Tencent is one of the largest internet companies. Tencent is China's most used internet portal and 4th largest internet portal after Google,Amazon and eBay. It's brand value is worth $66B as per 2015 BrandZ Top 100 Brands. It brings all the good features of Facebook, Google, Twitter, Amazon,Yahoo and many more rolled into one. Their services are grouped in 6 broad categories
- instant messaging service,
- on-line media
- wireless internet value added services
- interactive entertainment services
- mobile messaging services; and
- on-line advertising services
Here is the story of the most valuable Chinese brand
Sweetgreen is capitalizing on the healthy food trend by offering locally sourced, fresh, and affordable ingredients.
Founded in 2007, sweetgreen is a fast-casual destination for fun, delicious food that's both healthy and aligned with values of healthy food. They source local and organic ingredients from farmers and partners they trust, supporting the communities and creating meaningful relationships.
How is it like to download a coffee table? Or at least a digital model of a coffee table that you could customize and then you just print it out.
Mind it, it is not a picture of a coffee table but an actual, physical three-dimensional object that lives in your living room. Well, it is all possible. It is the world of 3D printing and it is going to change everything. It will redefine the way we think about innovation, design, manufacturing and distribution.
Simply put, 3D printing is the process of making 3 dimensional, solid objects from a digital file. 3D printers bridge the gap between the digital and physical worlds. It uses very thin layers of plastic, which are as thin as a sheet of copy paper, to build an object from the bottom up. Unlike other forms of manufacturing where the excess is carved, cut or melted away, leaving a ton of waste. It creates a new item by adding only what is needed.
And 3D printing isn’t limited to plastics. Already, you can print stuff to glass,metal, food and even organs.
We are heading towards limitless customization. The promise of 3D printing is huge. We can print any object we can imagine, and have it in our hand in just matter of hours. And in immediate future, it could mean that with today’s desktop machine we can print our favourite sunglasses, phone case and our coffee mugs. Your printer can also print the jewelry line you always want to make, but couldn't afford to produce. You can print your car. Build your house in 24 hours with big size 3D printers. It is not only convenient but also is cheaper.
So with 3D printers we can think about all the possible applications. But all of these great products have one thing in common-rigidity. That means they are going to keep that shape once we print them, unless we heat the object under a flame or cut it through a hacksaw. But with the advent of called 4D printing everything could change!
That’s right, its one D better! 4D printers can create programmable matter, which will allow us to create object that could reshape them or self assemble over time.
Skylar Tibbits, the man who really came up with this idea of 4D printing, has created programmable sheet material. A successful demonstration at MIT lab already showed that a sheet of plastic, when submerged in water, can clench up into the sheet of a cube. And a cube is just the beginning!
Think about it on the really big scale. What about skyscrapers and bridges. If we could make them out of smart materials like smart beans and smart bricks, they could heal themselves after weather damage or prepare for something massive like an earthquake.
That’s a long way of course, but it is always fun to play with possibilities. This whole new subject should give us a pause and also excite us at the same time. We are at the cusp of something very new and amazing.
The best part is that if you lose your brain thinking about it , you can always print another one.Welcome to the amazing world of 3D and 4D printing. Are you ready for the invention of this magnitude? I have already planned to print a new dress and and a toy for my little one.
Below are three resources you may like to explore
- My article on 4D Printing that was published on InformationWeek in Sep,14
How many objects do you have which are connected to the
internet?
About a decade ago you probably would have said 1 or may be 2. But today we have computers, personal computers, tablets, smart
phone, video games, media player, smart TV, wearable devices and smart
refrigerators.
Now extend this trend
outward, what do we get? Gartner, a research firm estimates that
by 2020, there will be 25 billion objects connected to the internet. We
are talking about the world blanketed with billions of sensors. These sensors
are taking addresses from real physical objects in the world and uploading them to
the internet. We are creating an environment where everything is getting
connected. Internet of Things is no more a buzzword, it is the next mega trend.
IoT’s roots can be
traced back to the Massachusetts Institute of Technology (MIT), from work in
the field of networked radio frequency identification (RFID) and emerging
sensing technologies. Kevin Ashton coined the term Internet of Things for the
first time in 1999. IoT
represents the next evolution of the Internet, taking a huge leap in its
ability to gather, analyze and distribute data that we can turn into
information, knowledge, and, ultimately, wisdom.
