström
Robert Noyce, co-inventor of the integrated circuit, viewed his invention as the result of a continuous, logical process rather than a singular breakthrough moment. He saw himself as trying to solve a production problem rather than specifically aiming to create an integrated circuit. Noyce also believed that researchers are best positioned to evaluate long-term research programs, not supervisors, and that managers should focus on enabling researchers' work rather than directing it.
The Swedish camera manufacturer Hasselblad was known for its compatibility with different lenses and accessories, allowing photographers flexibility. However, with the launch of the H3D model in 2006, Hasselblad announced it would no longer be compatible with other digital backs or allow its new lenses to be used with previous H models, going against its tradition of compatibility. This move was likely a result of Hasselblad's weakening after the shift to digital and its merger with Imacon, but may reduce photographer willingness to invest in Hasselblad instead of high-end DSLRs in the long run.
Christian Sandström holds a PhD from Chalmers University of Technology, Sweden and writes about disruptive innovation and technological change. Roxette is one of Sweden's greatest pop bands, having sold over 45 million albums and 25 million singles. Their success can be largely attributed to understanding the importance of digital technology. Before founding Roxette, lead singer Per Gessle had been in the Swedish band Gyllene Tider, which was popular in Sweden from 1979-1981 but then declined. Gessle realized he could exploit the digital revolution by using synthesizers, MIDI, and drum machines to produce music professionally at low cost anywhere, including Sweden. This led to Roxette's album "Look Sharp" becoming a
Kodak struggled with the technological shift from film to digital imaging due to its entrenched bureaucracy and focus on maintaining the status quo. Former executives described Kodak as a film company that saw equipment only as a means to sell more film and avoided anything seen as risky. The bureaucracy grew so large over Kodak's 100+ years of success in film that decision making required many approvals and meetings to avoid confrontation. This risk-averse culture made it difficult for Kodak to innovate and adapt to digital photography, ultimately leading to the company's decline.
Middle management at Kodak resisted the shift to digital photography, filtering information and impeding the CEO's efforts to change the culture. They feared losing their positions in the company if it changed strategies and embraced new digital technologies. This resistance from middle management is identified as a major reason for Kodak's decline as it failed to transition quickly enough to digital.
16. Mechanical
M h i l cash registers functioned as individual units, which added
h i t f ti d i di id l it hi h dd d
things up, produced a receipt and registered the total amount of
transactions each day.
27. Video Surveillance will become a
warzone
How to compete
They also need to change the way that customers are approached, and
the value proposition they bring to the market.
28. Evidence f
E id from the cash register industry
th h it i d t
suggests that this is not an easy thing to do.
29. Christian Sandström is a PhD
student at Chalmers
University of Technology in
Gothenburg, Sweden. He
g,
writes and speaks about
disruptive innovation and
technological change.
technological change
www.christiansandstrom.org
christian.sandstrom at chalmers.se