Weekly 'Pulse' Issue 76
Hotels On Demand
In a bid to bring greater flexibility to the short-stay accommodation sector, Accor Hotels has launched a new hotel model that can pop-up anywhere as demand fluctuates.
Known as the ‘Flying Nest’, the pod-style hotel room system operates like a mini shipping container city – with individual pods fitting together in modular style to create hotel hubs at the heart of the action for one-off or seasonal events like festivals, corporate or sporting events where more fixed accommodation would traditionally reach saturation point.
How could we rethink the way we build and operate physical infrastructure to better meet the fluctuating demands of a city’s citizens?
AI Is Watching
Parenthood can be a daunting task, and for many new parents, a newborn’s sleep (or lack of) can be the cause of serious anxiety.
Whilst many brands are attempting to tackle this issue, Miku Baby Monitor is the first AI & machine learning baby monitor to track breathing & sleeping patterns without wires or wearables.
The baby monitor also tracks temperature and humidity to ensure the stability of the baby’s environment – and of course, the data is sent directly to a parent’s smartphone in real time, providing the ultimate peace of mind.
Miku’s CEO, Eric White, used his unique experience in military-grade gear and software to develop the baby monitors, and is looking to expand the technology beyond baby monitoring and into elderly care.
Read more about Miku here.
How can we use emerging technology to better manage the health & wellbeing of those who are most vulnerable?
Driving Loyalty, One (Agile) Brand At A Time
Creating new brands is a key way to drive loyalty, according to Coca-Cola’s new CMO Javier Meza. Thanks to the prolific rise of online retailers, Coca-Cola believes brands must keep consumers interested… or else they’ll turn to organisations like Amazon to decide what’s interesting for them.
Recognising this challenge, Coca-Cola have taken an agile approach to innovating new brands and products, adopting behaviours more closely aligned to a start-up than a large corporate. For example, Coca-Cola Japan launches 2 products a week in a test market – giving the brand a chance to be iterated and evolved before being rolled out more widely to supermarket shelves.
Read more about Coca-Cola’s approach to innovation here.
How can we embrace today’s rate of change and use consumer’s heightened expectations to inspire more responsive internal processes and faster product development cycles?