How Employee Advocacy builds Brand Equity

Word of mouth is given the royal treatment within marketing blogs and serves as a fundamental building block within the description of a marketing mix in any textbook. Little wonder, really, when

92% of consumers believe recommendations from friends and family over all forms of advertising” (Nielsen).

After all, our trust as consumers is innately better placed in our fellow consumers than in the shiny words that arrive in the latest glossy brochure or on that pixel perfect website.

And yet despite the powers of persuasion that this medium holds, little to nothing is done by brands to leverage this tool – instead, it is seen as a natural by-product of good customer service, high quality products and simply doing things well. This is in spite of the deadening impact that negative word of mouth can have on a brand – and the fact that it would be logical to counter this, if only as a prudent step toward balance. To highlight just how large a divide there is between the power of word of mouth, and the notable lack of action plans, consider this:

64% of marketing executives believe word of mouth is the most effective form of marketing. And yet just 6% say they have mastered it” (WOMMA).

Brand Drivers – Looking beyond The Usual Suspects

Pricing, packaging, positioning and distribution are just some of the influencers on pushing for consumer brand preference over and above others. But amongst the day to day tasks and month to month analysis for your marketing department, it’s likely that dramatic changes aren’t undertaken on the core of your marketing mix. In the process, this ensures that the most powerful, persuasive and compelling business asset you have is unharnessed and overlooked for driving the power of word of mouth marketing.

We talk, of course, of your employees – those who can be your strongest brand voice and the biggest advocates of your brand. They are capable of making your message personal, and are privy to scores of social connections which together add up to a follower count that your marketing department could likely only dream of. There is power in numbers – and when your employees are your advocates, you benefit from an incredible audience reach.

“Employee networks are up to 50x larger than corporate accounts” – DSMN8 Whitepaper “The Social Employee” (2016)

Consumers trust company employees over and above the official voice of the brand, such as the CEO – and trust is what makes for repeat purchases, consumer loyalty and the potential for consumers, themselves, transforming into brand advocates.

“60% of employees said they would be more likely to create or share company content if employers made it easier to do so” – DSMN8 Whitepaper “The Social Employee” (2016)

Content creation, conversations and customer interactions

Capitalising upon employee advocacy can mean interactions by email, social media, forums, discussion boards or blogs – but you must empower your employees to allow them to do so, breaking away from archaic social media user policies and encouraging them to get out there, in the digital world, to spread the word.

“Overlap of employee social networks with brand networks is less than 8% – a huge opportunity to reach new audience” – DSMN8 Whitepaper “The Social Employee” (2016)

If we take the stat above, we come to appreciate the vast potential of employee advocacy – and beyond reach, lies something that brands could spend thousands or even millions on purchasing – and that’s trust. But even then, the slickest of PR campaigns really can’t come close to the authenticity that is generated by employee advocacy.

KPIs and a clear view ahead

Clarifying your KPIs and marketing objectives are the critical first steps to crafting an effective employee advocacy strategy. It’s time to ask some pretty important questions:

  • Who is your target audience?
  • Are you aiming to improve the perception of your brand?
  • Are you seeking to boost brand awareness?
  • Are you looking to influence new customers?

No matter the ultimate aim of your employee advocacy strategy, the point of it comes down to this: your employees can amplify your brand voice and create invaluable brand equity through trust and credibility. For the pioneers of employee advocacy, rich pickings await, whilst for those who lag behind and consider this brave new world of marketing too much trouble, there exists only opportunity to be overtaken by companies that have nailed down this powerful, persuasive medium of marketing.

DSMN8 Team: Introducing Roel van de Ven – Enterprise Sales

Regardless how innovative the idea, or how widespread the problem that it solves, any start-up must sell their solution to the masses: communicating why, exactly, a market must embrace and adopt a product.

While the start-up world turns at a head-spinning pace, and traditional thinking has long argued for a stripped to the core, lean approach for the start-up team – without the right sales talent, even the most ground-breaking products would falter.

