TRENDS IN CONSUMER ELECTRIC: WHEN PRODUCT LIFE CYCLE BECOMES SHORTER

TRENDS IN CONSUMER ELECTRIC:

WHEN PRODUCT LIFE CYCLE BECOMES SHORTER

- HERMAWAN KARTAJAYA -

JACKY MUSSRY - TAUFIK - MELATI ASTRI M LEVINA YULIANTI WIWIEK RAHAYU - TRI MAHARDIKA - DITA TANIA

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ABOUT MARKPLUS, INC. MarkPlus is the premiere and highly-focused marketing strategy consulting firm in Indonesia. It was established 23 years ago by Hermawan Kartajaya, co-author of five international marketing books with Prof. Philip Kotler, the Father of Modern Marketing at the Kellogg School, Northwestern University. Just as early as 2001, an industry publication had ranked MarkPlus first among national consulting firms. MarkPlus is able to provide a comprehensive service to its clients without the need to engage third-party vendors. MarkPlus consist of three main divisions of MarkPlus Consulting, MarkPlus Insight, and MarkPlus Institute of Marketing, which aim to provide clients with Solution, Insight and Knowledge respectively. MarkPlus operates in 17 major cities and owns research network in 33 provinces in Indonesia. Since 2004, MarkPlus has established ASEAN operations in Kuala Lumpur and Singapore. Headquartered in Jakarta, Indonesia, MarkPlus is strategically positioned to provide South East Asian companies with marketing expertise and breakthrough insights.


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TRENDS IN CONSUMER ELECTRIC:

WHEN PRODUCT LIFE CYCLE BECOMES SHORTER PRODUCT TREND: The Rapid Rate of Innovation Dalam satu dekade terakhir ini, industri hi-tech telah mengalami suatu kemajuan yang berarti dalam hal inovasi. Hal ini memungkinkan perusahaan untuk menempatkan usaha terbaik mereka dalam pengembangan teknologi. Hasilnya, banyak produk yang diluncurkan ke pasar dalam rentang waktu yang relatif singkat. Akselerasi teknologi ini seolah-olah memaksa perusahaan untuk reaktif terhadap trend yang ada di industrinya jika tidak ingin ditinggalkan oleh konsumen. Fenomena ini tentunya memuaskan sebagian konsumen yang termasuk ke dalam kategori early adopters namun juga menyulitkan mereka yang tidak memiliki pemahaman yang cepat terhadap perkembangan teknologi. Mereka terkadang menjadi kaum yang terseok-seok dalam mengikuti perkembangan teknologi. Walaupun permintaan terhadap produk hi-tech sangat fluktuatif dan sulit diprediksi, hal ini secara langsung mempengaruhi product life cycle. Namun demikian, karena kecepatan inovasi seringkali tidak dibarengi kemampuan perusahaan untuk memproduksi produk bersangkutan, perusahaan terkadang harus memilih teknologi yang akan dikomersialisasikan. Tidak semua teknologi dapat dikomersialkan, biasanya perusahaan harus mengemas teknologi terbaru menjadi aplikasi yang dapat diterima masyarakat. Oleh karena itu, mereka harus tetap memiliki preferensi terhadap bidang-bidang yang mereka kuasai. Hal ini memacu perusahaan untuk menemukan aplikasi baru secara kreatif, misalnya produsen LCD TV menggagas penggunaan LCD untuk segmen korporasi dengan menambahkan fitur penulisan sebagai media board.

Over the past decade, the high-tech industry has been into an unprecedented and unpredictable acceleration of innovation. This condition allows company to put all their best efforts in their technology development. As a result, there are a lot of new products introduced in a very rapid pace. This acceleration pushes companies to react more quickly in their particular industry, otherwise they would not be preferred by customers. Of course, this may satisfy the needs of early adopters to be always engaged with the latest technology. However, for some other customers considered to be late adopters, this condition will also put them in a difficult position of following the rapid pace. By the time they adopt a new technology, there have been some other newer technology which can not be easily understood. Even though the demand for high-tech products is volatile and challenging to manage; the rapid rate of innovation will directly resulted in shorter product lifecycles. Since this rapid rate of innovation sometimes is not followed by the companies’ ability on production lead time, companies often have to choose which technology to be commercialized. Moreover, those companies has to twig the technology into some possible applications and find the best way to market it to the existing market or develop a new target market that are able to properly adopt their technology. However, they still also have to focus on those aspects where they hold the strongest value proposition. For example, a producer of LCD TV has creatively found the business opportunity of selling their products to corporate segment as a hi-tech media board.

