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A Not So Hard-Hitting Analysis Of Apple's iPad Mini Event

Eric Lai

I had some random thoughts, bon mots, and cheap shots during Tuesday morning’s Apple event.

I watched Apple’s press conference this morning planning to work up my traditional enterprise-themed blog. See my reactions to the launches of the Microsoft Surface, the iPhone 5, Samsung Galaxy S IIIiOS 6, etc.

But I got distracted by Glenn Fleishmann, who was, as usual, leading the #fakeapple commentary on Twitter. It’s total Inside Baseball stuff, but hilarious for anyone watching the press conference live on The Verge or ZDNet.

That got me thinking…

The iPad Mini is 7.9 inches, announced CEO Tim Cook. Those worker strikes must really be affecting the precision of Foxconn’s factories, as the iPad Mini gained 0.05 inches along the way from rumor to reality…

Foxconn_Worker

 “To drive home our collective dissatisfaction, we also decided to make the iPad Mini case pantone grey color 422. Rather than 421.”

Also, Hard CandyGumdrop and every other case manufacturer that had the BRAZEN AUDACITY to release their iPad Mini case before the event, they are SO screwed…

 

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 Nope, not going to fit anymore…

Credit: CNET

Actually, Apple should have rounded up the iPad Mini’s screen to 8 inches. EVERYONE knows  the number 8 is lucky in China, Apple’s no. 2 market, and other Asian cultures (it rhymes with the word for generating wealth)…

treasure-chest

That’s right, 8 rhymes with the word for “Treasure chest full of gold-foil-wrapped chocolate coins” in Mandarin. Or something like that.

Slate magazine’s Farhad Manjoo tweeted, “Nobody loves taking photos with their iPads. I mean, some people do, but those people like Nickelback.” Well, I think tablets make PERFECT cameras for seniors (no problems with tiny viewfinders here!). And I don’t know a single grandpa or grandma who loves Nickelback…

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I hear 55-year-old Spike Lee loves shooting with his iPad so much that the next “Spike Lee Joint” is going to be filmed in digital HD with an iPad and edited in iMovie.

100 MILLION iPads Sold! Someone’s got their right pinkie in their mouth…

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Meanwhile, casually letting slip that you sliced your finger on the razor-thin screen of your new iMac is going to become the new humblebrag. Like papercuts for d-bags…

8

 Not THOSE kinds of papercuts…

Whether consumers flock to the $249 Samsung Chromebook or the $1,199+ MacBook Pro this Xmas should be an official federally-tracked economic indicator, and part of the CPI (Consumer Price Index)…

We could call it the CLI – ‘Consumer Laptop Index’. For accuracy’s sake, we should have Jack Welch track it…

Thanks everyone, you’ve been a great crowd. I’m here all week…

PLUG ALERT! SAP has created a quick online quiz to see if your company could benefit from using enterprise apps. It’s created by the interactive geniuses at Jellyvision, and is narrated by a fellow who sounds just like Monty Python’s John Cleese, so it honestly is quite painless and, dare I say, almost fun, to take.

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Eric Lai

About Eric Lai

Eric Lai previously worked in Enterprise Mobile Solutions Marketing at Sybase, an SAP company. His specialties include blogging, journalism, social media, marketing communications, content strategy and writing and editing.

Why 3D Printed Food Just Transformed Your Supply Chain

Hans Thalbauer

Numerous sectors are experimenting with 3D printing, which has the potential to disrupt many markets. One that’s already making progress is the food industry.

The U.S. Army hopes to use 3D printers to customize food for each soldier. NASA is exploring 3D printing of food in space. The technology could eventually even end hunger around the world.

What does that have to do with your supply chain? Quite a bit — because 3D printing does more than just revolutionize the production process. It also requires a complete realignment of the supply chain.

And the way 3D printing transforms the supply chain holds lessons for how organizations must reinvent themselves in the new era of the extended supply chain.

Supply chain spaghetti junction

The extended supply chain replaces the old linear chain with not just a network, but a network of networks. The need for this network of networks is being driven by four key factors: individualized products, the sharing economy, resource scarcity, and customer-centricity.

To understand these forces, imagine you operate a large restaurant chain, and you’re struggling to differentiate yourself against tough competition. You’ve decided you can stand out by delivering customized entrees. In fact, you’re going to leverage 3D printing to offer personalized pasta.

With 3D printing technology, you can make one-off pasta dishes on the fly. You can give customers a choice of ingredients (gluten-free!), flavors (salted caramel!), and shapes (Leaning Towers of Pisa!). You can offer the personalized pasta in your restaurants, in supermarkets, and on your ecommerce website.

