Category: Business

Here’s what a Trump presidency means for the economy

Credit to Joe Brusuelas, Chief Economist at RSM. The post below can be found on the RSMUS.com website.

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Changes coming for growth, taxes, infrastructure, interest rates and trade

The upset presidential election victory of Donald J. Trump and the Republican hold of the House of Representatives and the Senate signal major changes ahead in both the federal government’s approach to growth and the Federal Reserve’s approach to monetary policy. Most evident will be a return of supply-side tax cuts, large operating fiscal deficits, and a move back toward more traditional monetary policies that, over time, should lead to higher short and long-term interest rates.

Below we outline our views on the implications of a Trump presidency for economic growth, taxes and infrastructure, central bank policy and interest rates and trade.

Economic Growth

We anticipate that the Trump administration will attempt to achieve the economic equivalence of a strategic breakout with respect to the pace of economic growth. It will also seek significant reform of Dodd-Frank, which would be a boost for Wall Street, and move to inject private competition into the health care system. Because the GOP does not have veto-proof majority, the reform of regulation governing finance and health care will be quite challenging and difficult to obtain.

While there will likely be a faster pace of growth in the near term, uncertainty about the role and status of the U.S. in the global economy may combine to create longer-term issues that, ironically, act as a drag on growth.

Taxes and infrastructure

From a purely economic point of view it will be difficult to lift the long term growth trend much above 1.5 percent without significant tax reform and productivity-enhancing changes related to tax investments and improving the condition of the national infrastructure. Given the major demographic challenges associated with the aging of the baby boomers, and the gradual entry of millennials into the workforce, the underlying conditions of the post-Great Recession economy are not conducive to a quicker pace of growth unless there is major tax and entitlement reform.

With Trump’s election, forward looking managers and investors should anticipate large tax cuts, deregulation and a likely return of greater risk-taking by financial firms in an attempt to stoke a greater pace of growth in the near-term.

In our estimation, based on visits to policymakers in Washington and on Capitol Hill, the order of operations for the first two years of the Trump Administration will likely proceed in the following fashion:

First, a move to engage on comprehensive tax reform will likely be one of the primary orders of business in January 2017. We expect an attempt to craft a deal that would revolve around lower individual and business tax rates along with an end to corporate tax inversions. Under these conditions, an attempt to lower individual tax rates on the margin likely around the framework set out in the House Republican blueprint released in June of this year of 12, 25 and 33 percent would be a workable framework to put in place the most significant tax reform since 1986. We anticipate that this will take up much of first year of the administration and congressional calendar.

At the heart of Trump’s tax plan is the intention to reduce taxes on pass through entitles to 15 percent, which would decisively favor the middle market which accounts for 40 percent of GDP and employs one-third the labor force. In our estimation given the fact that pass through entities account for roughly 95 percent of all firms in the economy, that this would be quite popular among the general public and Trump’s rust belt working class coalition.

Second, we think the opportunity for a bipartisan bill on a multi-year infrastructure project is ripe for passage. The glue that would hold this together would likely be parallel legislation that would seek to tax the $2.6 trillion in corporate profits being held abroad.  There is growing realization in both political parties that the infrastructure around the country has been allowed to slip into such disrepair that it has become something of a national embarrassment.

An infrastructure project probably won’t just focus on roads, bridges, ports and canals. It will likely be much broader and encompass sewage, water, broadband, hardening the energy infrastructure and cybersecurity. In fact, we suspect that the infrastructure bill will be sold as necessary for national security given the recent wave of cyber strikes on private firms and the Russian-led hack of the Democratic National Committee.

It is important to note that a robust infrastructure is not an economic panacea. It is a long-run productivity-enhancing policy that is more of a legacy issue, as opposed to something that will jump start economic activity in the near-term.

If there is no tax reform, then growth will remain decisively in the sub two-percent range. A quicker pace of growth won’t return until the demographic bulge from the millennials and generation Y take power and reform the country and economy to be better aligned with their tastes, preferences and interests.

Central Bank Policy

The initial financial shock associated with the Trump’s triumph is quickly waning. Investors in the U.S. have been conditioned over the past few years to buy on dips and using them as an opportunity to bolster quarterly returns, often around, accommodative policy out of the Fed. While, that is certainly the case in the near term, there is likely to be volatility ahead as markets begin to price in what will likely be major upcoming changes in personnel at the central bank.

