Google Glass

Source: WSJ, Nov 2013

the eyeware industry and Google see a broader market for the technology, the Internet search giant is exploring ideas with at least one eyewear company to put the device in optometry offices around the country and create alternative designs. 

Google is in discussions with the nationwide eyewear company VSP Global about developing prescription lenses and making more fashionable frames for Google Glass. WSJ’s Rolfe Winkler reports. (Photo: Getty Images)

VSP Global—a nationwide vision benefits provider that also makes frames and lenses—is talking with Google about making more fashionable frames for the device, developing special prescription lenses to use with Glass and training optometrists to fit the device for customers, VSP Chief Executive Rob Lynch said.

“Down the road I think this technology is going to blow up,” says Matt Alpert, an optometrist in Woodland Hills, Ca., who is on the board of VSP Global and is an early tester of Google Glass. “As soon as apps are developed that are relevant for your world, it will start to take off.”

… to reach a broader market, Google has to clear several hurdles, among them taming the device’s geeky image and adapting it for the more than 110 million Americans who are already wearing glasses to correct their vision.

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Cornell Online Executive Education

Source: VentureBeat, Nov 2013

Cornell University announced the launch of an online corporate training program called Redshift that aims to make high quality executive education more affordable and practical for businesses of all sizes.

Redshift is a subscription-based educational program that offers MBA-level online courses from Cornell, real-world projects, and individual access to mentors and advisers to ask questions and get feedback.

The program has content on business strategy, sales growth, marketing, project management, management reporting, and leadership development. It costs $40 per student per month, and groups of 20 or more get unlimited access to the courses. People can either take individual courses or the entire processional certificate curriculum.

Redshift also has social features as well as opportunities to video conference with instructors. You take assessments online and Redshift will track all your work and report progress to your employer.

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T&D Industry (2012): $292B Global, $131B US

Source: Training Industry, date indeterminate

Global Spend (USD)

North America (USD)

Rest of World (USD)

Annual Growth Rate

2012

$291.7B

$131.3B

$160.4B

2.0%

2011

$286.0B

$128.7B

$157.3B

5.5%

2010

$271.1B

$122.0B

$149.1B

10.9%

2009

$244.4B

$110.0B

$134.4B

-17.3%

2008

$295.6B

$133.0B

$162.6B

-2.2%

2007

$302.2B

$136.0B

$166.2B

NA

SOURCING BREAKDOWN

TrainingIndustry.com estimates that companies spend an average of 42% of their training budget on external (outsourced) suppliers, while approximately 58% of their budgets are spent on insourced resources.

It is estimated that the outsourced market for training services in North America (NA) was approximately $55.1B in 2012; while the insourced spend for training activities was approximately $76.2B in 2012.

Of the outsourced spend in North America in 2012, Training BPO (business process outsourcing) deals comprise an estimated 4.5%-4.8% of the market. The Training BPO market consists of comprehensive and selective outsourcing engagements, of which selective outsourcing engagements are growing the fastest.

COMPARATIVE DATA

The American Society for Training & Development (ASTD) estimated that organizations in the United States spent approximately $171.5 billion on employee training and development in 2010, according to their 2011 State of the Industry Report. In ASTD’s 2012 State of the Industry Report, they estimate that U.S. organizations spent approximately $156.2 billion on employee learning and development in 2011.

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Walking and Using Google Glass Simultaneously

Source: FastCo Design, Nov 2013

… a study of people walking and considering their visual displays at the same time.

The participants used the head display to perform two types of tasks. One was a memory task that asked test participants to detect when a repeat number appeared in a series. The other was a visual task that had them detect the appearance of a rectangle in a series of squares. Participants performed these while sitting down and again while walking a taped path in a hallway. (The hall was closed off, for safety’s sake.)

Sitting down, the tasks weren’t too tough. The trouble began when participants started walking. Once ambulatory, the participants did a little worse on the memory task and much worse on the visual task–missing 20% more rectangles and triggering 10% more false alarms.

why is it so difficult to walk and Glass at the same time? Part of the answer may be that walking requires some actual brainpower despite how automatic it feels. If that were the whole answer, though, we would expect people to do poorly at any display task while walking. In fact, participants did much worse at the visual one than the memory one.

For that reason, the researchers suspect that the brain of someone using Glass might be competing with itself for certain cognitive resources. During the visual task of spotting rectangles, for instance, attention might have been split between seeing where to walk and watching the series of squares change shape. Using our limited visual capacity for two simultaneous visual tasks may, in effect, make us worse at each.

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Strategy Positioning for Startups

Source: VentureBeat, Nov 2013

most startups are trying to ressegment existing markets or create new markets. How do you diagram that? What if the basis of competition in market creation is really the intersection of multiple existing markets? Or what if the markets don’t exist and you are creating one?

We need a different way to represent the competitive landscape when you are creating a business that never existed or taking share away from incumbents by resegmenting an existing market.

The Petal Diagram

I’ve always thought of my startups as the center of the universe. So I would begin by putting my company in the center of the slide. In this example the startup is creating a new category –  a lifelong learning network for entrepreneurs.

To indicate where their customers for this new market would come from, they drew the 5 adjacent market segments: corporate, higher education, startup ecosystem, institutions, and adult learning skills that they believed their future customers were in today. So to illustrate this they drew these adjacent markets as a cloud surrounding their company. (Unlike the traditional X/Y graph you can draw as many adjacent market segments as you’d like.)

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Curated Experiences

Source: Forbes, Nov 2013

“The easiest way to create sharability is to give people an experience,”

Different people respond to different learning approaches. But why is it that most marketing focuses only on the first two passive modes? Companies have an untapped opportunity to engage a whole new form of learning through hands-on and immersive experiences.

There is something about a moment in time that can’t be replicated, an experience that is your very own, an adventure with others that is deeply personal and memorable. It is something that can’t be achieved by a high-budget celebrity endorsement or a large ad buy.

“We’re entering a shift from mass marketing to experience marketing,” says Aliquo.

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Augmented Reality Market (2018 projections)

Source: VentureBeat, Nov 2013

Posted in Big Data, Industry Data, Invention, Mobile, Startup | Leave a comment