You may think this initiative simply requires you to transform production. But that’s just the beginning. You also need to re-architect research and development, demand signals, asset management, logistics, partner management, and more.

First, you need to develop the matrix of ingredients, flavors, and shapes you’ll offer. As part of that effort, you’ll have to consider health and safety regulations.

Then, you need to shift some of your manufacturing directly into your kitchens. That will also affect packaging requirements. Logistics will change as well, because instead of full truckloads, you’ll be delivering more frequently, with more variety, and in smaller quantities.

Next, you need to perfect demand signals to anticipate which pasta variations in which quantities will come through which channels. You need to manage supply signals source more kinds of raw materials in closer to real time.

Last, the source of your signals will change. Some will continue to come from point of sale. But others, such as supplies replenishment and asset maintenance, can come direct from your 3D printers.

Four key ingredients of the extended supply chain

As with our pasta scenario, the drivers of the extended supply chain require transformation across business models and business processes. First, growing demand for individualized products calls for the same shifts in R&D, asset management, logistics, and more that 3D printed pasta requires.

Second, as with the personalized entrees, the sharing economy integrates a network of partners, from suppliers to equipment makers to outsourced manufacturing, all electronically and transparently interconnected, in real time and all the time.

Third, resource scarcity involves pressures not just on raw materials but also on full-time and contingent labor, with the necessary skills and flexibility to support new business models and processes.

And finally, for personalized pasta sellers and for your own business, it all comes down to customer-centricity. To compete in today’s business environment and to meet current and future customer expectations, all your operations must increasingly revolve around rapidly comprehending and responding to customer demand.

Want to learn more? Check out my recent video on digitalizing the extended supply chain.

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Hans Thalbauer

About Hans Thalbauer

Hans Thalbauer is the Senior Vice President, Extended Supply Chain, at SAP. He is responsible for the strategic direction and the Go-To-Market of solutions for Supply Chain, Logistics, Engineering/R&D, Manufacturing, Asset Management and Sustainability at SAP.

How to Create a Culture of Continuous Learning

Polly Traylor

The digital age has transformed every aspect of corporate processes, and corporate learning is no exception. We have mobile apps, social media, and online courses to help us achieve just-in-time learning when we identify a gap in knowledge at work or in our personal lives. Companies everywhere face the challenge of training and reskilling their workforces to keep pace with technological change, business disruption, and global competition.

Yet the traditional approach to learning, accomplished through classroom training, has been transitioning quickly to more cost-effective and real-time learning methods. This transition is crucial in enabling employees to learn new technologies at the rapid pace that vendors deliver them by, along with associated skills, such as data analysis.

Additionally, Millennials, the largest workforce demographic today, are demanding new methods for learning that center on social collaboration, video, and mobile apps. Corporate learning departments are determining how and where to blend face-to-face learning with digital learning methods.

Our experts discuss the trends and challenges ahead.

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qa_qHow is the digital world affecting corporate learning today?

Elliott Masie: We’ve seen a huge spike in the use of tracked online learning. Depending on the industry, as much as 70% of learning is now driven by compliance or regulatory experiences and as much as 90% of that is delivered digitally, either to a mobile phone or a desktop or through a live Webinar. If it’s skill building, such as how to delegate in a positive way as a leader, you’ll want a blended model where some content is delivered face-to-face. When you don’t have digital learning, the irony is you have a limited supply of learning and the supply goes to the people who need it the least – those who are really enthusiastic and proactive. Once you add a digital component to learning, the supply becomes limitless, available to talent across the organization.

Karie Willyerd: My daughter wanted to apply to the Centers for Disease Control for an internship, which required statistics knowledge. So she went to Khan Academy, took a few modules, and passed the test. It’s the idea that you can instantly get the training you need. I think the softer skills, such as leadership skills, will still require a classroom. But companies are getting increasingly virtual. There will be a very limited percentage of training that is done live in the future.

Bernd Welz: The general shelf life of knowledge is shortening with the increasing pace of digital transformation, so companies need a strategy to push knowledge and make sure that knowledge is always fresh. That’s where the digital learning platforms come into play. A manager will be able to say, ”Here’s a piece of knowledge that you really need.” With the learning management platform the manager can then very effectively dispatch the course to the employee and check later to see whether the learning was completed. Learning is much more real time and proactive.

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Digital learning often consists of short snippets of content, with a video or social element, rather than longer courses that take place over a day or two. Is there a danger to fly-by-night learning?

Jim Carroll: There’s always a phrase I use with Millennials, whether it’s about video games, how they ingest knowledge, or how they play sports: it’s not bad, it’s just different. The older generations tend to retain their values and understanding of what education is, but this generation has grown up in an entirely different world. Millennials think differently about what the world is and where they can get knowledge.