The era of unorthodox monetary policy will slowly come to an end. It is almost certain that Janet Yellen will not return for a second term at the Fed, and that Trump will move to fill the two open positions on the board with allies who favor a quicker pace of rate normalization in the near-term than the dovish contingent at the Fed currently has in place.

Interest Rates

Interest rates are likely moving higher due to the return of fiscal policy via major tax cuts, which are certain to lead to larger annual operating deficits. The logic of the supply side economics that will be at the heart of Trump’s policy framework is a willingness to accept large increases in the federal deficit in return for greater growth. If Trump enacts his tax policies, growth will likely follow in the near term. During the medium term, however, due to the probability of very large operating deficits, investors will likely begin to push up long-term rates to levels that are not conducive to growth.

Trade

In our estimation, the TPP represents a once-in-a-lifetime opportunity for the middle market to be given preference in a multilateral trade treaty. It would not be any surprise if the TPP quickly becomes the last major policy debate of the outgoing Obama administration.  Given the outcome of the election, the upcoming lame duck session of congress represents likely the last opportunity for a number of years to pass multilateral trade policies that decisively favor the middle market.

It is here where the greatest risks lie. It is quite clear that Trump intends to slow down the pace of economic integration between the U.S. and its trade partners. More than half of all U.S. trade is with its North American partners, and is an important source of growth in the economy. To the extent that Trump either intends to, or can, renegotiate portions of NAFTA will define what appears to be neo-mercantilist policies that the new administration may adopt.

Because of the relative lack of substantial policy preferences set out by the Trump campaign, at the current time it’s difficult to quantify the overall economic impact from what policies do emerge. It is safe to say that it is best to avoid starting trade wars, which are always popular at the outset but end up harming everyone over the long term.

202 Million ‘Connected’ Appliances Projected; Fridge Seen As Hub Of Smart Kitchen 11/02/2016

A flood of connected home appliances is on the way.

There has been a limited number of new products and market movement recently, but that is about to change, based on a new study.

The number of connected home appliance shipments will hit 202 million units globally by 2021, up substantially from 17 million this year, according to the Smarter Kitchen, Smarter Shopping study by Juniper Research.

Smart appliances will be dominated by large vendors, unlike the smart home ecosystem that was developed by small startups, according to Juniper.

http://www.mediapost.com/publications/article/288101/202-million-connected-appliances-projected-frid.html?utm_source=newsletter&utm_medium=email&utm_content=headline&utm_campaign=97758

OCTANE OC, MACKENZIE CORP., TEN-X, AND THE BUDDY GROUP JOIN FORCES TO PRESENT THE 4TH ANNUAL BUDDY GROUP INVITATIONAL

FOR IMMEDIATE RELEASE

 

OCTANE OC, MACKENZIE CORP., TEN-X, AND THE BUDDY GROUP JOIN FORCES TO PRESENT THE 4TH ANNUAL BUDDY GROUP INVITATIONAL

 

Featuring a Unique Performance by Flock of 80’s

 

ORANGE COUNTY, CA — OCTOBER 5, 2016 —The Buddy Group, Inc. and Project Hope Alliance, a 501(c)(3) non-profit organization dedicated to ending the cycle of homelessness for kids in Orange County, today announced details for the Fourth Annual Buddy Group Invitational to be held on Monday, November 7, at the Aliso Viejo Country Club in Aliso Viejo, California.

 

From wacky argyle socks to rock music blasting the greens, The Buddy Group Invitational is one of the most unique and fastest growing un-golf golf events in Orange County. For the first time, this year’s event will be capped off with an outdoor concert under the stars by Orange County’s most beloved band, Flock of 80’s.

 

The format for the Invitational is a four-player best-ball with unique activities and challenges peppered across the 18-hole course. Following the tournament, players, sponsors and non-golfing invited guests will partake in a special 80’s-themed party hosted by the presenting partners and the generous sponsors (see below), as well as silent auction donors. Flock of 80’s will perform at sunset to cap off the night. While the golf event and concert are invite only, interested parties can request more information via the website. But just like past years, this event will sell out.

 

“Our events bring together brand builders, investors, inventors, and entrepreneurs who seek to Be The Exception(™) in their respective fields,” said Pete Deutschman, CEO of The Buddy Group. “By uniting our employees, clients, and partners, we will once again come together to raise awareness and funds to help Project Hope Alliance end the cycle of homelessness in Orange County. Project Hope Alliance is an amazing non-profit organization with an entrepreneurial spirit that authentically speaks to our guests and sponsors.”

