Archiv für den Monat Februar 2016

The Electric Car Revolution Is Now Scheduled for 2022

2017 Chevrolet Bolt EV

www.wired.com/2016/02/electric-car-revolution-now-scheduled-2022

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Barriers To Augmented Reality Are Holding Us Back From The Holodeck

There is more money and talent invested in virtual and augmented reality than ever before. Indeed, more than $3.5 billion has been invested into virtual and augmented reality startups in the past two years. The industry is growing fast; Goldman Sachs suggests the combined hardware and software market for VR and AR will reach, on a base case, $80 billion by 2025, with a potential to reach more than $180 billion.

Many experts believe that in the long run, augmented reality will represent the larger opportunity, as the ability to introduce all manner of information and experience into the natural environment transforms markets, and indeed the nature of our existence.

Companies such as Magic Leap are attracting enormous investment on such promise. But from a technical perspective, augmented reality is considered more difficult, as creating responsive media in the real environment is full of technical challenges.

Recently, seven scientists from universities with leading research programs in virtual and augmented reality published the proceedings of discussions related to the technical challenges in realizing the AR opportunity.

Beyond the technical challenges to achieving true augmented reality, the researchers pause to consider ethics.

Co-authored by Christian Sandor, Martin Fuchs, Alvaro Cassinelli, Hao Li, Richard Newcombe, Goshiro Yamamoto and Steven Feiner, Breaking the Barriers to True Augmented Reality considers the main approaches to realizing augmented reality, as well as the technical and ethical challenges, in order to draw conclusions on what direction future development of AR might take.

First, the researchers consider the four main approaches to achieving true augmented reality, which can be represented on a scale of “decreasing order of physicality” from “manipulating atoms” to “manipulating perception.” These four approaches include:

Controlled matter: Arguably the most technically challenging approach would be to manipulate or reconfigure atoms in order to change the physical environment. Think Star Trek Holodeck. While this may seem outlandish today, there is research in this direction. The researchers point to “displays that use magnetic fields to rapidly create shapes out of ferromagnetic fluid,” and another class of displays that “levitate solid objects in a field of overlaid ultrasonic or magnetic waves.” The challenges to realizing this approach include safety and energy requirements.

Surround AR: The “next best thing to manipulating atoms is manipulating photons,” in order to make objects in the environment visually indistinguishable from physical reality. The researchers imagine environments replete with light-field displays that create very realistic visual effects. Haptics might be achieved by “stimulating the user’s skin through ultrasound waves.” The challenges to this approach include the immensity of the data processing required and the ability to achieve high resolution. Thus, technology for plenoptic displays remains “in its infancy,” even while light-field sensors have advanced.

Personalized AR: This approach revolves around displaying information only in the subset of the environment that a particular user is experiencing. Examples of this approach include some the most commonly known devices today, such as Google Glass and Microsoft’s HoloLens. Challenges to this approach include tracking at “sufficiently high update rates and low latency.”

Implanted AR: The researchers admit this may be the most “extreme” approach to achieving true augmented reality, but another option is not to manipulate the information sent to a user’s perceptual system, as in the prior three approaches, but rather to manipulate the perceptual system itself.

This approach has a long history of being depicted in science fiction, including movies such as The Matrix and Total Recall. This approach may first become widespread as new technologies augment the experience of those with conditions such as blindness. Later, it may be applied to augment the reality of the healthy.

Beyond the technical challenges to achieving true augmented reality, the researchers pause to consider ethics. Imagining such powerful technology, which may permit us to entirely manipulate the human experience of reality, raises big questions: Who will control its deployment? Who will ultimately be in control of its augmented content and for what purposes will it be used? Will individuals be freed or locked into purely commerce-driven experiences? Will augmented reality enhance our quality of life and promote better communication and deeper understanding, or “isolate and project us into a world of delusion?” Open questions.

But as the desire to sate the human imagination has driven the development of other media throughout history, augmented reality will continue to emerge, as advances in disciplines beyond just “optics, computer graphics, and computer vision” converge to make the above approaches possible.

While our experience of this world has in past included physical, biological, ethical and other practical limitations, the researchers note, augmented reality will free us from such boundaries. Market estimates, even in their billions, seem insignificant next to the scale of such ambition.