Now
the question is how many objects could be connected to the internet. So
consider this –the latest version of internet connection protocol IPV6 can create more addresses than there are atoms on the surface of the earth. So, it
is almost limitless.
Now, let us also see some
real life examples where Internet of Things is already a reality. IoT is already among us with the Nike Fuelband, FitBit, Google Glass and finally the Apple Watch which was a pivotal moment in the internet of things (IoT) revolution. The smartwatch incorporates fitness tracking and health-oriented capabilities as well as integration with iOS and other Apple products and services.
Mimo,
another company can track your little ones. Through the Mimo app you can hear
your little one’s coos and cries, know if your little is awake or asleep; it
can check your baby’s body position and be notified if he or she rolls over. Available
on both Android and iOS, the Mimo app lets you stay in-tune with your baby,
from anywhere in the world.
If there is traffic congestion, then we can monitor vehicles and
pedestrian levels to optimize driving and walking routes
Through distributed control in specific places of tremors we can have early detection of earthquakes. This can save lots of human lives
We can build a smart supply chain that can provide identity,
location, and other tracking information from the manufacturer to the retailer
In summary, IoT is
transforming every industry be it healthcare, energy, agriculture, education or retail. The
Internet of Things (IoT) is a VISION. It is being built today. Modern strategist Michael Porter says that eventually, the IoT
will deliver products that decide. This is going to give a real opportunity for
a surge of growth—a surge of productivity, a surge of innovation.
Today, the Internet of Things might look like the Internet of the 1990s but the potential for future is unimaginable. Though this is a vast concept but this video tries to simplify things for us!!
Sephora is a beauty retailer and belongs to the
LVMH group. It was founded in Paris, France in 1970 and focuses on prestigious
and emerging brands across the categories make-up, fragrance, skincare,
haircare and nails.
While,
the beauty specialist retailers have grown at a CAGR of 6% since 2009, Sephora
has outgrown the market with double digit growth. Technology plays a big part
in that growth. Technologies inside the store enable Sephora to provide
customers with very individual recommendations and unbiased feedback that can
hardly be found in department stores or branded beauty outlets. Technology
allows Sephora to capture different shopping profiles and allows to capture a
large share of demand. The technologies in store and omnichannel integration
transformed the previously rather offline focused beauty industry to an online
platform.
Digital technologies are used to create an
integrated multi-channel experience to capture most shopping preferences and
thus sales. Additional to the stores, Sephora operates a mobile app and several
websites. Technologies inside the stores enable customers to find products on
touch screen booths via tests, such as the fragrance IQ or by scanning
barcodes. The screens allow customers to read reviews, see pictures of other
consumers using it, inform about ingredients, educate about uses or offer
matching other products. Customers can directly sent these recommendations to
their email, save them to their Beauty Insider account or print it at the booth
to discuss with cast members. The same tests can be found online and offer
customers the opportunity to purchase matching products through the online store
A value proposition is a promise of value to be delivered. It’s the primary reason a prospect should buy from you.
A value proposition is a clear statement that
explains how your product solves customers’ problems or improves their situation (relevancy),
delivers specific benefits (quantified value),
tells the ideal customer why they should buy from you and not from the competition (unique differentiation).
Value proposition needs to be in the language of the customer. It should join the conversation or connect with issues and motivations that is already going on in the customer’s mind.
Value proposition usually consists of a block of text (a headline, sub-headline and one paragraph of text) with a visual (photo, hero shot, graphics).
Headline. What is the end-benefit you’re offering, in 1 short sentence. Can mention the product and/or the customer. Attention grabber.
Sub-headline or a 2-3 sentence paragraph. A specific explanation of what you do/offer, for whom and why is it useful.
3 bullet points. List the key benefits or features.
Visual. Images communicate much faster than words. Show the product, the hero shot or an image reinforcing your main message.
The best value proposition is always clear: what is it, for whom and how is it useful? If these questions are answered, we’re on the right path. We should always strive for clarity.
If our value proposition makes people go guessing or wondering about the claims, we’re doing it in a wrong way. If the reader has to read a lot of text to understand our offering, we’re doing it wrong. Yes, sufficient amount of information is crucial for conversions, but we need to draw them in with a clear, compelling value proposition first.