As others around us in the software industry continue to advocate services teams as nothing more than a cost – to be replaced instead with third-parties, we know that strong customer communication and on-the-ground insight can only come from the right sales talent – for which, we’ve found Roel van de Ven, our new Enterprise Sales Executive.

Introducing – Roel van de Ven – Enterprise Sales Executive

From taking his first steps into the corporate world as an office assistant at an Attorneys’ Firm, Roel has taken increasingly larger leaps – moving onwards from Junior Business Developer at G4S, onto Henkel, a world leader in adhesive technologies, beauty care and home care, grossing 18 billion a year.

Roel’s initial internship would transition into positions on steadily higher levels – Regional Marketing Assistant, to Regional Product Management and finally securing Regional Pricing Manager, all in the space of 3 short years.

This heady rise into the upper echelons of a global leader’s business team demonstrates an impressive business acumen, yet Roel’s career history has been far from all work and no play. Following a stint as a Wealth Manager, he would go on to become co-owner in a wakeboarding business in Dubai – quite the stark contrast to the straight laced and serious world of financial services. The tenacity to be just as effective for high-net-worth individuals seeking financial advice, as adrenaline junkies looking for a speed thrill, is not to be underestimated (and truth be told, as an avid wakeboarder for over a decade, this is also a real labour of love).

As DSMN8 prepares for growth, it is in Roel’s direction, communication and insight that we’ll secure interest, clients and, ultimately, long-term sustainability.

Q&A 

What did you do before joining DSMN8? 

I ran my own water sports company called Wake Evolution, based in Dubai, which is still going strong. Prior to that I was part of the Regional Marketing team at Henkel – spearheading campaigns and growth in India, the Middle East and Africa (IMEA).

Describe your role in 5 words

Develop and maximize growth opportunities.

Who or what inspires you?

There are many great people in the world who I’m inspired by, but I would say my top 3 would be: Tony Robbins, Will Smith and Richard Branson. Each of whom have taken on industries, questioned the status quo and achieved progression by breaking with convention. They also know what true leadership looks like, Branson puts this best:

“A company is people … employees want to know… am I being listened to or am I a cog in the wheel? People really need to feel wanted.”

Why did you choose to work at DSMN8? 

For the challenge, potential and opportunities – challenge comes in many forms when positioned in the fast-paced start-up world, whereas potential can only be realised when ground-breaking opportunities are fully understood and strategically exploited. Around me are a team of leaders who have track-records for success – alongside them, we’ll be hitting the ground running at a speed that start-ups demand.

How does your role fit into the rest of the DSMN8 Team? 

I bring the business to the table – but this begins with a robust understanding of the product features and the ways in which I can bridge the divide between the end user, and our development team. In this way, I’m the cog that makes refinement of features and UX possible. This link is critical to developing a product that users need, and that users love to use.

What are the main challenges for Enterprise Sales at a Startup organisation? 

Starting from ground zero is fraught with many challenges – from an enterprise sales perspective, the most imposing is getting your name out there in front of big brands, over and above your more established rivals.

We’ve achieved this with vigorous research on what customers want from an advocacy platform – this has ensured we’re developing the right features and user experience. Of equal crucial importance, is our robust sales funnel, and our CRM that helps us talk about the right things, to the right people.

What sales tech do you use to make your life easier in identifying leads and booking pitches?

We use HubSpot which is an awesome tool for prospect and pipeline management. Besides that, we use old school tools: LinkedIn, cold calling and networking. Perhaps the most vital form of networking are trade shows, which place us face-to-face with industry leaders. We’ve met some fantastic brands at CES, NAMM and most recently IPSO.

How do you spend your time out of the office? 

I’m a wakeboarding addict, when not in the office, you’ll likely find me in the water at Wake Evolution or at the cable at Al Forsan.