Read NYC Media Lab’s special report, Exploring Future Reality, here.

techcrunch.com/2016/02/25/barriers-to-augmented-reality-are-holding-us-back-from-the-holodeck

Digital-Savvy Millennials Will Sacrifice Privacy for Personalization – And that’s good news for marketers

Marketers have grappled with privacy regulations for years, but the rise of younger generations who are accustomed to receiving targeted digital ads may finally be changing the game for retail brands.

Speaking during a panel titled „Retail: Convergence of digital and physical,“ Nick Jones, evp of innovation and growth at Leo Burnett’s Arc Worldwide retail practice, said millennials and Gen-Z  are warming to technologies like NFC (near field communication) and mobile payments that deliver personalized content such as coupons or videos.

„By definition, things like NFC are opt-in because the shopper is making a decision to tap the product,“ he said. „The new generation of millennials and even younger audiences are getting more familiar with that kind of blended world where there isn’t quite as much of a protection of privacy.

„Frankly, they’ve kind of grown up with the personalization of content where I’m aware of where you’ve shopped, where you left a [shopping] basket, and I’m going to remind you. They see that more as a value than necessarily an intrusion of their privacy.“

http://www.adweek.com/news/technology/digital-savvy-millennials-will-sacrifice-privacy-personalization-says-leo-burnett-exec-169869

Inspire Loyalty With Your Leadership: Here’s How

As the leader of your business, you’re surely aware that the loyalty you inspire in your employees is more than just important; it’s essential.

Beyond producing improved results from your employees and reducing turnover in your staff, the loyalty you encourage in your team — through the behaviors that you exemplify –will extend itself to your customer base, and beyond.

Loyalty isn’t something you can just gain, at the drop of a hat. To be a leader truly worthy of loyalty takes hard work and requires self-inquiry and a clarity of mind. After all, who can follow someone who doesn’t even know what he or she wants or is headed? Inspiring loyalty may take personal work, but it will be worth the effort when you have a team that will follow you to the ends of the earth.

There are many ways to inspire loyalty, but here are six essential ways in which the best leaders inspire loyalty, in even the most dubious of employees.

1. Trust. 

Constantly looking over your employee’s shoulder to second-guess his or her work creates a sense of personal doubt, especially if there has been no pertinent reason to mistrust the staffer’s expertise. Great leaders give their trust to others, without reservation, and those others are then motivated to not only give trust back, but to work harder to meet the expectations of someone they respect.

2. Support for employee development

In the short and long-term, all people need to feel as though their work, and by extension their lives, has meaning and positive progression. If there is no opportunity for learning in an encouraging environment, employees may start to feel stagnant and resentful.

Employees who are encouraged to follow their passions and stretch beyond what they thought was their capacity are sure to have deeply loyal feelings toward a leader who fosters that development.

3. Leading by example

A leader is perhaps expected to have more responsibility than do employees, but that doesn’t mean that the leader is „above“ any work that needs to be done. Some of the best leaders I have known are right there in the trenches when that’s called for. If you’re too good to get your hands dirty with your team, your team members will start to see their jobs as menial and unimportant — just as you do. But, if you do whatever it takes for your company to be successful, so will everyone around you.

4. Clarity

A leader’s clarity creates a compass by which his or her team can navigate. If you aren’t completely clear about your mission and values, it’s obvious to anyone in your employ that following you will lead nowhere. So, be communicative and definitive about your wide-reaching vision and your day-to-day tasks to enable your team to see that your leadership is true.

5. Personal relationships

Of course there are boundaries around personal relationships at work, but within those boundaries, there is room to recognize that the people who work for you are humans, dealing with trials and tribulations beyond the next budget meeting. Do you know when your employees have major life milestones, like a birth, death, marriage or divorce? Great leaders know that cultivating care for their employees creates love and loyalty in return.

6. Openness and honesty

Nothing inspires loyalty more than being honest. Open communication does two things: It creates confidence and trust, and also helps create feelings of inclusion. Being part of a team that works together will make any employee think twice before leaving or making a detrimental decision. Honest leaders will make team members stay much longer than they would have with a leader who hides information.

The greatest leaders in the world are not revered because they demanded loyalty — they created loyalty through their words and actions. With everyday care and personal conviction, you too can create a company that is full of employees who are devoted, hard-working, and unwavering.

