beyond the vacuum: dyson banks on brand power, r&d in effort to transform into tech powerhouse

When Dyson limited, it\'s hard not to think of a vacuum cleaner
Appeared in the conversation, but the United StatesK. -
US-based companies in its 31-
A year\'s history includes fans, clothes dryers and robotic vacuum cleaners.
Dyson may not be the first to go public, but, like Apple.
It tends to have a premium-
Layering the product with the corresponding price tag and boasting that its works are better than competitors makes up for the lost time.
In fact, Dyson wants consumers to see it no longer just as a vacuum company, but as a problem --
Solving technology companies, a company that spends billions of dollars on research and development and has the capital and brand capabilities to open physical stores and meet the biggest challenges, for example, trying to build an electric car from scratch in about four years.
Last fall, Dyson said it would cost $2.
7 billion make a zero-
Emissions of electric vehicles by 2020.
The company says its expertise in engineering, motors, airflow and new battery technology will help it succeed where others fail.
Even a company like Tesla.
The product has been plagued by endless delays.
\"This is an industry that needs to be subverted. James (Dyson)
For 25 years, we have been talking about urban pollution caused by vehicles, which is what we want to solve, \"said Jim Rowan, who was Dyson\'s chief executive after nearly five years as a BlackBerry company, arrived at the company in 2012.
Chief operating officer of global business.
\"We start with a question, look at the engineering talent we have, and then think we can make differentiated products that we can bring to the market.
The company said Dyson currently has nearly 4,000 engineers and scientists, spending nearly $12 million a week on research and development, three times as much as four years ago.
By 2020, it aims to hire another 3,000 engineers worldwide as part of a positive drive. 5-billion-pound ($4. 25-billion)expansion plan.
Last year, the company opened a new technology lab in Shanghai and a technology center in Singapore for hardware and software projects, it also announced that it will build a second campus near its global headquarters in the United States. K.
This will increase its footprint in the country by 10 times.
At 2016, Dyson also opened a 56-acre, 250-million-pound ($424. 7-million)
There are 129 laboratories in the UK for future product development.
\"Because we now have such a geographical location around the world, we can write software 24/7 . . . . . . It shortens the delivery time of the final product . \".
\"There are a lot of benefits in terms of organization and efficiency, but you can also get a wide range of thinking around the globe.
This is very successful for us and one of the reasons why we have grown our company to 20 to 25 every year in the past four or five years.
\"Dyson\'s development process is to first find out the scientific principles behind potential products --
For example, test the poor air quality of the purifier or find out how the hair can make a better hair dryer
Industrial design, environmental testing, and recent software are then layered.
To improve the product, the company has also invested in robotics, artificial intelligence and new battery technology.
\"Technology is at the heart of our work.
Thanks to great ideas and great engineering, we have grown rapidly into a global technology company, \"said Jack Dyson, son of Sir James Dyson, the company\'s R & D director and founder.
\"To do this, we need technology and our own technology to support these ambitious ideas.
The software written by Dyson engineers for the company\'s connected mobile application is a support area.
Use these relatively new companion applications
Just four years ago, Dyson\'s efforts were all on the hardware --
Let consumers remotely program appliances, view historical data, monitor the condition of the house, and see where the robot vacuum is going when they go out.
The benefit of developing software with hardware is that with the addition of giants such as Apple and Microsoft, it is difficult for the entire technical community to resist. and Google Inc.
Has brought everything in. house.
One of the main benefits of controlling the whole process is allowing closer integration between software and hardware.
\"I was impressed by the speed at which our engineers learn things,\" Dyson said . \".
\"We have more than 120 people working on connectivity, producing very good applications and understanding what is needed to connect products.
We don\'t do this for gimmicks, but we do it when consumers benefit from it. ”“(Dyson is)
Mark Schrutt, strategic advisor, said: \"Another example . . . . . . A company focused on innovation, distinguishing itself from its competitors, developing platforms or applications to support their customers and build innovative and public sector research for IDC CanadaIt will take the time to make Dyson a better-known technology company, according to some analysts, if any, but it may also depend on the product category it enters.
Warren Shaw, director of buyer behavior practice in Canada at IDC, said Dyson\'s
But becoming a broader technology company may not be the best decision. “If (Dyson)
Shiau said: \"This is a branch of home automation or smart home technology, which may be the reason why they are driving recognition as a tech company, and in this case, yes, it is possible.
\"As a leading design company, Dyson\'s consumer associations are more important about their sales and pricing levels than developing their views as a technology company among consumers.
Shiau added that he believes there are similarities between Dyson and Apple in the importance of design.
Last year, Apple\'s chief designer Jony Ive even succeeded Sir Dyson as President of theRoyal School of Art, London\'s prestigious School of Design.
\"Recognition of design will be the model that Apple is so successful in pursuing and still pursuing,\" he said . \".
Of course, the company did not give up physical products.
For example, more than a decade after Jack Dyson left his father\'s company, he acquired Jack Dyson\'s company, and the LED lights were added to the product lineup in 2015.
In addition to the few, Dyson has added humidifiers, hair dryers and air purifiers.
These new products Let Dyson start working on his own. and-
Even traditional retailers shut down physical stores.
Dyson opened its first retail store in Canada.
Fourth in North America)
December 2017 at the Econo Dale mall in Toronto.
Dyson Demo\'s employees are trained by Dyson engineers on the complexity and technology behind the product, and consumers can view it through interactive display.
For example, all kinds of things such as grain are placed in the jar and can be thrown on the carpet for vacuum testing;
The clear box is filled with contaminants like smoke for the purifier to be clean;
Display matching applications for mobile devices.
Product color can also be customized, third-
Party retailers are not available.
\"It\'s all about feeling Dyson culture --
\"Innovation, Development and Engineering of products,\" said Dyson . \".
\"It\'s about yourself controlling this experience, not getting lost in discount stickers that are full of products, keeping yourself away from competitors who are constantly trying to replicate our underperforming products.
\"However, the danger of growing too scattered is always there, especially since competitors are borrowing ideas faster and faster, and some of Dyson\'s patents will expire soon.
\"But that\'s what keeps us alert,\" Dyson said.