DSMN8 Team: Introducing Ryan Marsh – CTO

89% of employees believe that a social media presence helps promote a company’s products and services to consumers

Employees, on average, are trusted 16 percentage points more than CEOs

77% of consumers are more likely to buy from a company when they hear about it from someone they trust.

 source: DSMN8 White Paper: The Social Employee (2016); Edelman Trust Barometer (2017)

A compelling argument has been made for brands to adopt the previously unheard of marketing medium of employee advocacy. But no mistake should be made: this is an unexplored realm for the majority of industries. To say that this is a brave new world would be an understatement. And if the challenges of employers harnessing workforce advocacy is imposing, then designing an app to empower them in grasping this model is inevitably even more so.

DSMN8 is being developed to help brands do just this – coded to capitalise on the power of employee advocacy. At the helm of our tech start-up is CTO Ryan Marsh – central to our efforts to create a ground-breaking app.

Setting out in his career some thirteen years ago, Ryan began as a software and web developer; he moved onto increasingly senior roles spanning technical architect, lead developer and senior developer that would take him from New Zealand to London; and now to Dubai, stepping into the fast and furious world of tech start-ups, where agility is critical, and a clear direction is vital.

Q&A 

Describe your role in 5 words

Deliver the business’s product vision.

Who or what inspires you?

Curiosity, technology, mountains and space (the latter three of which we’d all likely know less about if it weren’t for curiosity).

Can you describe DSMN8’s current architecture?

Micro serviced distributed nodeJS.

How do you define the launch features of a product or service, and how do you prioritise features in a development cycle?

Quite simply, it always comes down to the purpose of the tool. Everything that is required to deliver on this purpose is given priority, anything else is placed on a back burner to be built upon later – features that are weighed up in terms of benefits to the users, versus risks to the business. As we progress through development, potential features naturally emerge as either required or redundant.

Maintaining a focus on a lean platform is key to being able to adapt to this. Ultimately, we aim to be agile – to get users onto the platform, get feedback, evaluate, implement and deliver.

What are your top tips for effective communication with a development team?

Trust and respect – it goes both ways and at DSMN8 we have an open door policy for all.

Every member of the team relies on each another to achieve what are our collective goals. You can have all the meticulous planning and impressive project management tools in the world, but without a solid team, you’re unlikely to succeed.

I always place great value on video calls with those working remotely – it adds something to the line of communication that goes beyond the average email or phone call.

What are the main challenges in creating a product that scales, and how do you overcome them?

Code that runs fine during testing but blows up under load can be hard to identify unless you are actively reviewing code for that reason, as the platform grows this gets harder to control. To reduce the risk of this I take a lot of time with the team to discuss the patterns that produce scalable systems, raising the teams overall understanding and knowledge on the topic is the most useful method I find to produce predictable outcomes.

DSMN8 is set to use machine learning – what challenges are you facing?

Machine learning is taking centre stage for DSMN8 – providing insights into optimal times for particular activities, offering useful suggestions about content and feeding back on common patterns that deliver higher click rates.

But here’s the crux of the matter – a machine can’t learn without data, and in development (when we lack real world data), this presents a challenge. To overcome this, our platform is publishing as many relevant data points as possible, which we’ll start feeding into our learning system. We already have a pretty good idea as to what the churned out insights will be – although the excitement lies in the data that is unexpected.

What are the main challenges facing start-up CTO’s today?

Talent. It’s as simple as that – building the right team, from the right people is something that a start-up’s culture relies on.

Of course the rapid evolvement and advancement of technology is also a consideration – as are the increasing number of platforms that spring up, but with the right strategy, tech advancement can almost always lead to opportunity.

My Week At CES: AI With Everything

CES. The tech event of the year. 100,000 tech fanatics, 32,949 tech buyers, and 7,545 journalists each jostling to see exactly what the next twelve months are going to be serving up on a silver motherboard. So, had the future arrived? My week at CES was bitter sweet. Here’s why.

