Innovative take on a widely covered company. I would strongly favour the development of a in-house tool in order to maintain full ownership and confidentiality regarding the programming parameters, avoiding copy-cats. This is not to say that external experts should be disregarded, on the contrary, I would actively pursue them to join the team. By bringing those experts in-house, you could benefit from their uniquely held knowledge and expertise, whilst at the same time maintaining their current structure.
Compelling look into taking sports Analytics, one step further into AI. As to the final question, I definitely believe that this can be a sustainable competitive advantage for Benfica, as long at they keep developing the tool. For this system to be useful, a key component will be the amount of data, which will only grow the longer they maintain it. They have first mover advantage and so if they keep refining the system and ideally sustain a dedicated team, they could build it to strengthen an ever-growing features set.
I struggle to see a localized 3D printing manufacturing process as a replacement for “Big Name” retailers. As pointed out in the essay, this system opens up the possibility of being improved by JIT manufacturing process. In that scenario, I believe the scale of the major autoplayers will be impossible to compete with. At the same time, despite its potential for car enthusiasts, more consumers would rank value and reliability when selecting their car, which would most likely lead them to picking a known brand.
Deep diving into a business defined by its user-friendly algorithms, the key to the next steps is to maintain a user-friendly focus, which is why any “sponsored” results should be clearly identified as such. This is not to say that they shouldn’t take money from advertisers to boost revenues and have these results show up higher, but in order to maintain consumer confidence, they should be fully transparent about what they are doing. A great example to follow would be Google, the mega giant has already helped established parameters for how should search results be posted and there’s no need and on the flipside a huge risk from deviating from this model.
An article well poised to illustrate Amazon’s ever expanding go-to-market. In the case of Alexa, I think its biggest functional opportunities lie in going from simply an Amazon alternative, to an interactive shopping assistant that helps the user identify and recommend which products to go after. In the veins of the IBM Watson, if it could be programmed to more subtly understand human speech it could eventually be an in home shopping assistant that replaces the in store experience. For example if it could interpret consumer “pain points”, such as “My hair looks like a mess and I have a dinner soon” it could recommend product to actually help tackle that issue, and then effectively cross-sell (ie, offer do it yourself hair kits, followed by hair gel and treatment products).
The article peaked my interest, exploring the interesction between manufacturing technology innovation and mass consumer production. It’s my firm belief, that Adidas will not position this product as B2B only offering. As we recently saw in the Nike Football case, global sports apparel retailers like Adidas, use their professional athlete and team sponsorships as an effective method of promotion and as their R&D extreme design and test users. Having the opportunity to market to millions of consumers, why would Adidas drastically alter it’s business model and go-to-market when it could just as easily go after a pie possibly valued at billions?