teknologi sepatu hyperadapt buatan nike ini bisa mengikat ... · pasalnya, nike dikabarkan akan...
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Teknologi Sepatu HyperAdapt Buatan Nike Ini Bisa MengikatSendiri Tali Sepatunya
Suplemen 1
TRIBUNNEWS.COM, JAKARTA- Anda pernah menyimak film sains fiksi Back to The Future II?
Jika sudah, Anda pasti pernah terkagum-kagum dengan sepatu merek Nike yang talinya bisa
mengikat dengan sendirinya.
Berangan-angan ingin memiliki sepatu dengan kemampuan serupa? Jika iya, bersiaplah.
Pasalnya, Nike dikabarkan akan merilis sepatu dengan kemampuan "masa depan" itu dalam waktu
dekat.
Informasi tersebut didapat dari seorang youtuber bernama Jacques Slade. Ia merupakan pecinta
sepatu dan mengaku sudah mendapat konfirmasi langsung dari Nike.
Dalam kicauannya di Twitter, Slade membocorkan info bahwa sepatu yang diberi
nama HyperAdapt itu akan mulai dijual 1 Desember mendatang.
Harga dari sepatu itu tidaklah murah. Seorang calon pembeli, sebagaimana KompasTekno
rangkum dari Pocket Lint, Rabu (16/11/2016), diharuskan menyiapkan uang setidaknya 720 dollar
AS atau sekitar Rp 9,6 juta.
Meski begitu, desain model sepatu HyperAdapt berbeda dari Nike Mag yang dipakai tokoh Marty
McFly dalam film.
Namun teknologi tali yang bisa mengikat sendiri seperti di film tetap dihadirkan di HyperAdapt.
Teknologi mengikat sendiri yang ada di HyperAdapt pun tidak melibatkan tali sepatu seperti
biasanya.
Sepatu akan mengencang sendiri mengikuti ukuran kaki. Pemakai nantinya bisa mengatur tingkat
kekencangan sepatu tersebut.
Penulis: Deliusno
Sumber: Pocket-Lint
Review:
1. Communicability?
2. Believability?
3. Has it major benefit?
4. Reasonable price?
5. Who would buy?
6. Will you buy?
Bocah 10 Tahun di Melbourne Pemenang Lomba SainsDikirim ke NASA
Suplemen 2
Seorang bocah perempuan berusia 10 tahun di Melbourne Bridgette
Veneris yang sedang menjalani perawatan karena kanker darah
(leukaemia) akan mengunjungi pusat luar angkasa Amerika Serikat
NASA, setelah dinyatakan sebagai penemu muda terbaik Australia.
Bridgette Veneris memenangkan kompetisi bernama littleBIGidea, dengan
idenya mengenai cara lebih mudah dan lebih cepat dalam membuka
plaster.
Dia menerima kabar baik tersebut hari Selasa (8/11/2016) di sekolahnya
St Joseph di Chelsea, Melbourne di depan keluarga dan teman-temannya.
"Ini membuat saya merasa bangga, saya tidak pernah berpikir akan
memenangkan hadiah ini." katanya.
Bridgette mendapatkan ide tersebut setelah dia didiagnosa mengidap
kanker darah tahun lalu.
Dia melihat bahwa orang tua dan perawat kesulitan dalam membuka
plaster yang harus digunakannya, dan memutuskan untuk menciptakan
sebuah sistem yang lebih praktis dan sekaligus ramah lingkungan.
Setelah melakukan beberapa percobaan, Bridgette menciptakan sebuah
konsep dan contoh, dimana plaster itu diambil dari sebuah gulungan.
"Saya berpikir kalau tidak seorang pun melakukan sesuatu akan hal ini,
maka masalah ini akan terjadi terus menerus." kata Bridgette.
"Penutup gulungan plaster ini bisa ditutup sehingga tidak ada debu yang
masuk, dan ini akan membuat plaster itu steril di dalamnya."
See Bridgette Veneris in youtube
Review:
1. Communicability?
2. Believability?
3. Has it major benefit?
4. Reasonable price?
5. Who would buy?
6. Will you buy?
New Product Planning Costs
INNOVATION FEATUREManaging Google’s Idea Factory
As director of consumer Web products Marissa Mayer is a champion of innovation. She favors new product launches that are early and often.
She joined Google in early 1999 as a programmer when the workforce totaled 20. By 2007 Google had 5,700 employees with expected sales of $16 billion.
How Google Innovates
The search leader has earned a reputation as one of the most innovative companies in the world of technology. A few of the ways Google hatches new ideas:
FREE (THINKING) TIME
Google gives all engineers one day a week to develop their own pet projects, no matter how far from the company’s central mission. If work gets in the way of free days for a few weeks, they accumulate. Google News came out of this process.