Virtual Reality (is what I’m looking for… and I might just have to keep on looking)

I’ll admit it. I was pretty excited at the prospect of what would be happening in the realm of VR. But what was happening was very little – quite unlike the wizardry VR and augmented reality offerings I imagined, CES seemed to present product after product of affordable VR headsets, each were hoping to get in on the Oculus/HTC action (take Lenovo as a typical example). Whilst there were a few start-ups excitedly announcing their VR/AR prototypes, it’s a sad fact of technological life that without a funding miracle, they’ll likely come to little more than the prototypes of their present form.

AI, next. Onwards and upwards. I thought.

Artificial Intelligence (Artificial being the operative word)

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‘AI’ appeared everywhere at CES. Every product, every gadget, everywhere – from self-rocking robot crib Snoo bassinet, to the sleep habit-tracking Beddit Bed.

But, whilst it was all pretty smart, it was also a long way of true AI. Take the house bot Kuri – the makers of this robot have bestowed Kuri with the tagline of being “insanely cute with some serious technology”. And this little guy can do all sorts of things – he can recognise voices, avoid taking a tumble down the stairs and respond with sounds, flashy lights and emotive eyes. Impressive specs, innovative tech – but the purpose escapes me.

Right now, I can’t help but feel that all too many are rushing to sate the consumer appetite for AI novelty. This artificial intelligence is all feeling a little artificial – failing abjectly to actually progress onto machine learning, and authentic AI that truly integrates with every element of our lives – helping us live better, healthier and assisting us to advance.

Just like a kid a Christmas who didn’t get that toy he’d set his heart on, I’m left drawing on feelings that range from mild disappointment to stamp-my-feet, all-out frustration.

We’re missing a trick here. And worse still, consumers are soon going to wise up to the fact that ‘AI’ really means nothing more than pretty damn smart, but not quite intelligent.

AI, Cars and going back to the future

ces2

Concept cars designers have long since seemed to root around in a generic imaginary scrap yard of parts and features – the hidden wheels that are so hidden it seems to suggest that soon, our dreams of Total Recall hover cars are going to become reality; those side lifting doors that are most definitely obligatory and strangely Back to the Future Delorean-esque (seriously, if they didn’t take off in the 80’s, I’m really not sure why they would now).

But asides from questions about style, do they have any substance – do they provide a subtext for what’s to come?

Showcasing their wears were Nissan, Audi, BMW, Faraday Future and just about every car manufacturer under the sun (a sun that notably has failed to start solar powering our cars – as was suggested by Ford’s concept car back at CES 2014).

Features included BMW’s floating displays; Faraday’s impressive 1000 horse power beast; and Nissan’s ability to grab control of a car where dangerous circumstances arise (with a special nod granted to Mercedes-Benz, who demoed their autonomous drone-like delivery van).

 

But with so much hustle and bustle at CES, I wonder whether they have any inkling that driverless cars may well be much ado about nothing. A recent survey found that consumers still remain uncertain as to whether they want anything more than car tech that can park for them, stop an accident or prevent their car from being stolen.

Perhaps we simply don’t trust tech in this way – if so, the question is, will we ever? Consumer trust hasn’t been helped by the much publicised Tesla fatality, although it must be said that less attention has been paid to the Tesla owner saved by his own car (that’s despite the autopilot not even being engaged).

In any event – all this may well be by the by. Even if there is appetite, there are other stumbling blocks too. As Kevin Clark chief executive of Delphi (a company launching its own concept car at CES), points out:

“The reality is that the tech exists today… the biggest problem for the manufacturers is the cost, legal and liability responsibilities.” – Kevin Clark chief executive of Delphi

 

It seems then that the realm of driverless cars are potentially as unwanted and challenged as AI gadgets are lacking in actual AI. And that, is why my week at CES was bitter sweet – so much promise, so little delivered. But there’s always next year, right? Tell me what you think