Willyerd: We need to connect with other people in our learning. In one of the studies we did for my book The 2020 Workplace, people said they don’t really like e-learning. We have to come up with ways to make e-learning more sociable.

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How can companies create an effective learning culture as they transform their learning organizations to digital and just-in-time learning?

SAP_Learning-Isbell_QA_images2400x1600_2Masie: Southwest Airlines has recognized that learning is continuous. Its goal is to launch its learning program and then include follow-ups and touchbacks for the learners rather than just teach in traditional classes.

Emirates, too, has figured out that digital is where the bulk of learning takes place. It has a culture of continuous learning whereby managers regularly talk to the people about what they’re learning or bump them to new or better learning activities or resources.

Carroll: Organizations are realizing that they need to deliver knowledge where it wasn’t required before, and the time they have to do it in is compressed. Organizations used to plan a year out for the changes that were going to occur in their industry. But business is speeding up to such a degree that all of a sudden we have to get ready now, because the change is going to have a big impact on us in the next three months.

qa_q

Are corporations doing enough to invest in learning transformation?

SAP_Learning-Isbell_QA_images2400x1600_3Willyerd: Eventually, people are going to realize ”Wow, we’ve got a real reskilling thing to do here!” When you look at how much the United States puts into training as a percentage of overall revenue, I think we are in 25th place or something ridiculous like that. But how did Korea go from where it was to being such a powerhouse? The government subsidized half of all training budgets for companies. I don’t think we’re going to go that far, but I can see it being a tax deduction or a tax incentive.

I know of a large hotel chain that implemented an online social collaboration space and began to use it for innovation ideas. It got people together from different brands who could share what they were doing. Before the collaboration space, the hotel chain didn’t have a way to do this effectively; now it can foster cross-brand innovation. Corporate leaders need to understand that learning does have a bottom-line benefit when there’s the right kind of investment in it.

Welz: In many industries, companies need to transform themselves, and knowledge is the key ingredient of a successful transformation. You need to know what the state of the art is, and you can only do that if you have a systematic approach to learning. You can’t just leave it to up to the employees hoping that they will read the right books or find the right training course on their own. The transformation is much less stressful if you can assure employees that they will get the knowledge they need to be successful.

Polly Traylor is a freelance writer who reports frequently about business and technology.

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Polly Traylor

About Polly Traylor

Polly S. Traylor writes about business, technology and healthcare from Denver, Colorado.

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Why New Technology Has An Adoption Problem

Danielle Beurteaux

When 3D printing became a practical reality, in the sense that the actual printers became more efficient, less expensive, and more accessible to the average consumer, there was an assumption that the consumer 3D printing market was going to take off. We’d all have printers at home printing…. what? Our clothes? Toys? Spare organs?

That has yet to happen. 3D printing company MakerBot just went through its second employee layoff this year, driven by a market that’s developing much slower than predicted.

That same thinking is in play with a somewhat more prosaic technology – digital wallets. Apple Pay was released this year, as was Samsung Pay. There’s also Google’s Android Pay. During an earnings call, Apple CEO Tim Cook said: “We are more confident than ever that 2015 will be the year of Apple Pay.” But that expectation has yet to be realized, at least vis-à-vis consumers.

Consumers aren’t using any of the digital wallets en masse. According to Bloomberg, payments made via mobile wallets – all of them – make up a mere 1% of retail purchases in the U.S. The reason is that consumers just don’t see a compelling reason to use them. There’s no real reward for them to change from SOP.

Both these instances highlight a problem with assumptions about mass adoption for new technology – just because it’s cool, interesting, and accessible doesn’t mean a market-worthy mass of people will use it.

Who is more likely to use mobile wallets? Emerging economies without a stable financial and banking systems. In those environments, digital payments present a more secure and quicker method for purchasing. These are the same areas where mobile adoption leapfrogged older technologies because there was a lack of telecommunications infrastructure, i.e. many never had a landline phone to begin with, and they went directly to mobile. The value-add already exists. (But there are also security issues, to which consumers are becoming more sensitive. A hack of Samsung’s U.S. subsidiary LoopPay network was uncovered five months post-hack. Although one was expert quoted as saying the hackers may not have been interested in selling consumer financial info but instead in tracking individuals.)

Here’s some interesting data and a good point made: mobile payments are most popular in situations where the buyer already has his or her phone in hand and the transaction is made even quicker than swiping plastic. For example, purchases made for London Transit rides are responsible for a good portion of the U.K.’s mobile payments.