PEMASARAN STRATEGIK/TS/GENAP 1213
THE IDEAS LISTAnyone at Google can post thoughts for new technologies of businesses on an ideas mailing list, available companywide for input and vetting. But beware: Newbies who suggest familiar or poorly thought-out ideas can face an intellectual pummeling.
OPEN OFFICE HOURSThink back to your professors’ office hours in college. That’s pretty much what key managers, including Mayer, do two or three times a week, to discuss new ideas. One success born of this approach was Google’s personalized home page.
BIG BRAINSTORMSAs it has grown, Google has cut back on brainstorming sessions. Mayer still has them eight times a year, but limits hers to 100 engineers. Six concepts are pitched and discussed for 10 minutes each. The goal: to build on the initial idea with at least one complementary idea per minute.
ACQUIRE GOOD IDEASAlthough Google strongly prefers to develop technology in-house, it has also been willing to snap up small companies with interesting initiatives. In 2004 it bought Keyhole, including the technology that let Google offer sophisticated maps with satellite imagery.
Source: “Managing Google’s Idea Factory,” BusinessWeek, October 3, 2005, 88-90.
FINDING CUSTOMER VALUE OPPORTUNITIES
Customer value analysis
Objective is to identify needs for:
1. New products
2. Improvements to existing products
3. Improvements in production processes
4. Improvements in supporting services
PEMASARAN STRATEGIK/TS/GENAP 1213
Customer
Expectations
Customer
Satisfaction Gap
Actual
Product
Performance
OPPORTUNITIES
(1) New Products(2) Improvements(3) New and Improved
Processes
TRANSFORMATIONALBreak-through innovation, product that radically new and value created is substansial, example: Digital photography
NEW PRODUCT CATEGORYDell: from computer to printersNike, from shoes to apparel
LINE EXTENSION: New color/package/style
INCREMENTAL IMPROVEMENTS: New product that provide improved performance or greater perceived value. Example: Software updates
Disruptive innovations•an innovation that has a significant impact ona market and on the economic activity of firmsin that market.• focuses on the impact of innovations asopposed to their novelty.•These impacts can, for example, change thestructure of the market, create new markets,or render existing products obsolete. However,it might not be apparent whether aninnovation is disruptive until long after theinnovation has been introduced.
Characteristics of Successful Innovators
STRATEGIC
INITIATIVES
Creating an Innovative Culture
Leveraging Capabilities
Selecting the Right
Innovation Strategy
Developing and Implementing Effective New Product Processes
Making Resource Commitments
Customer
Needs
Analysis
Business
Analysis
Screening
and
Evaluation
Idea
Generation
Marketing
Strategy
Development
Product
Development
Testing: Product Test, Market Test
Commercialization
NEW PRODUCT PLANNING (DEVELOPMENT) PROCESS
• Idea search: targeted or open-ended?
• How extensive and aggressive?
• What specific sources are best for generating a regular flow of new product ideas?
• How can new ideas be obtained from customers?
• Where will responsibility for the new product ideas search be placed?
• What are potential threats from alternative (or disruptive) technologies?
IDEA GENERATION
METHODS
OF
GENERATING
IDEAS
Direct
Search
Linking
Marketing
and Technology
Facilitating
Lead User
Analysis
Creative
Methods
National
Policy
Exploratory
Customer
Studies
Alliances/
Acquisition/
Licensing
Technological
Innovation
PEMASARAN STRATEGIK/TS/GENAP 1213
IDEA GENERATION
SCREENING
(fit/feasibility)
CONCEPT EVALUATION
BUSINESS ANALYSIS
SCREENING, EVALUATING, AND BUSINESS ANALYSIS
Concept development
NEW
PRODUCT
CONCEPT
PRODUCT
DEVELOPMENT
AND USE
TESTING
MARKETING
STRATEGY
DEVELOPMENT
MARKET
TESTING
LAUNCH
PRODUCT AND PROCESS DEVELOPMENT
Product and Process Development
• Development of the new product includes:• Product design• Packaging design• Decisions to make or purchase product components
• Product Development Process:• Product Specifications• Industrial Design• Prototype• Use Tests• Process Development
• Collaborative Development
PURPOSE OFUSE TESTS
Does it have the
required attributes?
Verify
claims
Ideas for
improvements
Identify use
situations
MARKETING STRATEGY AND MARKET TESTING
Marketing Strategy Decisions in terms of
_ Market Targeting
• Positioning Strategy
are vary depends on whether the new products is
transformational or incremental
Market Testing Options
• Simulated Test Marketing• Scanner – Based Test Marketing• Conventional Test Marketing• Testing Industrial Products• Selecting Test Sites• Length of the Test• External Influences
VARIATIONS IN THE GENERIC NEW PRODUCT PLANNING
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