dallas

Mi Liverpool

AAL JP, Brussels, 8 October 2014

Jon Dawson Smarter Futures

Creating the Infratructure for a Consumer Market in Life Enhancing Technologies: Mi Programme Achievements and Lessons Learnt

• One of 4 dallas projects in UK with funding from TSB

• To transform lives by using “smart solutions” to improve people’s well-being and enhance their independence.

• To scale up adoption of new technologies and services.

• Multi-sectoral partnership – health, housing, social care, technology – public, private and civil society.

background and agenda

Comprehensive and integrated approach :

• LETs: Health technology (telehealth) and care technology

• Empowering users through awareness raising, confidence building, improving access.

• Scaling up: Public procurement and consumer market

overall programme

Key components:

• Insight research: understanding users market segmentation

• Mapping customer journeys – consumer experience

• Raising awareness and building demand – Community Champions, Health and Social Care professionals, targeted marketing.

building the consumer market infrastructure 1

Key components:

• Establishing real and virtual retail spaces: Smart Houses, online shopping, smart shelves. Buy or rent.

• Creating consumer information portals: EPGs, review sites, advice line.

building the consumer market infrastructure 2

Good understanding of people’s needs: pressing needs (eg debt, housing) + primary interests (eg families, shopping, sport) “piggy-back” Mi messages on those re people’s needs and interests.

Less evidence and understanding about:

• what consumers are actually interested in buying

• price points and perception of value for money

• importance of service surrounding technology

• how people want to be communicated with

• extent that interest has translated into purchases

• the RETAIL MARKET.

lessons learnt: knowledge gained & gaps

• Not easy to buy: too many steps…

• Concerns re suitability of mainstream marketplace – not a one-size fits all.

• Need to match specific products to specific retailers: there are distinctive sub-sectors of LETs market – eg. healthy lifestyles, self-care and care technology for frailty.

• Product design and aesthetics – suitability for consumers + retail settings.

• Complications of dual public and private sector markets.

lessons learnt: retail lessons

Market segmentation research:

• Differentiate between LET sub-sectors.

• Further refining customer group segmentation.

next steps: market segmentation

Tech for frailtySelf-careHealthy lifestyles

• Pricing €… £…

• Elasticity of demand

• Consumer judgements of vfm

• Effect of alternative solutions, build quality, aesthetic design.

Prioritising consumer solutions embedded within daily life

next steps: market knowledge

Potential brokering activity:

suppliers retailers

consumers retailers/suppliers

• Training and educating retail staff as reps for LETs v

provide retailers with trained LET reps

next steps: market and retail expertise

New synergies:

• Swapping and sharing customers eg sharing customer lists

• Branching out to LETs market

New sales or awareness raising tactics

• Catalogue shopping

• TV shopping channels

• Electronic programme guides

next steps: market development tactics

Stronger focus on B2B: selling in bulk rather than 1 to 1

• Workplace health market

• Smart solutions within mainstream products

• Private care providers purchasing LETs for clients.

next steps: B2B

Mi thanks!