During the age of smart glasses and smart phones, it becomes evident for the people of the generation to possess one of the those which will not only make them look updated in the technological field but will also enable their style quotient in the course of time. According to Ackerman, (2013) the introduction of the concept of Google glasses is one of the most innovative ideas developed by Google X in a form of an eye glass. The optical-head mounted display has been designed to make sure that the mission of manufacturing the ubiquitous computer has been succeeded. The following report is to analyse the business idea of Google glasses along with the benefits generated by the idea. There is also a proposed business model with the business canvas model. The critical success factor of the business idea has also been analysed in the report along with the amount of feasibility of the idea. The following paragraphs highlight the recommendations for the better development of the idea.
According to the study by Weber, (2012) the Google glass, also known as the project glass is being developed by Foxconn which is categorised under the wearable technology glasses released in the year 2013 for the public. The technologically advanced glasses develops on the Glass OS operating system which can give the public as well as the system a number of plans and programmes for the up gradation. There is a 2GB RAM memory embedded which has all the capabilities of input, processing and output. The Google glasses also called the Glass Explorers have also a video camera attached to it (Weber, 2012). The device has a number of benefits in the sector but received a number of criticisms for the privacy breaches that the glass makes. The enterprise made sure to engage in the business idea for the benefit of the people who are using it and to manufacture a new genre of glasses that would not be just technologically advanced but also sustainable to the daily use.
There are a number of benefits that can be generated by the idea of Google glasses which are as follows –
The proposed business model for the Google Glasses can be of two types – direct sales through establishment of the physical shops, through online Google stores and even through the trusted franchise of the company through which it will reach the general public at a faster pace (Paletta et al. 2013).
The direct sales through physical shops is being preferred as through this objective, the maximum number of people can be catered who do not believe the idea of online purchase. In addition, through the measure, the people can try the optical device before buying the same. This will make the people more engaged in the device which will increase the sales big time (Halligan & Shah, 2014).
Through the medium of online sales, the people who cannot be present in the physical stores can be catered. The online sales will make sure that the device can reach anyone present all over the world. The online sales will also make sure that each of the device can be provided with a user online manual to facilitate the features.
Franchises can be utilised for the better engagement of the other stores for the device (Bazzaza et al. 2013). The device can be supplied to other optical stores and even the medical centres through which the people in need can purchase the glasses for their use.
The proposed business model for the sale of Google glasses will be a mixture of all the sales model discussed in the above sector as it will benefit the company as well as the purchaser to have a detailed idea about the variety of ways in which the model can reach the audience in the majority of the time.
The success factor for any business model for any item is dependent on a number of factors which are stated as follows –
The idea of the Google glasses as a smart glass is highly feasible in the modern day world as most of the people of the modern times are interested in technologically advanced things as well as the other things that will make sure that the idea of the smart glass is not only helpful to a section of people but also one of the principle ways in which the majority of the technical freak people can also utilise the same. According to Jasra et al., (2012) the idea is also feasible for the people who are visually impaired as it is one of the major means of communicating with the people of the outer ring.
There are a number of recommendations that can be used for the Google glasses in terms of the marketing as well as the supplying the required amount of the product to the concerned people. The recommendation for the Google glasses is mainly done for the better use of the technology as well as camera to have all the facilities available. The glasses should be made chargeable and the price point of the product is also to be considered in the required span. The recommendation for the Google glasses is also maintained as per the needs of the customers and can be upgraded with the better technologies. Overall, the glasses should be customised according to the needs.
Conclusion
In conclusion, it can be stated that Google Glasses are one of the most interesting innovative measures developed by the Google X for the improvement of the technique in the required span. The report has analysed the business model and has maintained the level of the marketing strategies that would be required for the analysis of the same in the required span. The business model for the product innovation has also been stated the report which is related to the success factors of the product that is being manufactured by Google in the required span. In the concluding statement, it can be stated that the innovation of Google glasses has been in accordance to the needs which has determined the rate of success.
References
Ackerman, E. (2013). Google gets in your face [2013 tech to watch]. IEEE Spectrum, 50(1), 26-29.
Bazzaza, M. W., Al Delail, B., Zemerly, M. J., & Ng, J. W. (2014, December). iARBook: An immersive augmented reality system for education. In Teaching, Assessment and Learning (TALE), 2014 International Conference on (pp. 495-498). IEEE.
Grönroos, C., & Gummerus, J. (2014). The service revolution and its marketing implications: service logic vs service-dominant logic. Managing service quality, 24(3), 206-229.
Halligan, B., & Shah, D. (2014). Inbound Marketing, Revised and Updated: Attract, Engage, and Delight Customers Online. John Wiley & Sons.
Jasra, J. M., Hunjra, A. I., Rehman, A. U., Azam, R. I., & Khan, M. A. (2012). Determinants of business success of small and medium enterprises.
Kumar, G., & Sharma, P. (2014). Google Glasses Impediments. medicine, 1(2).
Leue, M. C., Jung, T., & tom Dieck, D. (2015). Google glass augmented reality: Generic learning outcomes for art galleries. In Information and Communication Technologies in Tourism 2015 (pp. 463-476). Springer, Cham.
Paletta, L., Santner, K., Fritz, G., Mayer, H., & Schrammel, J. (2013, April). 3D attention: measurement of visual saliency using eye tracking glasses. In CHI’13 Extended Abstracts on Human Factors in Computing Systems (pp. 199-204). ACM.
Pizarro, Y. A. A., De Salles, A. A., Severo, S., Garzón, J. L. T., & Bueno, S. M. R. (2014, November). Specific absorption rate (SAR) in the head of Google glasses and Bluetooth user’s. In Communications (LATINCOM), 2014 IEEE Latin-America Conference on (pp. 1-6). IEEE.
Rauschnabel, P. A., Brem, A., & Ro, Y. (2015). Augmented reality smart glasses: definition, conceptual insights, and managerial importance. Unpublished Working Paper, The University of Michigan-Dearborn, College of Business.
Scarborough, N. M. (2016). Essentials of entrepreneurship and small business management. Pearson.
Weber, K. (2012). Surveillance, sousveillance, equiveillance: Google glasses
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