 

“This is hands down one of our favorite events of the year,” said Jenny Dinnen of MacKenzie Corporation. “We always talk about wanting to work with industries and companies that we are passionate about. I would be hard pressed to find two more passionate leaders than Pete and Jennifer for moving their companies/organizations forward. We are proud to be sponsors again and look forward to this amazing event.”

 

“We’re proud to support The Buddy Group and Project Hope Alliance in their mission to end youth homelessness in Orange County, a community where our company has very deep roots,” said Ten-X CEO Tim Morse. “Ten-X is committed to investing in America’s youth and to helping preserve the American Dream, and there’s no better place to start making an impact than in our own backyard.”

“There are more than 26,000 homeless kids in Orange County,” said Jennifer Friend, CEO of Project Hope Alliance. “It is inspiring to see leaders of business, marketing, and technology come together on behalf of such an important cause.”

 

For more information about the tournament, including online registration and donations, visit invitational.thebuddygroup.com.

 

The Buddy Group Invitational 2016 Partners include:

Presenting Partners: The Buddy Group, OCTANe OC, MacKenzie Corporation and TEN-X.

 

Sponsors: Google, Signature Analytics, Top-End Motorwerks, Adorn Premiums, Pentel of America, Prosum, SpaGirl Cocktails, LootCrate and Lynx Grills.

 

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About The Buddy Group

The Buddy Group is evolving what it means to be an agency by focusing on the experience of an ever-evolving connected consumer. Driven by forethought, The Buddy Group shapes how audiences or segments think about brands and products by creating for the future. The Buddy Group offers strategic research, user-experience planning, and award-winning creative and development execution services to brands including Dell, Zodiac Aerospace, Edwards Lifesciences, Stacked, Ladera Ranch, Mozilla, and Pentel of America. Founded in 2005, The Buddy Group’s team of experts are located in Irvine, California, where they leverage their in-house experiential and content soundstages — DotLot™. For more information, visit thebuddygroup.com.

About Octane

OCTANe drives technology industry growth and innovation in Orange County by connecting ideas and people with resources and capital. Its members represent Orange County technology executive leaders, entrepreneurs, investors, venture capitalists, academicians, and strategic advisors, all working together to fuel innovation in the OC. The organization has helped more than 800 companies via the LaunchPad™ SBDC accelerator. LaunchPad™-certified companies have received more than $1.7 billion in investment and equity exits. OCTANe annually welcomes more than 7,000 people to its programs and events. More than 2,000 business leaders throughout the Orange County region are OCTANe members. For more information, visit www.octaneoc.org.

 

About Ten-X

Ten-X is the nation’s leading online real estate transaction marketplace and the parent to Ten-X Homes, Ten-X Commercial, and Auction.com. To date, the company has sold 244,000+ residential and commercial properties totaling more than $41 billion. Leveraging desktop and mobile technology, Ten-X allows people to safely and easily complete real estate transactions online. Ten-X is headquartered in Irvine and Silicon Valley, California, and has offices in key markets nationwide. Investors in the company include Google Capital and Stone Point Capital. For more information, visit Ten-X.com.

 

About MacKenzie Corporation

MacKenzie Corp. is a family-run firm with over 30 years of experience in partnering with clients to make them stronger and more profitable by strategically and creatively using data analytics and research. Success is achieved by uncovering detailed stories within data sets, making analytic results palatable, relevant, and useful to decision makers. At our core we are Curious, Creative, and Customer-Centric in our approach to all matters. Curiosity drives us to ask questions others do not. Creativity reveals trends, opportunities, and threats that others do not see. In being customer-centric, we always put the customer first because we truly care about their success. The only way we achieve success is through the success of our partners. For more information, visit www.mackenziecorp.com

 

About Project Hope Alliance

Founded in 1989, Project Hope Alliance is ending the cycle of homelessness in Orange County, one child at a time. The nonprofit organization supports homeless students and their families, meeting the unique academic and psychosocial needs of these children via a two-generational approach targeting innovative rapid rehousing and education programs. Since 2012, Project Hope Alliance’s Family Stability Program has worked with over 150 families to end homelessness by moving more than 700 parents and children into permanent housing with financial independence. Project Hope Alliance is located at 1954 Placentia Avenue, Suite 202, Costa Mesa, CA 92627. For more information, contact Suzy Gardner at suzy@projecthopealliance.org or 949-791-2714, or visit www.projecthopealliance.org.