Source: http://www.entrepreneur.com/article/270577

Amazon is already after its next $400 billion opportunity

During Amazon’s most recent earnings call, Baird Equity Research analyst Colin Sebastian asked two questions to Amazon CFO Brian Olsavky: one about Amazon Web Services‘ margins, and another about the chances of Amazon expanding its own shipping logistics services to other companies.

The first one got answered promptly, though Olsavsky had to stop mid-sentence because the operator accidentally jumped in early. Still, Olsavsky made it a point to get back and finish his answer.

The second question never got answered.

„If he wanted to talk about it, he would have remembered to answer,“ Sebastian told Business Insider. „Either way, I think the answer is that Amazon doesn’t talk about potential or future services.“

Amazon’s notoriously secretive about its future plans, so it’s not too surprising that Olsavsky skipped Sebastian’s question.

But when you’re going after something as big as the logistics and shipping market, it’s hard to keep your plans under wraps — and a growing amount of evidence suggests Amazon may indeed be going after the delivery and logistics market, which Sebastian pegs as a $400 billion market opportunity.

Next $400 billion opportunity

Over the past few months, we’ve seen a series of reports speculating Amazon’s plan to establish a bigger in-house logistics service that will allow it to potentially bypass its current delivery partners, like UPS and FedEx.

That includes:

Serbastian believes this all points to Amazon building up its in-house logistics delivery network. He envisions Amazon first starting out with its own deliveries, but eventually opening up the service to other companies, putting it in direct competition with the likes of UPS and FedEx.

„Among other opportunities, Amazon has ‚powerhouse potential‘ in the large transportation and logistics market, dominated by global enterprises such as DHL and UPS,“ Sebastian wrote in a recent note.

„Amazon’s cloud technology expertise and increasingly complex fulfillment, logistics and delivery network seem to be obvious foundation to offer third-party services, with an incremental $400-450 billion market opportunity.“

A worker gathers items for delivery from the warehouse floor at Amazon's distribution center in Phoenix, Arizona November 22, 2013.  REUTERS/Ralph D. Freso   Thomson ReutersWorker gathers items for delivery at Amazon’s distribution center in Phoenix

Project Dragon Boat

Perhaps the strongest indication of a bigger Amazon logistics ambition was disclosed last week in a report by Bloomberg’s Spencer Soper.

The report, citing a 2013 Amazon document, revealed an internal project called Dragon Boat, which is intended to become a service that controls everything from picking up the product at the factory in China to delivering it to the end customer in the US.

It said the document described Project Dragon Boat as a „revolutionary system that will automate the entire international supply chain and eliminate much of the legacy waste associated with document handling and freight booking.“

„Sellers will no longer book with DHL, UPS, or FedEx but will book directly with Amazon,“ the report said.

When Amazon’s Olsavsky was asked about its logistics plan again by another analyst during earnings call, he simply shrugged it off as a complementary service, saying it’s intended to supplement, not replace, existing delivery companies.

„What we found in order to properly serve our customers at peak, we’ve needed to add more of our own logistics to supplement our existing partners. That’s not meant to replace them,“ Olsavsky said.

Next AWS

Werner Vogels, Amazon.com chief technology officer, speaks at the AWS Re:Invent conference at the Sands Expo in Las Vegas, Nevada November 29, 2012. REUTERS/Richard Brian Thomson ReutersVogels, Amazon.com chief technology officer, speaks at the AWS Re:Invent conference at the Sands Expo in Las Vegas

But don’t expect Amazon’s logistics business to expand overnight.

If anything, it’s going to take a few years to fully ramp up and establish itself to become a viable delivery option for other companies, according to Sebastian.

„They will start small, mostly to add capacity for their own business, but then, over time, as they gain more expertise, they will offer extra capacity to other companies,“ Sebastian told us.

In that sense, it could follow the path of Amazon Web Services, its cloud computing service that’s now generating almost $8 billion in annual revenue.

Amazon built AWS out of the infrastructure it had created to support its own operations, but it’s now become one of the most widely used cloud computing platforms, used by everything from small startups to big companies like Netflix and GE.

