Teknologi Sepatu HyperAdapt Buatan Nike Ini Bisa Mengikat ... · Pasalnya, Nike dikabarkan akan merilis sepatu dengan kemampuan "masa depan" itu dalam waktu dekat. Informasi tersebut

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