 

“Twitter could be the next Mozilla”

“Twitter could be the next Mozilla” @pauliooj https://medium.com/swlh/twitter-could-be-the-next-mozilla-e788e3bfd841

Today, the Mozilla Foundation is a core player on the open web. As a non-profit, it provides an important balance against the interests of the three giant corporations — Google, Apple and Microsoft — that own the other remaining web browser engines. Mozilla also develops many other projects, some unsuccessful and frankly lacking purpose (Firefox OS), some offering important solutions to hard technical problems (the Rust programming language).

Evolving What It Means To Be An Agency

So, I have been thinking about change…a lot.

As I look back over the last 11 years (since The Buddy Group’s inception) it has been our team’s ability to evolve and force change that has provided some of our greatest fuel for growth.

This week I will be speaking to a group of business leaders and fellow CEOs about a point of view we (at The Buddy Group) have had for a while.

The premise of the topic is simple for entrepreneurs to grasp as most entrepreneurs are by their very nature mavericks and risk-takers,looking to disrupt static industries or blaze trails to create categories fertile for monetization. Despite the inherent understanding of the importance of change, for most change is often difficult to define and implement.

Why?

Because change can be very scary! I am attracted and invest in business leaders, inventors and creators who face the fear head-on and embrace change.

Change is a stance that’s ingrained into our own business and company culture at The Buddy Group, so much so that it anchors our own mission statement.

The Buddy Group is evolving what it means to be an Agency
– The Buddy Group’s Mission Statement

The agency model is broken, retainers are rarely mutually beneficial and client perception of agency value is at best, strained. At the same time, today’s consumer (user) behavior changes, often overnight. We are seeking to disrupt the agency model, build long-term relationships powered by success and in-turn, change the way clients perceive working with an agency. Evolving an agency requires several things, most importantly being bold and helping others to do the same.

Being bold in business today means understanding your audience’s needs and behaviors in real-time. It means creating a culture at your company where informed change- leveraging data and evolving customer expectations- forces frequent change.

So how exactly should a brand BE bold?  It starts with being true to who you are. We have all been at those parties where someone in the room is trying too hard to be something that they are not. Sure there are a few people in the room who fall for it, but generally speaking people can sniff out the bull-shit.

#1  Be authentic

Bold is forward thinking, bold is imaginative, and bold is brave.  That is…until it’s not.  Marketers must be careful, because bold can very easily lose its courage and daring.

How?  By losing its authenticity.  There is a fine line between authentic (connecting with the audience) and being inauthentic (being self-centered and turning them off).   

Be authentic by being aware of your audience.  Develop the storyline of your brand according to your audience and always have their needs in mind.  Consumers expect this more than ever.

#2  Have change happen because of you, rather than to you

Change is happening in your business right now. Are you calling it out and embracing it? More so, what may work now may not work six months from now, simply because technology and consumer behavior change faster than ever before.

As business leaders, we must feed off that change, adapt accordingly, and evolve just as quickly, in order to create something that has a lasting impact and stays relevant. This does not mean implementing change just for the sake of changing.

Make change happen because of you.  When you make an emotional connection with your audience, it then leads to a change of behavior.  Base change on information garnered by data.

#3  Know what to do with (big) data

Big data is a large volume of information that can be analyzed to reveal trends and patterns in how consumers interact and behave.   

The people of today’s world (both consumers and marketers alike) are in a new era where data simply floods them.  With desktop computers and personal mobile devices at their fingertips, consumers are able to access more information than ever before, and at a faster rate than ever before.

Marketers meanwhile, are able to see how consumers interact with this information.  With this influx of data volume, it is easy to assume that marketers have everything they need to pinpoint exactly what consumers are looking for.

Not true.

The volume or amount of data in itself is not useful.  Big data, no matter how vast in volume, will be just a useless pile of information sitting on a hard drive if you do not correctly leverage it.

The real worth of big data is knowing what to do with that data when it arrives on your desk.  You must know how to extract the information and then turn that into solid strategy and decisive planning.  Big data simply informs us, but it is what you do with that information that is the true key to success.

So what do we do with that data exactly?  We use it to focus on the personalization of the brand.

#4  Place importance in the personalization of brand messaging

No matter if you are building a B2B brand working with channel partners or a consumer focused consumer packaged goods company, we must understand that brands are not one-size-fits-all. There are many levels of personalization, and brands need to understand their specific truth to know where they fall in that spectrum.