The Apple Falls – From ‘It Just Works’ to ‘It’s Hard Work’

Something is wrong at Apple – they seem to be lost in a mire of confusion and missed opportunities. I started to feel this after the iPhone7 launch; the new MacBook Pro launch just cements it. I’ve long been a fan of Apple’s (well, Steve Jobs’) ethos: creating beautiful products that make your life better. I simply don’t think that they are doing that anymore. Their last two product launches have been disappointing to say the least, with poor decisions – dropping headphone jacks and USB ports – and lack of innovation. But more than that, their crown of creativity is now being wrested from them. Google’s Pixel phone is an iPhone killer. Even Chinese super-manufacturer Xiaomi is launching a phone that looks like the iPhone7 should have been. And now the severely compromised MacBook Pro’s. Apple’s product range used to ‘just work’, now it’s just hard work.

MacBook Pro Fails

The latest MacBooks have missed the point completely. In abandoning USB in favour of Thunderbolt ports, you now basically have to carry a bag of dongles and cables to connect your other devices. You can’t even connect an iPhone 7 with the cables they provide out of the box – epic fail! They also didn’t bother to increase the power of the chips – with similar RAM and processor specs to those released years ago (still 2.4Ghz as standard, so 2010. 2.9Ghz?, oh that’ll be $3,000…). And the Touch Bar not only fails to add real value (quick access emojis ffs!), it does away with the ‘Esc’ key – effectively alienating one of their core demographic –  programmers and developers. They focused too much of their energy on ensuring that apps and programs can communicate effectively and seamlessly through Cloud software but forgot the basics.

Lack of Innovation

The introduction of the Touch Bar had the potential to be innovative but they sacrificed the function keys to make room for it. It’s almost they said ‘You don’t need those complicated things! Look – shiny icons!” – it feels more like a distraction rather than an innovation. Apple are forcing users to divert their attention away from the screen whilst they scroll through selected icons to find the app or program they need. Microsoft, in the meantime, came up with the Surface Dial – a cleverly designed peripheral allowing users to interact with every millimeter of the display.

The Surface Dial is an all-encompassing control device which combines simplicity and practicality – bringing a new dimension to hardware and software interaction. When placed side-by-side, there are some obvious advantages to having a dial which can be placed directly onto the screen, rather than the Touch Bar – which users actively have to break their concentration to use. Compared to the Apple Touch Bar the Surface Dial is innovative, has almost limitless applications, and is perfectly targeted at its audience – creative designers and developers, an audience that used to buy Apple without question.

In the summer, I wrote a piece about how important it is to ignore your competitors and listen to your customers instead. Apple seem to have done neither of these things, preferring instead to  look to the past. Now even Microsoft – formerly the antithesis of Apple, creatively – are beating them at their own game.

I’m Out

On the one hand it’s great to see more competition at the top end of the tech market. Ultimately this is good for consumers – more choice, better products, lower prices. But I’ve long been a fan of Apple, and it’s sad to see them fail so hard. Steve Jobs changed the world with his manic desire for beautiful designed products that define perfect user experience. The limitations of the new MacBook Pro are simply too much for me. I’m ditching my iPhone and switching to Google’s Pixel phone, and i’ll take Microsoft’s Surface Studio, or the Lenovo Yoga. I don’t think Steve would be happy with this state of affairs.

How do you feel about Apple’s new developments? Have i missed some genius strategy in their product line-up, or are they now being left behind by Microsoft and Google? Let me know in the comments using #NewMacBookPro.

Google Pixel: The iPhone Killer?

This week’s news is all about Google’s Pixel: the new phone from Google – and from what i’ve seen so far they have pretty much nailed it! After a few disappointing weeks of tech news – Snap Inc. and Apple, I’m looking at you – we finally seem to be seeing some real innovation and progress in the mobile sector. So, what’s on offer?