„I think it’s like AWS,“ Sebastian said. „But it took 10 years for AWS to get as large as it is.“

http://www.businessinsider.de/signs-of-amazon-getting-into-logistics-2016-2

Bentley Plans To Copy Porsche’s Electric Tesla Fighter Misson-E

Bentley Plans To Copy Porsche's Electric Tesla Fighter

Volkswagen Group owns a lot of automotive brands, two of which happen to be Bentley and Porsche. A few months ago Porsche confirmed it was working on an electric sports car to go head-to-head with Tesla, and now Bentley has confirmed it will borrow Porsche’s plans and make its own electric sports car rival.

The gorgeous Mission E concept was green lit for production by Porsche with intentions of taking on Tesla’s success as a high performance electric automaker, and now Bentley wants to douse those plans in opulent luxury.

Bentley Plans To Copy Porsche's Electric Tesla Fighter

Speaking to Drive.com, Bentley board member Rolf French, who is responsible for the British luxury brand’s engineering department, confirmed plans to piggy back Porsche during the launch of the Bentayga SUV in Palm Springs last week.

While Porsche’s first all-electric model will almost certainly be a sedan, French mentioned that Bentley would have a firm idea of its plans for an electric car in the next six months, but that the hot Speed 6 coupe concept may be a viable contender to get the goods.

Bentley Plans To Copy Porsche's Electric Tesla Fighter

Whether a sedan or coupe, or both, the all-electric Bentley will take advantage of Porsche’s development of the electric batteries, motors, and other hardware for the electric platform.

It’s unclear if Bentley will pick up any of the R&D costs, but either way a second model under a different brand will help increase volume and make the massive engineering project a little easier to swallow in a market stiff on tradition.

Companies within Volkswagen “borrowing” from each other is nothing new, with the new Audi R8 based on the Lamborghini Huracan being a good example of extremely similar high performance automobiles under the same umbrella.

And like those two very special cars, it’s going to be tough to pick a favorite between Porsche’s beautiful Mission E concept and Bentley’s athletic Speed 6—if that’s the direction they take.

Photos: Bentley EXP 10 Speed 6 concept, Porsche Mission E concept

http://jalopnik.com/bentley-plans-to-copy-porsches-electric-tesla-fighter-1758385524?xing_share=news

The 15 most successful CMOs in the US

Netflix’s chief marketing officer was the most-successful CMO in the US in 2015, according to ExecRank.

ExecRank’s uses an algorithm to help match companies with advisors.

The algorithm assesses measures such as experience in the executive role, business results during their tenure, board member appointments, company earnings per share growth this year, and industry/professional reputation.

We’ve also provided details on where the marketers appeared in last year’s list, although ExecRank chairman and CEO pointed out to AdAge that year-to-year comparisons aren’t entirely perfect because the algorithm gets tweaked annually.

ExecRank ranks 249 CMOs alogether — here are the top 15.

 

15. David Roman, senior vice president and chief marketing officer at Lenovo

Roman is responsible for driving all marketing activities at the world’s largest PC-maker, which includes the Motorola mobile division. He has also been recognized in AdAge’s Marketing Top 50 and Creative Magazine’s Top 50 list. He ranked at number 14 last year.

14. John Hayes, chief marketing officer at American Express

14. John Hayes, chief marketing officer at American Express

LinkedIn

Hayes has been an EVP at AmEx since 1995 and CMO since 2003. Last year, he was number 114 on the list.

13. John Costello, president of global marketing and innovation at Dunkin‘ Brands

Costello has already been named one of the 30 most influential people in marketing by AdAge and one of the top 50 marketers by Adweek. He was number 9 in the list last year.

12. Jon Iwata, senior vice president of marketing and communications at IBM

Iwata is responsible for all worldwide communications at IBM, from media relations through to IBM’s intranet. He ranked at number five on last year’s list.

11. Anne Finucane, vice chairman and global chief strategy and marketing officer at Bank of America

11. Anne Finucane, vice chairman and global chief strategy and marketing officer at Bank of America

Bank of America

Finucane is responsible for the strategic positioning of Bank of America, as well as public policy, global marketing, CSR, and communications In 2013, she won the New York Women In Communications Matrix award and the Advertising Women of the Year by Advertising Women of New York. She ranked at number 18 on last year’s list.