So a good value proposition should have
Clarity! It’s easy to understand.
It communicates the concrete results a customer will get from purchasing and using your products and/or services.
It says how it’s different or better than the competitor’s offer.
It avoids hype (like ‘never seen before amazing miracle product’), superlatives (‘best’) and business jargon (‘value-added interactions’).
It can be read and understood in about 5 seconds.
The key thing to remember is that we need to be unique in the customer’s mind. There is an interesting article on Value Proposition on Forbes. Read Here.
The realities in the physical and virtual worlds are fast disappearing. Augmented Reality is nothing but something that enhances the physical with digital. Augmented reality is a new medium for communication. Virtual reality requires stepping out of the physical world into the digital world, while augmented reality merges both the physical world and the digital world. One of the fascinating examples of augmented reality that I have come across is the DAQRI Smart Helmet that will change how we work in future. Have a look!!
One of the pertinent questions on leadership is that how do we become more inclusive?
Inclusive leadership benefits everyone. It positively impacts everyone. It doesn't matter whether you're a man or a woman, young or old, of any skin color, race, ethnicity, or nationality. Anyone can be an inclusive leader. You can be an inclusive leader, and inclusion benefits everyone.
So you must be wondering what exactly is inclusion. The dictionary says, inclusion is the action or state of being included, or including others in groups and structures.
Inclusion happens when we value both the differences and the commonalities of others.
When we value differences it means that we value uniqueness or distinctiveness in others. Standing out from a crowd and being recognized for what we bring to the table, what's unique about us?
When we value commonalities we value belongingness in others. Being and feeling accepted as part of the crowd, regardless of our differences or similarities with others. It really is about fitting into that group.
Inclusion happens when we value both the differences and the commonalities of others.
Now, let us also try to dissect who is a leader and who is a follower?
A video that appeared on the internet a few years ago was used in a TED talk given by Derek Sivers explains the concept of a leader and a follower very aptly.
The best line that I liked in the video is when Derek says
"The biggest lesson...is that leadership is over-glorified. That, yes, it was the shirtless guy who was first, and he'll get all the credit, but it was really the first follower that transformed the lone nut into a leader....If you really care about starting a movement, have the courage to follow, and show others how to follow.”
It's no secret that a dependence on technology affects individuals and families, with studies showing that 80 percent of teens own mobile devices. Kids in general spend only four to seven minutes playing outside daily, according to the American Camp Association.
To rally against this over-connectivity, Cabela's, in partnership with country singer Justin Moore, announced today the launch of Disconnect Day, a nationwide campaign encouraging Americans to step away from their devices for a day of their choosing to enjoy outdoor activities, while reconnecting with themselves, family and friends.
The core idea behind Disconnect Day is to remember how rewarding the outdoors can be in strengthening the relationships in our lives, said Scott Williams, Cabela's chief marketing officer.
"When our children grow up, they aren't going to remember how many likes they got on a status update, but they will remember their family camping trips and the first fish they caught," he said.
To launch the initiative, Moore will take the Disconnect Day pledge and is challenging others to do the same at the Third Annual Cabela's Great Outdoors Archery Event.
The campaign anthem is Moore's new rendition of the classic song, "What a Wonderful World," which can be downloaded for free on www.MyDisconnectDay.com starting May 1, 2015
CMOs need to work ceaselessly to keep up with trends in the digital marketing
ecosystem. From mobile apps to the marketing technology stack, early adopters
and digital laggards alike are evolving along with the consumer media
landscape.
eMarketer
has curated a Roundup of interviews with CMOs at brands, publishers and more to
collect insights about the challenges and opportunities on marketers’ horizons
today. Key elements of the report include
Key
elements include:
How CMOs are implementing technology as part of the
marketing stack
Why major brands are still using traditional media for
big campaigns
What retail CMOs hope to achieve with visual search
How CMOs decide what to do—and not do—on mobile
Interviews with CMOs at Dun & Bradstreet, Arby's, Neiman Marcus, AOL
and more
According to the study by PWC and NRF, retail is the largest private employer in the United States. Retail directly and indirectly supports 42 million jobs, provides $1.6 trillion in labor income and contributes $2.6 trillion annually to U.S. GDP. The report also makes clear that retail is American small business. An overwhelming majority of retail businesses (99%) employ fewer than 50 people. In fact, these retailers provide 40 percent – or 11.5 million – of the 29 million jobs in retail.