AI Is King

Google Assistant is the Pixel phone’s USP, and they have placed it at the heart of the user experience. In a highly competitive market, where Apple and Samsung dominate (but neither have been able to crack the integrated and intelligent personal assistant), AI is the new battleground.

Earlier this year, I wrote about the competitive advantage of AI incorporation, and how this technology will eventually be used to interlink many products from a single company. It now looks like Google is positioning itself to do exactly that, with Pixel Phone and Home Speaker working in unison to bring the Google Assistant to life.

Competitive Advantages

Google Assistant can hold a conversation, in which one question or command builds on the last, rather than dealing with each request in isolation – a point which has caused the most devoted Siri fans much frustration over the years (and leading to situations like this).

It also draws on Google’s Knowledge Graph database, which links together information on more than 70 billion subjects, and has been in use for four years, giving immediate access to a massive amount of useful information.

Google have also addressed one of the biggest achilles heals with the Pixel Phone: it will come with the latest, previously unreleased Android version as standard, and will automatically update to the latest OS. This is one very clear benefit of controlling the vertical

One-Up on Apple

Some of the Pixel’s features have been included in a clear attempt to overtake Apple’s progress and fill in where the iPhone fell short. Almost all the high-profile fails reported with the iPhone 7 have been addressed in the latest Google Announcement, with the launch marketing having a bit of fun at Apple’s expense.

  • Google will also provide a ‘Quick Switch Adapter’ to import iMessage data, photos, videos, contacts and other data directly from Apple’s iPhone, in a move which clearly targets disenfranchised Apple users.
  • Every photo or video the user takes with the phone’s highly-rated cameras are automatically saved in Google’s cloud for free, at full resolution – for life – a clear UX win for Google.
  • The Pixel incorporates premium product design & iPhone-matched price points, which are simply a necessity for any product hoping to compete at the top end of the mobile device market.
  • Finally, the Pixel includes both a flush camera lens and a standard headphone jack – which may not be top of the list for every early adopter, but I know for a fact that it certainly is a sore point for some devoted Apple fans!

 

The Google Hangover

Last week, I discussed some of Google’s rougher experiences – delving into the downward spiral that was Google Glass. The truth is that some of these issues will still be in the back of user’s minds. Google know this and have hired some serious big-hitters to drive this new hardware train. However there is work to do to help consumers overcome privacy concerns surrounding the incorporated use of AI technology and the automatic use of cloud storage.

Well Played, Google!

In my view, a lack of effective competition in the linked hardware & software consumer electronics market has allowed Apple to get lazy & complacent. The below-par iPhone 7 announcement was a spectacular display of a missed opportunity and this has played nicely into Google’s hands.

Google’s range of new hardware is the first real attempt to challenge the status quo, and by putting AI (Google Assistant) at the heart of their products, they are betting big that this is the new consumer electronics battle ground. And, while the launch of Google Home is clearly aimed at taking down Amazon (with their Alexa Home AI) as well as Apple, announcing  both a home hub and a mobile product is a very strong move to dominate the consumer user experience

They arrived fashionably late to the mobile hardware party, but by taking their time, they have been able to find solutions to almost every problem currently facing mobile device users – well played, Google! I’m ditching my iPhone and definitely buying a Pixel when they launch on 20th October. What about you?

Snapchat Spectacles – 20:20 Vision Or Myopic Mistake?

The brand formerly known as Snapchat has been making headlines this week with two pretty big announcements. The first was the name change to ‘Snap Inc.’ (signifying a diversification of the brand away from simply video messaging apps); the second was that of Spectacles (‘Specs’) – the latest in wearable video technology.

Specs are modified sunglasses which allow you to record video clips of varying lengths – either 10, 20 or 30 seconds. They’re available in three colours (black, teal and coral); rechargeable (the case doubles as a charging dock); and store snaps internally until the user transfers them (via Bluetooth or Wi-Fi) them to a smartphone to view and share on Snapchat (this is all eerily similar to the plot of Charlie Brooker’s Black Mirror episode ‘The Entire History of You’).

