Dallas Mi Liverpool AAL JP, Brussels, 8 October 2014 Jon Dawson Smarter Futures Creating the...
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Transcript of Dallas Mi Liverpool AAL JP, Brussels, 8 October 2014 Jon Dawson Smarter Futures Creating the...
dallas
Mi Liverpool
AAL JP, Brussels, 8 October 2014
Jon Dawson Smarter Futures
Creating the Infratructure for a Consumer Market in Life Enhancing Technologies: Mi Programme Achievements and Lessons Learnt
• One of 4 dallas projects in UK with funding from TSB
• To transform lives by using “smart solutions” to improve people’s well-being and enhance their independence.
• To scale up adoption of new technologies and services.
• Multi-sectoral partnership – health, housing, social care, technology – public, private and civil society.
background and agenda
Comprehensive and integrated approach :
• LETs: Health technology (telehealth) and care technology
• Empowering users through awareness raising, confidence building, improving access.
• Scaling up: Public procurement and consumer market
overall programme
Key components:
• Insight research: understanding users market segmentation
• Mapping customer journeys – consumer experience
• Raising awareness and building demand – Community Champions, Health and Social Care professionals, targeted marketing.
building the consumer market infrastructure 1
Key components:
• Establishing real and virtual retail spaces: Smart Houses, online shopping, smart shelves. Buy or rent.
• Creating consumer information portals: EPGs, review sites, advice line.
building the consumer market infrastructure 2
Good understanding of people’s needs: pressing needs (eg debt, housing) + primary interests (eg families, shopping, sport) “piggy-back” Mi messages on those re people’s needs and interests.
Less evidence and understanding about:
• what consumers are actually interested in buying
• price points and perception of value for money
• importance of service surrounding technology
• how people want to be communicated with
• extent that interest has translated into purchases
• the RETAIL MARKET.
lessons learnt: knowledge gained & gaps
• Not easy to buy: too many steps…
• Concerns re suitability of mainstream marketplace – not a one-size fits all.
• Need to match specific products to specific retailers: there are distinctive sub-sectors of LETs market – eg. healthy lifestyles, self-care and care technology for frailty.
• Product design and aesthetics – suitability for consumers + retail settings.
• Complications of dual public and private sector markets.
lessons learnt: retail lessons
Market segmentation research:
• Differentiate between LET sub-sectors.
• Further refining customer group segmentation.
next steps: market segmentation
Tech for frailtySelf-careHealthy lifestyles
• Pricing €… £…
• Elasticity of demand
• Consumer judgements of vfm
• Effect of alternative solutions, build quality, aesthetic design.
Prioritising consumer solutions embedded within daily life
next steps: market knowledge
Potential brokering activity:
suppliers retailers
consumers retailers/suppliers
• Training and educating retail staff as reps for LETs v
provide retailers with trained LET reps
next steps: market and retail expertise
New synergies:
• Swapping and sharing customers eg sharing customer lists
• Branching out to LETs market
New sales or awareness raising tactics
• Catalogue shopping
• TV shopping channels
• Electronic programme guides
next steps: market development tactics
Stronger focus on B2B: selling in bulk rather than 1 to 1
• Workplace health market
• Smart solutions within mainstream products
• Private care providers purchasing LETs for clients.
next steps: B2B