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GRAPH 1. GARTNER’S HYPE CYCLE FOR CONSUMER DEVICES 2012 Source: Gartner, Hype Cycle for Consumer Devices 2012, July 2012

GRAPH 2. GARTNER’S HYPE CYCLE FOR CONSUMER DEVICES, 2011 Source: Gartner, Hype Cycle for Consumer Devices 2011, August 2011

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Upaya terus menerus produsen dalam berinovasi untuk memenangkan persaingan inilah yang membuat product life cycle semakin pendek. Riset yang dilakukan oleh Gartner menunjukkan bahwa bahwa teknologi yang sama bisa jadi berada dalam fase yang berbeda hanya dalam waktu satu tahun (Lihat Graph 1 dan Graph 2). Dapat dilihat pula bahwa teknologi yang sama dapat dibuntuti oleh teknologi berikutnya lain yang penggunaannya serupa, misalnya teknologi LCD tiga dimensi dibuntuti oleh teknologi layar OLED dengan waktu komersialisasi yang mirip, yaitu sekitar dua sampai lima tahun .Terkadang perusahaan ditempatkan dalam situasi yang mengharuskan mereka harus memilih apakah mereka akan memasarkan kedua teknologi ini berbarengan,satu persatu atau malah hanya satu teknologi saja yang dianggap terbaik. Perlu diwaspadai juga bahwa peluncuran terlalu banyak produk dengan teknologi yang serupa juga berpotensi menimbulkan “keletihan” di sisi konsumen. Sekarang ini banyak produk baru diluncurkan dengan pembaharuan yang sebetulnya tidak signifikan dari edisi sebelumnya. Konsumen bisa saja merasa bahwa perusahaan memaksa produknya untuk ada di pasar bahkan tanpa memperhatikan kemampuan konsumen untuk membeli produk tersebut. Hal ini bisa menjadi alasan mengapa beberapa produk mengalami kegagalan dalam peluncuran di pasar. Di sisi lain, produk yang sukses adalah produk yang berhasil mempengaruhi konsumen untuk megadopsi teknologi terbaru yang diluncurkan dan pada akhirnya akan mempersingkat product life cycle. Menyikapi hal tersebut, perusahaan harus bertindak kreatif dalam menemukan posisi yang unik di pasar. Ada banyak cara untuk mencapai hal ini, salah satunya adalah dengan membangun satu tim yang bertanggung jawab terhadap keberhasilan peluncuran produk baru mereka, walaupun harus “mematikan” produk sebelumnya. Kanibalisasi internal ini terpaksa dilakukan karena dianggap sebagai solusi yang lebih baik daripada “dibunuh” oleh produk kompetitor.

The rapid and continuous innovation is shortening the product life cycle. Gartner analysis shows us that the exact same technology could be in a different phase within one year only (see Graph 1 and Graph 2). The similar technology could also grow together, for example, the 3D LCDs is closely followed by OLED screen; both of them are ready to take off within 2 to 5 years. This forces companies to decide the best strategy, either to market those two products, one by one consecutively or choose one best marketable technology between them.

This rapid rate of innovation that launches too many similar technologies may also create customer “technology fatigue” or “gadget fatigue”. Nowadays, many products launched to the market with only minor changes compared with the previous editions. Customers may feel that the products pushed into the market even without thinking of customers’ readiness to buy. The change in technology is too quick so its outpacing customers’ desire to have a new product. This may be the reason why some products failed to be launched to the market. In the other hands, the successful launch will aspire the market to adopt each particular technology and in the end, shortening product life cycle. Companies should be very creative to find a unique position in the addressable market. A giant consumer electronics firm clearly state that they have to “kill” their old product in order to market their latest products. Each of the product launch should be guarded by a team that is responsible on building a spesific target market even though they have to terminate their own old product. This may be seen as internal cannibalization though it is better to be killed by your own new product rather than competitor’s new product.

