Smart Products, Smarter Services: Strategies for Embedded by Mary J. Cronin

By Mary J. Cronin

Billions of shrewdpermanent attached items are altering the aggressive panorama for company and the day-by-day lives of shoppers. This e-book analyzes the evolution of embedded product intelligence and the effect of clever items at the car, instant, strength, residential and well-being industries. It considers the transformation of buyer possession types and privateness matters whilst clever items constantly display screen customer habit. clever items, Smarter prone recommends options for developing ecocnomic clever ecosystems, product structures and providers.

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This was the 26 Smart Products, Smarter Services era when the digital display screens and timers and digital circuits made calculators and watches into cheap commodity items. But while embedded microcontrollers transformed product interfaces from an engineering design perspective, they didn’t do much to make it easier for consumers to actually control the operation of their new products. Perversely, it seemed that the smarter electronics became in terms of the number of chips inside, the harder they were for consumers to operate – for example the notorious frustration of programming a home video cassette recorder (VCR) to record a TV show at a preset time, or even the tedium of resetting an embedded digital clock.

The chapter ends with a model of consumer value that provides an alternative to overreliance on barriers to customer exit and customer control and supports a more open smart ecosystem model. It considers the opportunities for corporations to build a successful smart product strategy based on sharing control and generating new value for consumers. It concludes that this balanced strategy offers a path to a return on the investment that companies make in designing and deploying advanced product features, while building customer loyalty and mitigating the risk of consumer backlash and non-adoption.

As long as it remains committed to the Hegemon model, GM will find it challenging to find new avenues for revenue growth. Hegemon model risks In exchange for keeping such tight control of the ecosystem technology, the Hegemon must bear the bulk of the required investment in R&D to add new features over multiple generations of its platform as the market demands and competitive offers become more sophisticated.

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