29 Aug 06 Philips Research: Techniology: Digital Society: Entertaible
Entertaible concept: combination of electronic gaming and traditional board games
The Entertaible concept is a tabletop gaming platform that marries traditional multi-player board and computer games in a uniquely simple and intuitive way. Entertaible comprises a 32-inch horizontal LCD, sophisticated touch screen-based multi-object position detection, and all supporting control electronics. It allows the players to engage in a new class of electronic games which combines the features of computer gaming, such as dynamic playing fields and gaming levels, with the social interaction and tangible playing pieces, such as pawns and dies, of traditional board games.
Initially targeting social gaming away from home in locations such as pubs, bars, hotels or restaurants, Entertaible has the potential to evolve into a gaming platform for the consumer market.
Tags: Design, Innovation, Interaction Design, New & Notable, Product Design, Research
23 Aug 06 Computers Writing the News at Thomson
Thomson Financial has begun replacing humans with computers to write stories in the newsroom. The computers work so fast that an earnings story can be released within 0.3 seconds of the company making results public. You can’t break a story much faster than that!
This is not about cost but about delivering information to our customers at a speed at which they can make an almost immediate trading decision, said Matthew Burkley, senior vice-president of strategy at Thomson Financial.
This means we can free up reporters so they have more time to think.
Think about updating their resumes ;-)
22 Aug 06 Revealed: World’s Oldest Computer
The “Antikythera mechanism,” calcium-encrusted bronze mechanism found 102 years ago amid the wreckage of a cargo ship that sunk off the tiny island of Antikythera in 80 BC, has recently been identified as the world’s oldest computer. Hidden inscriptions reveal the complex collection of cogs, wheels and dials were once used to map the motions of the sun, moon and planets.
16 Aug 06 The Expert Mind
Scientists studying the mental processes of chess grandmasters have uncovered clues that suggest how people become experts in other fields as well.
Their evidence reveals that chess grandmasters rely on large amounts of stored knowledge of game positions. Some scientists have theorized that grandmasters organize the information in chunks, which can be quickly retrieved from long-term memory and manipulated in working memory.
To accumulate this body of structured knowledge, grandmasters typically engage in years of effortful study, continually tackling challenges that lie just beyond their competence. The top performers in music, mathematics and sports appear to gain their expertise in the same way, motivated by competition and the joy of victory.
What’s fascinating here is the suggestion that experts are made not born when we tend to think just the opposite.
Tags: Psychology, Research, Science
13 Aug 06 All Brains Around the Table and No Field Research Makes Jack a Dull Product
A nice article in The New York Times Business section on customer research: Get Out of That Rut and Into the Shower (I can’t vouch for the title though). I really liked the fact that this brief article steered clear of the usual academic rhetoric about anthropology and ethnographic methods. Instead, just a couple of quick anecdotes that illustrate why it’s so important to get out and observe your customers.
For those of us who spend our time turning customer research and understanding into solutions we know that all forms of customer-centered design are not created equal. There is a continuum that breaks down something like this:
I am the customer –> I asked the customer –> I observed the customer
I am the customer
Customer empathy is a great thing and sometimes all you can do is put yourself in a potential customer’s shoes. It certainly beats designing for yourself and assuming everyone else will love it. It’s important to remind yourself that you’re almost never close to a customer’s world and even if you are, you bring all sorts of baggage, bias and insider knowledge to the equation. I call this the “Brains Around the Table” approach.
I asked the customer
Asking the customer is by far better than pretending to be the customer. Still we know from experience that customers are prone to telling us what they think we want to hear and they’re terribly bad at imagining alternative futures. In fact, quite often a customer’s perception may be dramatically different from reality. Still, we can gleen insightful information in this way if we understand the limits.
I observed the customer
By observing the customer you see how they really live, work and play. You see real experiences in action as they unfold. You see problems and fixes that the customer may not even be aware of. You see the patterns of their behavior that point to new ideas, solutions, products, services and futures. These patterns are the foundation of innovation!
Tags: Contextual Research, Ethnography, Innovation, Research
04 Aug 06 On Brand, Innovation and Customers
Jennifer Rice over at Brand Mantra posted some interesting thoughts on “Innovation and brand extensions.” She was responding to a readers who asked if Amazon’s recent performance problems were due to brand extension. She responded with a clear position:
Amazon has definitely overextended itself to a generic “online shopping destination.” It no longer stands for anything meaningful or memorable.
[...]