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CONSUMER TREND: The Rising “Throwaway Community” Shorter product life cycle ini tentunya membawa pemain di industri dan konsumen ke dalam sebuah ekosistem yang berbeda. Sepuluh tahun yang lalu, umur rata-rata produk adalah sekitar dua kali lipat daripada umur produk saat ini. Yang lebih mengejutkan lagi adalah dahulu, ada banyak alat yang dapat digunakan oleh dua generasi, hal yang sangat tidak mungkin ditemukan saat ini. Banyaknya produk baru yang ditawarkan memacu keinginan untuk mengganti produk lama dengan produk yang lebih canggih lagi. (Lihat Graph 3 dan Graph 4) Fenomena singkatnya life cycle produk yang ditandai dengan maraknya peluncuran produk juga diikuti dengan meningkatnya tingkat adopsi produk baru di Indonesia. Seperti dapat kita lihat, mudah sekali mendapatkan produk terbaru di Indonesia walaupun authorized dealernya bahkan belum menjual produk tersebut.

The shorter product life cycle leads the industry players and the customers into a significantly different environment. Ten years ago, the age needed before a product becomes obsolete was almost two times longer than today. Surprisingly, this research found that, at that time, many appliances were kept and used by more than one generations, a habit which are really rare nowadays. The newer products offerings have triggered customers’ intention to upgrade or buy new products with the latest technology. (See Graph 3 and Graph 4) The shorter product life cycle, coupled with vast product launch resulted in a higher adoption rate in Indonesian customers. Now, it is absolutely hassle free to get the latest product in Indonesia, even before its official launch. Easier access to the latest technology supported by the rising of their purchasing power has enabled

GRAPH 3. AGE OF DISCARDED APPLIANCES BY COOPER AND MAYERS (2000) Source: Cooper & Mayers, 2000

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GRAPH 4. AGE OF DISCARDED APPLIANCES IN INDONESIA Source: MarkPlus Insight, Consumer Electric Research (n=636, Jakarta, Bandung, Semarang, Surabaya, Medan, Makassar), May 2013

Terbukanya jendela informasi memampukan konsumen di Indonesia untuk mengakses perkembangan informasi teknologi terbaru. Hal ini juga didukung oleh peningkatan kemampuan finansial middle class di Indonesia memampukan sebagian besar masyarakat Indonesia untuk langsung membeli produk-produk terbaru dengan teknologi mutakhir. Permasalahannya adalah, apakah konsumer ini menyadari apa yang harus dilakukan jika poduk mutakhir yang mereka beli mengalami gangguan fungsi atau kerusakan? Fenomena ini banyak ditemukan di negaranegara dengan tingkat inovasi yang tinggi seperti Korea dan Amerika Serikat. Semakin tinggi tingkat inovasi suatu produk, semakin singkatlah life cycle suatu produk. Di sisi lain, tingkat inovasi suatu produk juga berbanding lurus dengan contribution margin produk yang bersangkutan. Produsen gadget terkemuka, LG dalam strateginya menyebutkan bahwa product life cycle yang lebih singkat juga memberikan kesempatan yang besar dalam penetrasi pasar melalui R&D. Di sisi lain, mereka juga menganggap bahwa singkatnya product life cycle juga berarti sebagai peningkatan penjualan. Terkadang, konsumen yang termasuk ke dalam golongan early adopters tersebut merasa kebingungan ketika produk yang mereka beli bermasalah. Dukungan layanan servis dari

Indonesians to acquire some latest product and technology. The problem will only occur when their hi-tech products are broken; do they really know who to approach in solving their problems?

This phenomenon also arises in some innovation countries like South Korea and United States. The higher the innovation rate, the shorter the product life cycle. From the financial point of view, a product with shorter life cycle may contribute well in their contribution margin as well as higher sales volume. The shorter product life cycle implies quick time to market ant higher replacement rate that also mean increased sales. This condition has supported their particular industry environment.