10. Marcos de Quinto, executive vice president and chief marketing officer at The Coca-Cola Company

10. Marcos de Quinto, executive vice president and chief marketing officer at The Coca-Cola Company

El Despacho de Kotler/YouTube

De Quinto was recently promoted to the CMO role, having previously served as president of Coca-Cola’s Iberia business unit, which covers Spain and Portugal. He recently unveiled Coca-Cola’s new „one brand“ marketing campaign that unites all the Coke brands under one slogan. He didn’t feature on last year’s ranking, but former CMO Joseph Tripodi was at number 11.

9. Beth Comstock, former chief marketing officer at General Electric, now vice chair of business innovations

9. Beth Comstock, former chief marketing officer at General Electric, now vice chair of business innovations

GE

GE named Comstock as its first female vice chair in September. She was replaced as CMO by Linda Boff. At the time of her promotion, GE CEO Jeff Immelt said in a statement: „Beth has a proven reputation inside and outside GE for transforming the enterprise and being a catalyst for digital innovation and growth.“ She moved down one place in the ranking this year, from number 6.

8. Chris Cox, chief product officer at Facebook

8. Chris Cox, chief product officer at Facebook

Jolie Odell

Cox is Facebook’s highest-paid executive and is the top product exec at the company. Cox helped invent the news feed, designed Facebook’s „social by design“ strategy, and is part of Facebook’s top executive leadership team. He didn’t feature in last year’s rankings.

7. Stephen Quinn, former Walmart US chief marketing officer, now retired

Quinn retired from Walmart in January this year, having spent more than a decade at the company. He was replaced by Tony Rogers, who had served as the grocery chain’s chief marketing officer in China. Quinn moved down several places from number two in last year’s rankings.

6. Ronald Coppock, president of worldwide sales and marketing at Arris

6. Ronald Coppock, president of worldwide sales and marketing at Arris

Arris

Coppock has served in the president of world sales and marketing role at the telecommunications equipment manufacturing company since 2003. He didn’t feature in last year’s rankings.

5. Karen Walker, senior vice president and chief marketing officer at Cisco

5. Karen Walker, senior vice president and chief marketing officer at Cisco

Twitter

Walker was promoted to the CMO position in June 2015 and has clearly quickly made an impact. Prior to that, she was the company’s senior vice president of marketing. ExecRank says she has „championed marketing’s role as an accountable business function aligning closely with sales teams and a vital resource to partners.“ She did not feature on last year’s rankings.

4. John Slusher, executive vice president of global sporks marketing at Nike

4. John Slusher, executive vice president of global sporks marketing at Nike

Nike

Slusher is responsible for managing relationships with Nike’s athletes, team, league, and federation partners. Nike won big at the Cannes Lions advertising festival this year, for its Re2pect campaign for Derek Jeter from the Jordan brand, the „Winner Stays“ football campaign, and for Nike Golf’s „Ripple“ campaign. Slusher didn’t feature in the list last year, but his colleague Trevor Edwards, president of the Nike brand, was number three.

3. Andrew Sherrard, chief marketing officer and executive vice president at T-Mobile US

3. Andrew Sherrard, chief marketing officer and executive vice president at T-Mobile US

YouTube

Sherrard joined T-Mobile in 2003 and was promoted to the CMO role in February last year, now responsible for all marketing execution for the T-Mobile brand in the US. T-Mobile was a big Super Bowl advertiser this year, with two ads — one starring rapper Drake. Sherrard didn’t feature in the list last year.

2. Philip Schiller, senior vice president of worldwide marketing at Apple

2. Philip Schiller, senior vice president of worldwide marketing at Apple

Apple

Schiller has now taken on new responsibilities to oversee the App Store across all of Apple’s hardware platforms. He was the top-performing marketer in last year’s rankings. At the time of Schiller’s promotion, Apple also announced Grey New York ad exec Tor Myhren would be joining the company as vice president of marketing and communications early in 2016.

1. Kelly Bennett, chief marketing officer at Netflix

Bennett has served as Netflix’s CMO since 2012. He didn’t feature on last year’s rankings, but in 2015 Netflix has been taking over the world — literally — and marketing campaigns for its Originals series have helped boost sign-ups and retention rates.

http://www.businessinsider.de/execrank-top-cmos-and-marketing-executives-netflix-ge-coke-apple-2016-2?op=1