After spending opening day at CES, I couldn’t agree more with my colleague Sarah Rotman Epps in her blog post that CES matters more now than ever to every marketer, product strategist, and C-level executive in every industry. Across the CES floor, connected TVs, tablets of all sizes, and a new breed of “phablets,” combining the form factor of tablets and smartphones into one, confirmed the fact that we’ve left the PC-dominated world behind for a mobilized and connected home and work life where content and context will dominate.
What struck me while I walked the floor at CES was that Peppers and Rogers were actually way ahead of their time. Remember them, the ones who wrote The One to One Future way back in 1996, well before the digital age became a reality? Their vision continues to become a technology-powered reality. With CES showing an abundance of new ways to connect with mobilized customers, the ability to target, reach, and effectively communicate with customers one-to-one, customizing and personalizing messages and offers to their unique needs, is increasingly within the reach of the marketer.
Available channels to the customer exploded on the CES floor to include everything from connected TVs and other devices in the home to all types of mobile devices and ruggedly made tablets built for the enterprise and everything in between. All are connected and share content in the right context to the devices consumers or business customers want, when and where they want it — just like Peppers and Rogers dreamed would happen.
I know what you're thinking: CES is so last week already. But the lessons of CES will follow -- some would say haunt -- us all year long, so it's worth a sober summary of last week's events. To make this quick, I'll summarize this year's trade show in four sentences. I will then defeat the purpose of a four-sentence summary by explaining each sentence, but you are free to withdraw at any moment.
The Internet of Things is really an Internet of Sensors.
Your body is a wonderland.
Device makers should invest in better experiences, not better products.
I swear I've been here before. Not here, as in here at CES, where I spent the week checking my product assumptions against the actual offerings arrayed on the showfloor. But here, as in at a crucial moment in time when a single industry rushes to push a massively expensive, relatively unnecessary technology on unsuspecting consumers. That's the case with Ultra HD at CES 2013. Formerly known as 4k TV (because of the rough number of horizontal pixels employed in the technology) and now already truncated to UHD by company reps on the floor and in the hallways, Ultra HD is supposed to be the next thing every consumer will want.
It ain't gonna happen. The reasons evoke a ready comparison to 3DTV. And indeed, I have been here before, back at CES 2010 where I wrote a piece called 3DTV at CES: Poking Holes in the Hype. That year, some industry thinkers had conducted a survey and concluded that as many as 5 million consumers were ready to jump into 3D with both feet while opening their big, fat wallets. So I wrote the obligatory post that said, pointedly, no.
The comparison between 3D and Ultra HD is obvious. They were both too expensive at introduction (Ultra HD much more so than even 3D); they both suffered from a dearth of content availability; they both required a complete retooling of the equipment used by video production teams and film studios; and they both landed at a time when consumers were pretty happy with the awesomely large, cheap TV screens they already had.
I'll be first to agree that "disruption" is an overused word. I hear it all the time -- companies pitching me their new business idea describe how they're going to disrupt this or disrupt that. And here at CES 2013, I see and hear the word disruption everywhere I turn. Sometimes these companies really mean disruption. But often, they just mean that they're going to use technology to compete aggressively. Instead of simply saying "compete," they invoke the moral authority of Clayton Christensen and say they intend to "disrupt" the rest of the competitive field.
My concern with the overuse of the word disruption is not just that it waters down the power of the ideas behind disruption. It's that a muddy understanding of disruption will stop us from comprehending just how powerful digital disruption will be. Because the addition of digital to the word disruption does not merely enhance it, it accelerates it, making digital disruption orders of magnitude more powerful, a case I made in late 2011 and a case that has only strengthened since.