For decades, athletes saw emotional vulnerability as something to be shunned, a personal shortcoming that must be internalized and kept out of the limelight at all costs. Competitors seemed to hatch into life as fully formed adults—stoic, hardened and almost inhuman in their single-minded fortitude.
Nico Calabria, born with one leg, is not a professional athlete. But his story and accomplishments sparked Coca-Cola's sports drink brand to feature him as part of its 2014 FIFA World Cup campaign.
In the ad, by Wieden + Kennedy Amsterdam, we watch home videos as Nico grows from a toddler to a confident child and finally into his teen years, when his talent for soccer becomes truly remarkable.
For all the amazing moments in the video, one subtle scene stands out above the rest: Asked how old he is, Nico says he's 8—and the look he gives speaks volumes. In the span of a minute, we've watched him learn to make the most of the body he was born with, and his hard-earned confidence comes across clearly, with little more than a raise of his eyebrows.
Nico went on to climb Mount Kilamonjaro, became a YouTube sensation and landed a spot as the youngest member of the U.S. national amputee soccer team. You can read more about his life in a profile written by Coke to announce the ad.
While brands will continue to bring us more emotional backstories of athletes from every walk of life (with many ending up more cloying than compelling), if even a small number can generate this kind of sincere impact and inspire future generations, the trend definitely won't be a bad thing.
Approximately 2.37 billion chip cards have been issued worldwide, helping countries create more secure payment experiences for consumers.
Countries that accept EMV chip cards have seen a variety of benefits. For example, the UK has seen a 72% drop in face-to-face fraud since 2004. Between 2011 and 2013, Canada has seen domestic counterfeit card fraud decrease by 48%. Know more in the infographic below
The National Restaurant Association’s comprehensive, annual outlook for and overview of the U.S. restaurant industry, covering national and state-by-state sales and employment forecasts, as well as workforce, segment, consumer, technology and menu trends.
Driven by an improving economy, restaurant industry sales are expected to hit a record high of $709.2 billion in 2015. Although this will represent the sixth consecutive year of real growth in restaurant sales, the gains remain below what would be expected during a normal post-recession period due to a range of challenges. However, the restaurant industry will remain the nation’s second-largest private sector employer with a workforce of 14 million.
The results of Entrepreneur's 36th annual Franchise 500 published in Dec, 2014 reveal that franchises of all stripes are continuing to rapidly expand, with these top 10 franchises leading the pack. Here, is a quick look at the SUBWAY's strategies for success and goals for the upcoming year.
SUBWAY has 43,664 restaurants across 110 countries as on today. The company says there’s still room for another 8,000 in the U.S. (on top of the nearly 27,000 currently open). If it seems like there aren’t enough available strip malls or street corners left for that, you may be right: Subway’s growth is chiefly in international markets and nontraditional spaces. The company has more than 1,900 units in Walmart stores and put its emphasis in 2014 on moving into hospitals (about 300 across the globe so far).
But Subway is not trying to dominate the franchise world by sheer unit numbers alone; it’s also going after consumers with all-day options. New breakfast items were rolled out a few years ago, and the Flatizza, a small flatbread pizza, represents Subway’s entry into the fast-growing snack category. While the company’s $5 Footlong
has become an iconic promotion, it’s hoping its new Simple $6 Menu—featuring a choice of six 6-inch subs, plus chips and a drink—will become a fast-food staple in 2015.
Branding has been a complex subject...needless to say that over 6400+ books have been written on this subject and we are still counting. So, let us simplify the notion of Branding. This video was conceived, written and narrated by award-winning designer, branding specialist and Fast Company blogger David Brier to distill branding down to its basics answering that basic question "What is branding?"
Written plainly with equally minimalistic motion graphics, this video unveils the magic, the spark and the simplicity that is branding in its most fundamental form. Perfect for entrepreneurs, CEOs, innovators, rebels and disruptors of any kind. Here is the narration What is branding?
As creators, we want to think it’s about us, our brilliant talent, our skills we’ve perfected over the years — all these magical things: color, space, shape, tension, harmony, typography, beauty, simplicity.
