Cars for sale. Who cares?

Think of the word “chevalier”

At first hand, it implies that a man is chivalrous. A knight, as it was called way back in the day. Someone who was quite well off. Had a good hand with the ladies. A charmer.

But if you do your linguistic (i.e. French) research right, it is far simpler than that. It means a guy who owns a horse. No more, no less. A mere horse.

Owning a horse, in the old days, extended not only your body (taller, faster, tougher) but also your persona (smarter, sexier, more powerful).

Now fast forward to present days. Few men, and women, own a horse today. But very many of us own a car. And funnily enough, we have, for the last century, attributed that ownership the same connotations as our medieval predecessors did to their horses. We love and cherish the brand of the car we own and drive.

My car makes me not only taller, faster and tougher but also smarter, sexier and more powerful. At least, that is what we think. And what makes us spend a considerable part of our income on a rather dead piece of metal and plastic. At least compared to a horse.

But now things are changing.

Cars are not sold anymore. They are leased. Or even rented by the hour (without any shady implications). Basically, cars are owned by banks. Not by individuals.

So, from being an object that you own, cars have become a service that you buy. When you need it.

Where will this – in the longer perspective – lead to in terms of brand affinity and brand asset? Will young urban drivers develop a closer relationship with those brands that provide the functionality of a car-for-hire than the brands of those manufacturers that actually make cars-for-sale.

We don’t know yet. But we can find out.

Because we create value for companies around the world by transforming data and knowledge into strategic advice and efficient communication.

Car for sale. Who cares?

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Internet of things without a driver

Imagine one of the leaders within the automotive industry.

Paint the picture that they’ve been building vehicles for really long, been really successful and become really appreciated. Drivers just love handling these impressive machines. The mechanics are superb. The driver interface is beyond compare, and the comfort is exquisite.

Let’s say that this is a producer of professional vehicles, such as long haul trucks, wheel loaders, mining equipment or even buses. Hence, availability and cost of operation will be key to any owner. But also in this discipline, our company scores high.

One could only guess the brand assets of such a product range. And of such a corporation.

So what happens when the interactive electronics of these already advanced machines grow up and become connected? Become part of the so cherished Internet of Things.

Information technology will allow for mind boggling novelties such as vehicles that drive better on their own than with their drivers. Vehicles that thrive best with their kins, travelling whole continents in a group, or what is now called platooning. Vehicles that are performing around the clock. A traffic environment far safer, without any driver at all, however skilled they may be.

What happens then with the loyalty of the drivers? And what happens with the brand assets?

Will such a vehicle-producer be seen as a sub-supplier to Internet companies? Or is it maybe so, that an agile producer can grab this opportunity, and turn things the other way around. And build an even stronger brand?

We don’t know yet. But we can find out.

Because we help companies around the world create value by transforming data and knowledge into strategic advice and efficient communication.

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Unknown

Imagine a pioneer in the wind power business deciding to create true change.

Let’s assume that they have been around for a while, and that they have made their mark as a solid supplier of reliable technology. Let’s also consider the fact that they have moved upward the value ladder, offering both a portfolio of services and a range of consultative advice.

Finally, one more assumption. They have been an ardent advocate for wind power in general. Investing time and money in building the arena for harnessing this endless source of energy.

But turning the energy industry in a new and greener (or maybe bluer) direction takes time. And since time is money, one could imagine the agony of various stakeholders. We just do not make any money, the bean counters in this company complained. They just spend tax money, skeptical politicians claimed. They just waste time, reactionary industrialists complained. They need more time – and money – devoted environmentalists argued. On, and on, and on.

Gradually, technology matured. Reliability grew, so did efficiency. And finally, pay off times reached acceptable levels, even without counting financial support from governmental bodies.

Still the market refused to mature. It didn’t take off. It just trudged along, on shore, off shore and even off distance.

But what if they decided to turn the equation around?

Starting with offering the end customers a more tangible benefit than green electricity. Offer them the functionality they are using the electricity for. Like washing their clothes. Warming their house. Preserving their food. Preparing their meals.

In essence, they would market wind powered washing machines, radiators, fridges, stoves.

Would that work? Would it become a success?
We don’t know yet. But we can find out.

Because we help companies around the world create value by transforming data and knowledge into strategic advice and efficient communication.

Turning wind power in a new direction. With an innovative spin.

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Newsletter April 2016Imagine a country where forestry generates 10% of the industrial production.

With any likelihood this country cared for all of their trees for more than a century, to ensure that this valuable resource remained just that. Re-planting more than what was harvested became not only legislative, but also a modus operandi. A way-of-life that produced such desirable goods as baby diapers, toilet tissue, carton board, liquid packing, wooden floors, posh furniture, surgical cloth, and even smart clothes. The net export value of this was not bad at all.

Over time, it is not unlikely that the awareness rose that this vast resource (more than 55% of the land) also spun off other benefits of a greater good. Like helping the Earth to breathe. Balancing out CO emissions. And helping to stop climate change.

Read the full news letter here.

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Svenskt  Näringsliv - Företagsklimatet nu än viktigare

The Confederation of Swedish Enterprise’s report “Företagsklimatet – nu än viktigare” (The business climate – now even more important) shows how the Swedish business climate is taking a slightly negative direction after decades of positive developments.

The report includes the results from a study conducted by Opticom on behalf of the Confederation, based on in-depth interviews with 164 business leaders from internationally oriented and research-intensive companies in Sweden.

Opticom is proud to have conducted this important study for the third time.

To read the report (in Swedish), click on the image on the left.

For more information about the study conducted on behalf of Svensk Näringsliv, please contact our CEO Carl Michael Bergman at +46 8 50 30 90 02 or email at carl.michael@opticom.se.

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