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

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!