Then why do certain brands become great brands?
Brands that: • connect, • resonate • and spread like wildfire...
It’s because we tapped into our ability to see. Not as ourselves, but as others.
To see the minute details and trends others don’t see.
Not just on the computer screen. Or in books. Or in galleries.
But in — and through — the eyes, hearts and minds of people.
Geniuses have that special skill to look at the universe of people and translate that into the universe of visual and written communications, to transform those observations we each sense into something we can each tangibly see. And understand.
That is the magic.
That is the spark.
That is the genius... that gets each of us interested. And keeps us going.
Very insightful and detailed analysis on Silicon Valley Competitiveness and Innovation Project for 2015. The project looks at the factors driving employment and economic development at the Valley, and issues that might hinder further growth. Some of the interesting facts include disproportionate employment of people in innovation related work, high presence of VCs, 62% higher labor productivity than US’ average, and escalating housing cost.
For over 140 years people have been customizing Levi's 501 jeans. Levi’s invented blue jeans and it's still the world’s denim leader, but with increased competition, the old-schooler is looking to boost its brand (and sex) appeal with youths Levi's now finds itself at the intersection of old and new, striving to maintain a well-established brand and cultivate new fans, a generation raised on multiple choice, on demand availability via digital channels—and the well-honed ability to vote on brands with their discretionary dollars. “Making icons matters, but you have to continue to innovate.” tells James Curleigh, brand president told the US National Retail Federation trade show that happened last month, Levi’s wants you back, and it's listening.
McDonald's, which stand among the American capitalism’s greatest success stories is now losing market share, losing sales, and suffering one heck of a identity crisis. McDonald’s CEO Don Thompson finally ran out of time to fix the restaurant chain’s deepening problems.Thompson would step down as CEO and board member on March 1, 2015 and be replaced by Steve Easterbrook, its chief brand officer who is responsible for fixing the fast-food operator’s marketing and menu. In addition to Thompson’s departure, the company also announced that Chief Financial Officer Pete Bensen will take on the newly-created role of Chief Administrative Officer, overseeing functions that support operations.The move comes a week after McDonald’s, the world’s biggest restaurant company, reported fourth-quarter and full-year results that made 2014 the first with a decline in same-store sales in a dozen years. So what has gone wrong? 1. Perception: McDonald’s is the quintessential quick-serve restaurant. It has risen to the top of the fast-food chain by being “fast” and “convenient.” Neither of these selling points, however, is as high as it was even a decade ago on Americans’ list of dining priorities. A growing segment of restaurant goers are choosing “fresh and healthy” over “fast and convenient,” and McDonald’s is having trouble convincing consumers that it’s both. McDonald’s has forgotten over the past decade that the consumer makes emotional decisions.When consumers choose you based on convenience and price, you’re just a commodity. McDonald’s should not confuse frequency with loyalty. For McDonald's it is a battle over perception, and they’re losing the game pretty fast. 2. Menu Management: One of McDonald's operational failures is to do with the menu creep. In 1990 McDonald’s menu, the restaurant offered 33 items and that was up 25% from 1980. Today the menu has 121 items, a 75% increase from 2004. Overall, McDonald’s brings in about $20,000 in sales per offering, per restaurant, on average. Compare that with high-end burger joint Shake Shack. Each of its 44 menu items average about $66,000 in sales per store—more than three times the average for McDonald’s. Menu management is like organizing a closet. When one new item comes in, another must go out or chaos ensues. McDonald's is trying to be all things to all people who walk in their doors. In truth, McDonald's thirty percent of sales come from just five items—Big Macs, hamburgers, cheeseburgers, McNuggets, and fries. The drawback is that both a new menu and a big menu slow down operations. 3. Pricing:McDonald’s business model is to incrementally grow average check and guest counts. Each year the company raises its menu prices to cover increasing food costs, but it generally keeps those price hikes below the rate of inflation for “food away from home” to stay competitive.When the company nudged up prices above food-away-from-home inflation in the first quarter of 2014 (a rare move for McDonald’s), the average check grew, but the number of customers dropped.To get around this constraint, McDonald’s employs a barbell strategy for pricing—Dollar Menu items on one end of the spectrum and premium items (the McWrap, Mighty Wings) on the other. The hope is that customers will be drawn into the restaurant by the Dollar Menu and then tempted to buy a product with better margins. That kind of trading up was easier for customers in 2002, when the Dollar Menu launched and a Big Mac cost $2.49. But over time the weights on the barbell have moved further and further apart refer to the chart below
Today the average Big Mac in America costs $4.80, which many believe is too much of a jump.As the premium products creep closer to the pricing of restaurants like Panera Bread and Chipotle—a relatively new class of eatery labeled “fast casual”—and even approach designer burger joints like Shake Shack and Five Guys, McDonald’s risks losing customers. The other option is to adjust the weight on the low side. About 15% of the company’s sales came from its traditional Dollar Menu—where for years everything cost a buck. To improve margins there, the chain in 2012 carved out a new roster (called Extra Value Menu), where some food cost more than a buck. No surprise, it flew as well as the Mighty Wings. However, after eliminating the Extra Value Menu last year, it launched the Dollar Menu & More, which is another hodgepodge of offerings by McDonald’s. Pricing, still remains one of the biggest conundrums for McDonald's.