Other side effect of this condition is sometimes those who fall below ‘early adopters’ segment will practically suffer while facing a gadget problem. Insufficient support from June 2013


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produsen yang kurang memadai seolah-olah memaksa mereka untuk membeli produk baru ketika produk sebelumnya mengalami malfungsi. Apalagi didukung dengan semakin murahnya produk-produk baru berteknologi canggih, sebutlah buatan China atau assembling lokal. Tak heran generasi “buang saja” menjadi semakin menjamur di Indonesia. Tanpa harus berpikir panjang, mereka meninggalkan produkproduk malfungsi tersebut dan membeli produk baru, apalagi ketika biaya perbaikan sudah mendekati harga produk baru (walaupun dari merk yang berbeda). Hipotesa ini dikuatkan oleh data yang ditemukan MarkPlus Insight di lapangan, berdasarkan riset yang ditujukan pada 636 responden (jumlah respon: 989) di enam kota besar (Jakarta, Bandung, Semarang, Surabaya, Medan, Makassar) pada bulan Mei 2013. Riset MarkPlus Insight ini mengungkapkan bahwa untuk secara umum, sepertiga dari responden memilih untuk membeli produk pengganti apabila produk lamanya rusak. Keputusan penggantian ini bahkan menjadi lebih tinggi untuk produk-produk elektronik kecil, seperti rice cooker/ magic jar, toaster, setrika, kipas angin, dan lain-lain. Sedangkan untuk produk elektronik berukuran besar, keputusan penggantian menjadi lebih kecil. (Lihat Graph 5) Trend “buang saja” ini ternyata muncul sebagai trend yang tidak disadari oleh konsumen. Ketika ditanyakan mengenai faktor pertimbangan pembelian barang elektronik untuk rumah tangga, secara sadar 71.6% dari 636 responden menyatakan bahwa ketangguhan produk adalah hal yang terutama1. Hal ini memang tidak bisa diterjemahkan secara

manufacturers (mainly when the product has not been officially launched) pushes them to discard the broken product and replace it with the new one. Moreover, they can only just pick up the latest item from other brand, similar technology but made in China or local assembly. That is why the ‘throwaway community’ arise in Indonesia. It is quite obvious that replacing a product is far much easier than sending it to a service center, moreover when the service fee is almost the same with the new product price (even from other brand). This hyphoteses has been proven by the research that has been conducted by Markplus Insight to 636 respondents (989 responses), collected from six big cities in Indonesia (Jakarta, Bandung, Semarang, Surabaya, Medan, Makassar) in May 2013. This research also reveals that one third of the respondents decide to buy a replacement products when the old one are broken. The decision to buy a new product even become easier for the small appliances such as rice cooker/magic jar, toaster, iron, fan, etc. Meanwhile, for the big appliances, the decision to buy a replacement product becomes tougher. (See Graph 5) It seems that customers do not realize their “throwaway” habit. When asked about the buying consideration factors for household electronics, 71.6% of the 636 respondents stated product durability as their main consideration. This data can lead to a different conclusion with the “throwaway” trend. However, if we dig deeper to the characteristics of buyers, we

GRAPH 5. REPAIR VERSUS REPLACE DECISION Source: MarkPlus Insight, Consumer Electric Research (n=636, Jakarta, Bandung, Semarang, Surabaya, Medan, Makassar), May 2013

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gamblang. Perlu adanya pengertian yang dalam mengenai karakteristik pembeli untuk setiap kategori produk dalam menyikapi trend “buang saja” yang kian marak berkembang. Preferensi tindakan yang dilakukan ketika mengalami kerusakan ternyata berkaitan dengan faktor yang dipertimbangkan ketika memilih produk. Mereka yang lebih suka memperbaiki di service center resmi ternyata sangat memperhatikan ketangguhan produk ketika membeli (74.6%)2. Yang cukup menarik lagi adalah adanya pertimbangan gengsi untuk pembelian barang elektronik untuk rumah tangga. Walaupun produknya tidak secara langsung terlihat, ternyata produk tersebut tidak hanya bersifat fungsional tetapi juga berfungsi sebagai penanda status sosial di masyarakat, memang tidak semua produk bersifat seperti ini juga.

can get a better understanding of the trend. From the research, we conclude that customers’ decision to replace or repair their appliance are in line with their buying consideration. Those who prefer to repair their appliance at authorized service center apparently are very concerned about product durability during the purchase decision (74.6%). Other interesting fact is that customers also consider prestige when buying household electronics. Despite the fact that household electronics are not displayed and exposed to other people, it turns out that household electronic can also serves a certain social status in the community. However, prestige is valued differently in various electronic products.