 

There’s a lot to be said for the latest Snap innovation, and it comes in parallel a new brand direction (they are already now describing themselves as ‘a camera company’). This is a bold move for a brand who, just a few days ago, were known only for the sharing of ephemeral video clips.

Are Specs the new Glass?

Well on paper they could be mistaken for the most recent incarnation of Google Glass – remember how well those devices did in 2012? Sure, they still see resurgences in certain niche sectors from time to time, but they never did reach the mass-market consumer heights Google was aiming for. However with the Specs there are some key differences:

1. Appearance

Google Glass was criticised for the ‘nerdy’ appearance and the fact that they seemed too futuristic or ‘dorky’. It took Google 2 years to take this feedback and transform the design into something more fashionable – and even helpful, with the incorporation of prescription lenses – but it seems to have been too little, too late. Specs definitely look more fashionable – though this is of course slightly subjective.

2. Price

Glass was originally priced at £1,000 for developers – the consumer-ready version never materialised. Whilst Glass appeared to be expensive, it incorporated a lot of features and had a wider range of uses than Specs do. Specs have only one function – recording video – and the price reflects that – at $130 (£100) for the Specs, charger and charging case, the price seems to be spot-on for early adopters. and for their target market: Ray-Ban wearing teens.

3. Marketing

Google decided to drip-feed Glass to the market, whilst pushing a high price and promising to change lives – this excluded a lot of excited adopters and limited the overall appeal of the device. However, Snap have a done a great job here – Spectacles are a cool design, simple to use, and will be sold at an accessible price point. They’ll be drip feeding the product to the market in limited numbers, much like Google did previously, but the price will not exclude those they seek to interest.

“We’re going to take a slow approach to rolling them out…it’s about us figuring out if it fits into people’s lives and seeing how they like it.” (Snap CEO – Evan Spegal)

They’re also launching at the right time – the number of people using video doubled between 2009 and 2013. Video is more widely created and shared than it was when Google Glass launched – 54% of adult internet users post original photos or videos online that they themselves have created, so the audience is already primed and waiting for this creation.

4. Privacy

One of Google Glass’s main pitfalls was privacy – they were quickly banned from public places including bars, restaurants, theatres and cinemas. There were many difficulties in overcoming the public’s fear of being recorded without giving consent and ultimately, the limitations and fears overcame the excitement, causing the demise of the device.

Snap Spectacles offer the very same feature which caused the demise of Glass – in fact, it is the only feature, so how are they planning to avoid the same fate we have already witnessed with Glass? Lights. The Spectacles feature a light on the inside to let the wearer know that recording is taking place – as well as an external light alerting those around the wearer that the glasses are recording. Whilst slightly more prominent than the ‘recording’ light on Google Glass – this doesn’t really solve the issue.

Despite the design and product features that Snap have incorporated into the spectacles (that are all arguably aimed at countering the invasion of privacy issue that basically sunk Google Glass), I don’t think it’s enough. People are, more than ever, aware of privacy and the risk of having it invaded, either first hand (being covertly filmed) or second hand (having photos/videos hacked and stolen from online storage). However I don’t believe Snap fully deal with the main reason Google glass was essentially a wearables fail: privacy. Ok, so there are a features that have clearly been included to counter the whole privacy thing, but I don’t think they’re enough to take it mass-market.

I think the majority of people are still not comfortable with the prospect of being spied on by people wearing devices that record what they’re doing. For me this is a major hurdle that any wearables product needs to leap, and I’m not sure Snap have delivered enough here to do that. They may nail some key segments – 18-24 year olds specifically – who are more comfortable sharing everything they do online, and are already using their app all day. And in this they also have the potential to increasing their 63% UK market share; but they also risk alienating the more security-conscious technology adopters, who are likely to react this like they reacted to Google Glass.

What do you think? Let me know below, or on Twitter @bradindigital