With brand personalization, it is important to note that there is a fine line between normal personalization and creepy personalization.  Creepy is characterized by personalization that feels forced, inauthentic, and too…well…creepy. Despite the ability, Starbucks doesn’t give you mobile alerts telling you that you have a full day of meetings ahead and suggesting you to grab a shot of espresso. Starbucks would rather make the process of ordering more efficient and create a great customer experience than leverage creepy means of marketing to their valued customers.

The creepy side of personalization has spawned huge backlash in digital advertising with ad blockers, yet another reason why the agency model has to change…dramatically.

Personalization of brand needs to be welcomed by the user and of value to them.  This can be done by having created a connection between the consumer and the brand, rather than using impersonal marketing techniques.  Build your business on relationships and focus your brand’s messaging AND your product around the features and benefits that speak to each segment.  As we have learned from our client, Mozilla – always respect the consumer. In return, they will be loyal to you as a result.

#5  Form a mutual story with your audience

In the 80s a movie debuted that would end up becoming a childhood classic.  It told the story of a schoolboy, who becomes engaged in a story and he begins to see himself in the story as it unfolds .  That book was called The Never-Ending Story. Some people loved that weird looking flying dog and others thought it was freaky and gave them the heebie-jeebies.

What is important is that his feelings about the journey and the characters start manifesting in the book.  His desires, his dislikes, his fears, and his insecurities affect the outcome of the story.  That book’s story becomes part of his story.

Think about that: As businesses begin to get data back from interactions at retail, sales calls or website engagement, the brand begins to provide value and personalize the story and evolve chapter over chapter. Through our individual experience with the brand, each of us develops our own unique journey.  And the brand’s story begins to evolve according to that interaction.

We all have those brands that have already done this for us.  These are brands that have become such a part of our everyday lives that they seem baked into our DNA.  For some people, Apple has done this.  And for others, Tesla has.  Loyalists of Apple and Tesla will cheer for the success of its products and wholly defend these brands because they feel that the product, brand, and experience was crafted with them in mind. They feel that these brands truly  respect their time and appreciate their business models.

#6  Prioritize the experience of the customer

There is a distinct difference between customer experience and the experience of the customer.  Customer experience is atmospheric and generalized (one size fits all).  Meanwhile, the experience of the customer is more related to how well a brand personalizes experiences for their audience, authentically leveraging technology in a more 1 to 1 manner.

 For example: Potential clients who are looking for business-to-business partnerships are doing their research on personal devices, on personal time.  They are using mobile phones at home on the weekends to research potential business partners. Afterall, businesses are still run by people, and decisions are still made by people.

Catering to mobile devices over desktop devices personalizes that experience for that customer. A prospect is welcoming you into their home, on to their sofa to engage in a conversation around a potential deal; you better respect them and give them an experience that gives them exactly what they are looking for as quickly as possible without much looking.

In the past, marketers may have only had to worry about developing a brand for one customer persona.  But in this day and age, there may be five or more different customer personas per product or service.  And for each of those personas, their behaviors could and will change.

In that case, marketers must create a framework to understand those behaviors, the tools they use, and the platforms they are on, then adjust with how rapidly all those factors change.  Marketers must ask themselves, “What are the personas that matter most, and what is the ideal customer journey based on that?”

#7  Stay bold- Continue to evolve

So what happens when you nail it?

Others are going to follow and begin to look and sound very familiar to you. Another great reason to embrace change and continue to evolve.

screen-shot-2016-09-06-at-9-44-25-pm

We welcome an opportunity to chat with you and discuss how we can drive informed change and help you “Be The Exception” in your vertical or segment. Contact me at pete@thebuddygroup.com or connect with me on LinkedIn @ https://www.linkedin.com/in/petedeutschman

 

New CEO at Nest has eyes on what’s needing to be fixed

NEST’S CEO IS REPLACED: Tony Fadell is leaving his position as CEO of Nest, according to a blog post written by Fadell. He will be replaced by Marwan Fawaz, who previously led Motorola Mobility’s television set-top box business, Motorola Home. The transition has been underway since the end of 2015, and Fadell will remain involved with Alphabet (Nest’s parent company) as an advisor.

Nest and Fadell have faced a lot of criticism over the last few months.

