Great piece! The angle of how much value 3D printing can have with a clean slate environment e.g. critical infrastructure in some emerging markets vs. replacing existing infrastructure is an interesting one. I think the mindset of consumers is much more open when their isn’t a ready comparison. I’d be curious to explore the other cost factors that build in here e.g. established factories and ability to produce quickly vs. new machinery in an EM setting.
Interesting article! The buzz in London around Secret Cinema is incredible! It’s fascinating how they draw a balance between the “secret” part and the vision while still creating a dedicated fan base who share ideas. I think that both are critical to success. Everyone loves the surprise nature of Secret Cinema – even when the theme is known and costumes decided, you never quite know what the production will involve. It’d be interesting to see if they could get fans more involved in the creative/ design experience but I think they’d need to be very careful about how open they choose to make it in order to keep the magic of the unknown.
Love your idea of Disney leveraging their data across the portfolio to upsell and identify customer types! While Disney has a wide portfolio of entertainment across segments from movies, toys, clothing and the parks etc, the target audience largely remains the same so it would make sense to tighten the connection between their revenue streams. One thing that the data can’t tell them is what the competition is doing. With these methods, they’re only able to gain insight on their own customers but not those you opt for other types of theme park or entertainment. While there’s a lot to be gained from leveraging the data of their own consumers, they should also try to get data on the customers they lose.
Great article and I echo Everett! I’m glad to see they’re exploring ways to add more value for insights. Before sending our clients quarterly reports, our performance team would spend weeks cleaning data and ensuring that we were reporting accurately relevant to benchmark. Benchmark data itself for indices was pricey. We’d have to negotiate firm-wide access every time we introduced a new benchmark for an assets performance – and it seemed ripe for disruption given the prices! Given the efficiencies of scale providers like S&P have, it makes sense that they’d take on more of the insight role, instead of every bank individually performing the same analysis over and over again!
Such an interesting area of disruption! Although I agree with many of the comments that there are downsides to furthering the personal relationship with the doctor, there could be some upsides from the video-call approach. Aside from the sheer practicality of seeing a doc from home, some patients are afraid of the clinic/ hospital experience itself – the waiting room, the smell, the fear of picking up other bugs etc. For more sensitive health issues, patients might get some comfort in the physical distance from an AI doc and be more willing to open up about their health problems.
Great article! I’m curious about how Waze changes its algorithm as it scales. It already has quite a grasp of the market and I wonder to what extent it factors in the number of app users on a route when it recommends the same path to many drivers. In cities, could it get to a point where it directs traffic out of one jam and into a new one that it created or is it already accommodating for that?