So coming back to the original question about Amazon…although it was initially groundbreaking, its focus has become highly diluted; it’s moved from innovative ideas to selling groceries. Big mistake; that’s like Mark Cuban becoming a bag boy. By trying to be all things to all people, a brand becomes nothing to anyone.
Let’s break this down a bit. Amazon.com was initially groundbreaking because they sold stuff online. Ecommerce was brand-spanking new. Jeff Bezos’ mission has always been about Amazon.com being the trusted destination to purchase all things online. They’ve focused heavily on their customers – understanding them and meetings their needs – and less on their competition. The Amazon.com brand is about trust, security, convenience, value and understanding.
I would argue that Amazon.com does stand for anything meaningful. They are a safe, secure, trusted partner to their customers. Their customers trust them with a lot of personal information and sleep well at night. Their customers trust them to make recommendations and feel confident they’ll deliver. Innovation is important as Amazon works to deliver over time but I don’t believe the brand hinges on it.
Company brands, like people brands, are most successful when they don’t try to pander to everyone’s tastes. They have a definite vision that’s different from the alternatives. Consumers buy into their vision or not. if it’s a clear vision, it’s easily recognizable regardless of the product to which it’s attached. This is perhaps why some of the most successful companies are associated with a figurehead who has a strong personality. You either love them or hate them, but they probably don’t care too much about what you think.
Virgin = rebel = Richard Branson. Richard sets out to do something rebellious in whatever industry he chooses to enter. The Virgin brand is based not around what Richard does, but how he does it. Consumers understand that anything with the Virgin label will likely have a unique experience attached to it. Therefore, the only way Virgin can be successful with new ventures is to make each one rebellious and new for its respective industry. If the new venture is innovative, it’s consistent with the brand. Unfortunately, the Virgin brand is so closely tied to Richard that it will likely flounder when he leaves (ditto for Steve Jobs.)
Though few would admit it, many of the folks working in the brand space struggle with the importance of the customer in the brand equation. They focus heavily on ‘branding’ (dictating) and less on ‘brand’ (delivering). They approach a brand as if it’s a two-step process: (1) Define the brand, and (2) repeat the brand definition.
Here’s how I define a corporate brand:
Brand = the sum of all perceptions resulting from every point of contact a person has with a company either directly or indirectly over time.
We can deliver the message that a company is innovative, or even rebellious, and customers will line up to see what’s up! Unfortunately the brand doesn’t stop there. The company must then deliver something of value to maintain it’s customers. Perhaps more importantly, the company must deliver in a way that’s harmonious with the projected brand message. If it fails to do so a brand will develop from the mixed messages.
Virgin = rebel = Richard Branson. Richard sets out to do something rebellious in whatever industry he chooses to enter. The Virgin brand is based not around what Richard does, but how he does it. Consumers understand that anything with the Virgin label will likely have a unique experience attached to it. Therefore, the only way Virgin can be successful with new ventures is to make each one rebellious and new for its respective industry. If the new venture is innovative, it’s consistent with the brand. Unfortunately, the Virgin brand is so closely tied to Richard that it will likely flounder when he leaves (ditto for Steve Jobs.)
So will Virgin or Apple crumble if their leaders leave? They may if their respective companies are not delivering what they themselves are selling. But if their companies are delivering, the brands need not die when they depart.
Amazon has done well to keep Jeff Bezos somewhat under the radar. While the company may have it’s ups and downs they can maintain success and a strong brand by continuing to focus on delivering value to their customers.
Tags: Brand, Innovation, Internet
02 Aug 06 Dubai the Way
Real estate projects worth Dh165 billion ($45 billion) are currently under construction in Dubai with another Dh165 billion ($45 billion) in the development stages according to recent estimates.
Freehold and leasehold property laws allowing non-GCC expatriates to own homes in various emirates have rejuvenated the real estate market, bringing to an end the uncertainties about properties already bought or booked. This in turn has paved the way for buyers to focus on the design and decoration of their homes.
For such buyers, the ideal opportunity comes in the form of Dubai Ideal Home Show. The show is scheduled to take place at the Airport Expo Dubai from November 30 to December 3.
The GCC and the Middle East regions have witnessed sustained buyers interest including from internationally renowned professionals following the move by Dubai back in 2002 to allow freehold property for expatriates. Major projects announced subsequently have seen most of the properties being bought by either investors or homeowners.
Collecting imagery from the many Dubai projects–past, present & future–has become quite a hobby:
Dubai Projects: Palm Island, etc.
Tags: Design, Interior Design, Product Design