Mass technology adoption is no longer driven simply by the release of a new product. There are too many products released constantly now, the market is too diverse, and the products often lack a true raison d’être.

Learn more about how creative and innovative companies are finding their customers. Read Compelling Shopping Moments: 4 Creative Ways Stores Connect With Their Customers.

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Mobile Marketing Continues To Explode

Daniel Newman

If your brand isn’t among those planning a significant spend on mobile marketing in 2016, you need to stop treating it like a fad and step up to meet your competition. Usage statistics show that today people live and work while on the move, and the astronomical rise of mobile ad spending proves it.

According to eMarketer, ad spending experienced triple-digit growth in 2013 and 2014. While it’s slowed in 2015, don’t let that fool you: Mobile ad spending was $19.2 billion in 2013, and eMarketer’s forecast for next year is $101.37 billion—51 percent of the digital market.

  1. Marketers follow consumer behavior, and consumers rely on their mobile devices. The latest findings from show that two-third of Americans are now smartphone owners. Around the world, there are two billion smartphone users and, particularly in developing regions, eMarketer notes “many consumers are accessing the internet mobile-first and mobile-only.”
  2. The number of mobile users has already surpassed the number of desktop users, as has the number of hours people spend on mobile Internet use, and business practices are changing as a result. Even Google has taken notice; earlier this year the search giant rolled out what many referred to as “Mobilegeddon”—an algorithm update that prioritizes mobile-optimized sites.

The implications are crystal clear: To ignore mobile is to ignore your customers. If your customers can’t connect with you via mobile—whether through an ad, social, or an optimized web experience—they’ll move to a competitor they can connect with.

Consumers prefer mobile — and so should you

Some people think mobile marketing has made things harder for marketers. In some ways, it has: It’s easy to make missteps in a constantly changing landscape.

At the same time, however, modern brands can now reach customers at any time of the day, wherever they are, as more than 90 percent of users now have a mobile device within arm’s reach 24/7. This has changed marketing, allowing brands to build better and more personalized connections with their fans.

  • With that extra nudge from Google, beating your competition and showing up in search by having a website optimized for devices of any size is essential.
  • Search engine optimization (SEO) helps people find you online; SEO integration for mobile is even more personalized, hyper local, and targeted to an individual searcher.
  • In-app advertisements put your brand in front of an engaged audience.
  • Push messages keep customers “in the know” about offers, discounts, opportunities for loyalty points, and so much more.

And don’t forget about the power of apps, whose usage takes up 85 percent of the total time consumers spend on their smartphones. Brands like Nike and Starbucks are excellent examples of how to leverage the power of being carried around in someone’s pocket.

Personal computers have never been able to offer such a targeted level of reach. We’ve come to a point where marketing without mobile isn’t really marketing at all.

Mobile marketing tools are on the upswing too

As more mobile-empowered consumers themselves from their desks to the street, the rapid rise of mobile shows no signs of slowing down. This is driving more investment into mobile marketing solutions and programs.

According to VentureBeat’s Mobile Success Landscape, mobile engagement—which includes mobile marketing automation—is second only to app analytics in terms of investment. Mobile marketing has become a universe unto itself, one that businesses are eager to measure more effectively.

Every day, mobile marketing is becoming ever more critical for businesses. Brands that fail to incorporate mobile into their ad, content, and social campaigns will be left wondering where their customers have gone.

 

For more content like this, follow Samsung Business on InsightsTwitterLinkedIn , YouTube and SlideShare

The post Mobile Marketing Continues to Explode appeared first on Millennial CEO.

photo credit: Samsung Galaxy S3 via photopin (license)
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Daniel Newman

About Daniel Newman

Daniel Newman serves as the Co-Founder and CEO of EC3, a quickly growing hosted IT and Communication service provider. Prior to this role Daniel has held several prominent leadership roles including serving as CEO of United Visual. Parent company to United Visual Systems, United Visual Productions, and United GlobalComm; a family of companies focused on Visual Communications and Audio Visual Technologies. Daniel is also widely published and active in the Social Media Community. He is the Author of Amazon Best Selling Business Book "The Millennial CEO." Daniel also Co-Founded the Global online Community 12 Most and was recognized by the Huffington Post as one of the 100 Business and Leadership Accounts to Follow on Twitter. Newman is an Adjunct Professor of Management at North Central College. He attained his undergraduate degree in Marketing at Northern Illinois University and an Executive MBA from North Central College in Naperville, IL. Newman currently resides in Aurora, Illinois with his wife (Lisa) and his two daughters (Hailey 9, Avery 5). A Chicago native all of his life, Newman is an avid golfer, a fitness fan, and a classically trained pianist