Nest failed to meet revenue expectations. When Alphabet (formerly Google) acquired Nest in 2014 for $3.2 billion, Alphabet set Nest’s revenue target at $300 million annually. But Nest has failed to meet that revenue on its own and has only surpassed the target because of revenue from Dropcam, which it acquired for $555 million six months after Nest was acquired by Alphabet.
Nest is being pressured by Alphabet to release a smart home security system, but hasn’t yet. Nest is reportedly working on three devices — Flintstone, Pinna, and Keshi — that would work in tandem to create a smart home security system. Nest has not released a successful product since the launch of its signature smart thermostat in 2011.
Nest shut down service to the Revolv hub. In April, Nest announced it was shutting down service to Revolv smart home hubs, which were used to control smart lights, locks, thermostats, and other smart home devices. Revolv was acquired by Nest in 2014. Shutting down the Revolv hubs led to a major public backlash against Nest.
Fadell pointed the finger at Dropcam’s CEO Greg Duffy for many of Nest’s problems in an interview withThe Information. Duffy publicly responded saying that if Dropcam’s revenue was released, it would make Nest “not look good in comparison” to Dropcam.
Nest isn’t the only company struggling in the smart home market though. There are very few success stories among smart home products right now, as they tend to be expensive, gimmicky, and often don’t add enough value for the consumer. For example, the $250 price tag for the Nest Learning Thermostat is not affordable to the mass market and doesn’t add enough value to justify the cost difference compared to a $30 unconnected thermostat. Over time, the price of smart home products will drop, making them more affordable for the average consumer.

The vision at Bosch: over 200 million smart-connected households by 2020

Peter Tyroller, member of the board of management of Bosch Group responsible for Asia Pacific

GERMAN industrial giant Bosch earlier this month launched a connectivity strategy for China, its second-largest market. Its broad range of businesses and technologies — from automotive, consumer goods, building and energy efficiency solutions, and industrial products and solutions — provides a natural resource for the exploration of connected mobility, connected industries, smart homes and smart cities.

It’s product eco-system is in tune with the rapid growth of the Internet of Things in China, thanks to the government’s Internet Plus initiative for integrating the Internet into traditional industries.

Having just achieved record-high sales in China of 77 billion yuan (US$11.7 billion) last year, despite a slowing market, Bosch predicts strong momentum in sales of connected solutions and services.

Peter Tyroller, a Bosch board member responsible for the Asia-Pacific, shared his company’s vision of “connected for life” at a press conference in Shanghai during the Asia Consumer Electronics Show.

Q: Talk about smart homes and smart cities has been going on for years. Turning talk into reality is another matter. Are these ideas still ahead of their time?

Tyroller: It’s a pretty expansive debate, with everyone fielding their own ideas. What matters lies in the detail. For example, with connectivity, Bosch runs an active parking management system that draws on data collected by sensors installed in the pavement of parking spots to record availability. And for buildings, connectivity of all kinds of devices helps boost energy efficiency within a more integrated system. The Internet of Things takes shape step-by-step.

The market for all these visions may not yet be all that large, but people nowadays seem to be willing to spend extra money on connectivity solutions if they bring costs down. We expect some 230 million households to be “smart connected” by 2020 globally.

This will not be a repeat of the dotcom bubble of the early 2000s. Communication technology is much better developed today, and the Chinese government is sparing no effort in upgrading infrastructure that will lead to the 5G era.

Q: Bosch claims to be the only company with a whole package for the Internet of Things, the sensor, the software, and the service. Which part of your specialty do you see as the strongest growth point?

Tyroller: It is hard to see any of them as a stand-alone business because their power comes from cooperation. Sensors are the eyes, ears and noses, software is the brain, and services are deliveries of value. We have a very strong presence in the hardware field, with three out of four mobile devices in China equipped with Bosch sensors.

We are actively developing data mining and analyzing capabilities as our soft skills. In 2015, 30 percent of the 5,500 Bosch researchers and developers in China were working in software development, and this year over one-fifth of our recruitment of university graduates in China will be related to software. We have a target to connect every product we are selling now with the Internet, compared to the current 50 percent. We have a natural reason to explore the idea of smart homes and smart cities because we ourselves make home appliance and supply building and energy solutions.

Q: A Chinese Internet company called LeEco has the strategy of selling hardware cheaper than cost to attract more users into its product eco-system, where they pay for more value-added services and content. What’s Bosch’s opinion on such a bold business model emerging with the Internet of Things?