4. Health Scares and Geopolitics: McDonald's business in Asia—where it makes nearly a quarter of its global revenues—has been hit by several health scares. Sales in China fell sharply after one of its suppliers was discovered last July to be using expired and contaminated chicken and beef. More recently, several Japanese customers have reported finding bits of plastic and even a tooth in their food. Geopolitics has not helped, either. Last year, some Russian outlets were temporarily closed by food inspectors, seemingly in retaliation for American and European sanctions against Russia over its military intervention in Ukraine. Some politicians in Russia have even called for the chain to be thrown out the country completely. Though, McDonald's has not much control on geopolitics but it can certainly put a hold on the health scares through stringent quality assurance. So what does McDonald's stand for and it's quest for Future? A survey in Consumer Reports showed that McDonald’s customers ranked its burgers significantly below those of 20 competitors. McDonald's food is still genuinely good food. McDonald's needs to tell it story well...feeding 70 million people a day is no mean feat.McDonald’s classic offerings may have less fat and calories than some of its leading competitors’, but consumers still aren't buying that the restaurant is “healthier.” Consider Chipotle, a chain in which McDonald’s was an early investor (it sold its stake in 2006). Chipotle’s burritos actually have more calories than a Big Mac, but the company’s fare is seen as being natural, unprocessed, and sustainable—qualities that matter more to today’s consumers than “low fat” and “low calorie,” according to a recent survey by Technomic.That’s particularly true for two key demographics McDonald’s absolutely needs to woo: families with kids under 12—Technomic found that this group’s share in the McDonald’s visitor pool declined to 14.6% in 2014, from 18.6% in 2012 and the millennials. Read the story here McDonald's real problem: It is loosing millennials At McDonald's restaurants you can engage younger customers through mobile and other technology, but if you don’t give them something that more closely aligns with what they want to order, it doesn't matter if they’re buying it on their iPhone or iPad or using Apple Pay. Chipotle uses a more pragmatic approach, a the lowest-tech method for ordering: pointing with your finger. The competitive landscape for McDonald's is fast changing. Meyer’s sparkling Shake Shack chain, founded in 2004 and set to go public perhaps as early as this year, has entered the burger wars. So have niche players like Five Guys, Smashburger, Umami Burger, Elevation, and an ever-fattening roster of competitors in a new category called “better burger.” The twin ascendance of the "better burger" and "fast casual chains" [like Chipotle and Panera, Potbelly Sandwich Shop and Noodles & Co.) already accounts for more than $30 billion in annual sales, and it is likely to hit $100 billion in less than a decade.
McDonald's is not oblivious of these challenges. In fact, it is taking lot of actions that include - simplifying the menu - giving more autonomy to regional heads to make their own product choices - has brought in Boston Consulting Group to examine its pricing strategy - commissioned two consulting groups to look for $100 million in savings that McDonald’s can then put toward digital initiatives and a program the company is grandly calling “Experience of the Future.” Through this initiative, restaurant goers can build their own burgers, choosing from 22 toppings that they select on an in-store iPad or kiosk. Will it be a success, only time will tell.
I know that McDonald's is trying to reinvent itself but it has to do it very fast. Let's hope that McDonald's get its magic back and will sizzle up in the near future.
