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dallas Mi Liverpool

dallas Mi Liverpool. AAL JP, Brussels, 8 October 2014. Creating the Infratructure for a Consumer Market in Life Enhancing Technologies: Mi Programme Achievements and Lessons Learnt. Jon Dawson Smarter Futures. b ackground and agenda. One of 4 dallas projects in UK with funding from TSB

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dallas Mi Liverpool

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  1. dallasMi Liverpool AAL JP, Brussels, 8 October 2014 Creating the Infratructure for a Consumer Market in Life Enhancing Technologies: MiProgrammeAchievements and Lessons Learnt Jon Dawson Smarter Futures

  2. background and agenda • 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.

  3. overall programme 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

  4. building the consumer market infrastructure 1 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.

  5. building the consumer market infrastructure 2 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.

  6. lessons learnt: knowledge gained & gaps 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.

  7. lessons learnt: retail lessons • 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.

  8. next steps: market segmentation Market segmentation research: • Differentiate between LET sub-sectors. • Further refining customer group segmentation.

  9. next steps: market knowledge • Pricing €… £… • Elasticity of demand • Consumer judgements of vfm • Effect of alternative solutions, build quality, aesthetic design. Prioritising consumer solutions embedded within daily life

  10. next steps: market and retail expertise Potential brokering activity: suppliers retailers consumers retailers/suppliers • Training and educating retail staff as reps for LETs v provide retailers with trained LET reps

  11. next steps: market development tactics 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

  12. next steps: B2B 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.

  13. Mithanks!

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