Tyroller: The Internet of Things will certainly broaden the traditional way of doing business. Will we make our sensors free and charge for services? It is open for discussion. There are already some business possibilities we can explore with the power of connectivity. We can keep insurance and leasing companies posted with how drivers behave and help them develop a new fee rate like “pay how you drive.” With live data diagnostics, we can advise on routine maintenance to operators of construction and mining machines to avoid breakdowns and business losses.

Q: Do you believe that data will become the “new oil,” and whoever owns it will make a lot of money?

Tyroller: I think there will be an increasing number of cooperation models for that in the future. It is not a competition for one to fight alone because data streams come from a connected world. We are in favor of an open Internet of Things and solutions not just for Bosch products.

Q: The merger of the physical and digital worlds raises a lot of issues about security and privacy because our lives now seem easier to peek into. How will Bosch insure that its Internet of Things users are not vulnerable to intruders?

Tyroller: Whenever we handle data, there must be no leaks. For that purpose, we have launched our first Internet of Things cloud-computing infrastructure and platform at a dedicated data center in Germany. Additional cloud services locations are planned for the United States, Singapore and China. We leave the decision to users as to what we can do with their data, when to provide their personal data and when they want to have them deleted. We understand that as everything gets connected, our customers will be more concerned about their lives becoming too transparent.

http://mobile.shanghaidaily.com/article.aspx?i=612957

Insurance companies are paying attention to the IoT

The Internet of Things (IoT) is creating major new opportunities for the insurance industry. IoT data can help insurers more accurately price premiums, create better models for future payouts, and offer products with incentives for good behavior.
This comes at an important time for the insurance industry, which has struggled to develop long-term growth strategies. 75% of insurance execs expect they will feel pressure to innovate from new data sources, such as IoT devices, within three to five years, according to a survey.
The auto insurance sector has already begun embracing the IoT through a new product called usage-based insurance (UBI). UBI policies use the IoT to monitor clients’ driving habits in real time and price premiums based on the risk the company sees.
One in five US households participated in an auto UBI program in 2015, up from 13% in 2013, according to a survey.
But in order to get people to adopt UBI policies, insurers will need to effectively market the products and be transparent about which driving behaviors will cause their policies to go up or down.
The health and life insurance sectors are beginning to leverage wearables to give consumers incentives for good behavior. 39% of insurers surveyed said they have either launched or are piloting insurance programs that leverage health and fitness monitors, up from 10% in 2014.
But data privacy safeguards will be critical if this type of monitoring is to take off. Health data is some of the most sensitive personal information.
Home insurance companies are encouraging consumers to use connected home devices to keep their properties safe. Internet-connected cameras, water sensors, and smoke detectors can potentially minimize the amount of money an insurance company has to pay should any damage occur.
The IoT has also created a new type of insurance coverage — cyber insurance. The adoption of IoT devices by large enterprises has created lots of new entry points for hackers to infiltrate a large organization’s systems. Companies are investing in these policies to offset the huge costs associated with breaches.
Drones, a major IoT product, are helping insurers assess damages and creating a new business opportunity. Insurers can deploy drones to record and monitor damages faster and more safely than using an employee to do this. For enterprises that employ drones, insurers are beginning to insure the devices in case of crashes or damages.

Do you have or know someone who has kids?

Two very good friends (who happened to be married) have followed their passion and started a small craft-publishing business. As an entrepreneur, I applaud their willingness to bring a vision to life. As a fellow creative-minded person, I am jealous of just how great their first few projects are.

I encourage anyone who has kids, knows people with kids or knows what a kid is to buy their books.

https://www.peachwoodpublishing.com/

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Killer AR ideas

Put simply, AR is the technology that superimposes computer generated imagery onto the real world when looked at through a portable device. But, as marketers have discovered, AR can be so much more.

AR has not only succeeded where QR codes failed, but it has quickly shut down any opinion that its technology is gimmicky. No longer is AR the stuff of ‘oh look at this funny animation protruding out of a cola can’. Now genuinely useful experiences can be achieved to help your customers, clients and service providers in a real-life practical way.

Let’s take a look at some of these experiences…

The first three examples are taken from Blippar’s own case studies:

https://www.clickz.com/2016/04/29/how-to-optimise-your-page-images-to-increase-site-speed?ce_b4=*|EMAIL_B64|*&utm_source=ClickZ+Global&utm_campaign=fb6c3b5ffe-02_05_2016_NL&utm_medium=email&utm_term=0_33e702b796-fb6c3b5ffe-16522205