Core Concepts – Trans-Media Transformational Technologies
There are five basic concepts which are central to the HYPR>BOX investment and incubation strategy. These concepts naturally appear and often play an important role in many of the technology use cases and opportunities which HYPR>BOX will pursue.
While some of these observations seem straightforward and obvious in retrospect, the ultimate winners in the new markets developing right now will be the players who first, use prisms like these HYPR>BOX Core Concepts to identify the optimal and most scalable opportunities; then move rapidly to deploy their initial products, services and solutions; and, finally, continue to aggressively iterate changes and enhancements to their offerings which are responsive to real-time feedback and acceptance/utilization levels dictated by the market.
The winners will also need the discipline and experience to mercilessly abandon their failed concepts, non-starters and under-performers when the metrics are clear. The
operating structure of HYPR>BOX allows the senior management team to take decisive action (to “fail fast”) in the most efficient way possible and to pivot as often as necessary in regards to individual business initiatives without jeopardizing any of the other ongoing opportunities.
The HYPR>BOX Core Concepts include:
(1) Today’s technologies enable degrees of previously unimaginable precision in the permissive targeting and location of consumers, customers, voters and other addressable populations and the delivery to them of highly selective and specialized messaging in immediate and cost-effective ways that will change and “socialize” all forms of sales, marketing and research. (Hyper-Personalization, Smart Reach, “Authentic” Identity and Transparency)
(2) Today’s technologies permit unheard of levels of bi-lateral and multi-lateral communication and “social” engagement by and between vendors, marketers and targeted consumers/customers. These highly personalized interactions are made economically viable by new engagement and interaction measurement tools that go far beyond simply tracking “eyeballs” to provide objective success criteria that heighten both the real-time optimization of marketing spend and documented accountability of the value and impact of such expenditures. (Many-to-Many, Know before You Go, Pay as You Grow)
(3) Today’s mobile technologies (smart phones and tablets) are creating a state of constant connection which will exponentially increase the demand for context-sensitive, real-time decision-making data for both businesses and consumers. This data will be provided thru multiple channels and along multiple dimensions and parameters including relevance, proximity, location, and selected peers or other influencers. The connection between companies and consumer/customers will be comprehensive,
continual, contextual and omnipresent. (What, Whenever, Wherever and Without Asking)
(4) Today’s technologies have enabled and introduced new “currencies” and behavioral drivers which have changed and expanded the ways in which all consumer-facing entities and organizations will interact with, incentivize and reward consumers and customers. The new “currencies” add status (rewards and achievements/accomplishments) and risk reduction (intelligent, real-time informed decision-making) to the traditional value exchange equation. By doing so, they expand the more limited prime considerations and quid pro quos which previously dictated consumer behavior: (a) saving time, (b) saving money and/or (c) increasing productivity. (Badge-i-fication and the Gaming of the Web)
(5) Today’s technologies such as “cloud computing” provide robust, industrial-strength and non-capital intensive solutions which are rapidly precipitating three major paradigm shifts across the entire consumer and business technology sectors of the economy. First, as the amount of capital required for essential underlying technology shrinks to the point that new technologies become readily available to all players, barriers to new entrants and to rapid product releases by new potential competitors diminish substantially. As a result, prior sizeable capital investments in technology infrastructure are no longer sustainable competitive advantages and they may actually be serious impediments to the ability of traditional players to adapt to and to compete efficiently and economically in these new markets. Second, as inexpensive access to new
technologies becomes wide-spread, the prior hierarchical, top-down, command and control approach to accessing computing power is shifting to a much flatter and
more evenly distributed approach where the technology is not merely empowering and enabling, but actually emancipating as well and where no one controls or ultimately dictates anything. In this new context, different market attributes and considerations will determine the success or failure of new initiatives and entire businesses. And finally, the advent of hyper-personalization enabled by new technologies permits and, with its ubiquity, requires new business models with highly individualized usage,
payment and service structures that must be tailored to and responsive to the variable and constantly changing demands of each and every consumer. One clear implication is that we are approaching the end of standardized or fixed pricing for virtually everything and the end of “one size or service fits all” businesses.