GRAPH 6. BUYING CONSIDERATIONS

Fenomena “buang saja” memang disambut baik oleh produsen karena secara langsung akan meningkatkan penjualan produk. Akan tetapi, produsen perlu juga mempertimbangkan sampai kapankah trend ini akan berlangsung, akankah konsumen mengalami kebosanan terhadap trend ini, khususnya mereka yang benar-benar memandang penting kualitas produk; belum lagi mereka yang menamakan diri aktivis lingkungan. 1 2

Manufacturers and brand owners sees this “throwaway” trend as a great opportunity to increase the sales of their product. However, it is still uncertain how long will this trend last and whether customers experience boredom towards this trend, especially those that consider product quality as the most important feature; yet again those who call themselves environmentalists.

MarkPlus Insight, Consumer Electric Research (n=636, Jakarta, Bandung, Semarang, Surabaya, Medan, Makassar), May 2013 MarkPlus Insight, Consumer Electric Research (n=636, Jakarta, Bandung, Semarang, Surabaya, Medan, Makassar), May 2013

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COMPANY CONCERN: The Challenges for Future Growth Menghadapi persaingan inovasi ini, tidak ada pilihan bagi perusahaan kecuali ikut serta melakukan inovasi produk secara terus menerus. Sudah menjadi pengetahuan tidak tertulis bahwa inovasi mendorong kompetisi, dan kompetisi pulalah mendorong inovasi. Tapi perusahaan juga harus siap dengan tantangan yang mengikutinya. Bagaimana meningkatkan penetrasi produk baru harus pula dipertimbangkan. Dengan banyaknya merek yang beredar, serta berbagai fitur yang ditawarkan, edukasi kepada konsumen menjadi harga mati untuk mendukung penetrasi produk baru di pasar. Perusahaan harus bisa mengenal konsumen yang akan menjadi target utamanya. Konsumen yang mencari kemudahan penggunaan produk dan konsumen yang mencari kelengkapan fitur produk akan membutuhkan pendekatan yang berbeda. Kapabilitas dan fitur produk akan menjadi dasar dalam penentuan target penjualan produk. Namun, edukasi saja tidaklah cukup, apalagi kompetitor juga terus-menerus melakukan inovasi. Dan bukan tidak mungkin produk yang ditawarkan oleh kompetitor memiliki fitur yang lebih lengkap dan canggih. Untuk menjamin keberhasilan produk baru, perusahaan harus bisa memperluas target pasar sambil terus menjaga konsumen yang sudah ada. Untuk memperluas target pasar, perusahaan harus berpikir kreatif. Konsumen tidak lagi hanya mengacu pada pengguna langsung produk, namun bisa juga pengguna tidak langsung. Misalnya saja untuk produk LCD TV, perusahaan dapat mentarget perusahaan lain sebagai pengguna tidak langsung melalui jasa advertising. Sedangkan untuk menjaga konsumen lama, perusahaan perlu meningkatkan loyalitas dengan layanan purna jual yang bagus. Saat ini, kurang dari setengah dari pengguna produk elektronik menggunakan jasa service center resmi untuk memperbaiki produk elektronik yang rusak. Angka ini tergolong kecil, apalagi sepertiga dari angka tersebut menggunakan jasa service center resmi karena garansi. Service center tidak resmi menjadi pilihan karena harga dan juga lokasi yang mudah dijangkau.

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Facing the competition, there is no option for companies except to participate in the rapid rate of product innovation. It has been a general knowledge that innovation triggers competition, and competition will again spurs innovation. How to optimize the penetration of the new product will be the main concern that follows product innovation.

With so many brand choices, along with various features offered, customer education is essential to support market penetration of a new product. Companies should first identify who will be their primary target. Customers who are looking for ease of use will need a different marketing approach with those customers looking for the most sophisticated features. Product features and capabilities should be the basis in determining which customers to pursue.

However, with competitors also continuously innovate, companies should do more than just educating and communicating their new product. Companies should innovate the way they market the product, especially when competitors offer a more complete and sophisticated product feature. Moreover, companies should also try to expand their target market while continuing to maintain existing customers. To expand their target market, companies should think creatively. The definition of customers should be broadened. Customers will not only refer to retail customers who use the product directly. Customers can also refer to business as indirect user of the product. As stated before, manufacturers of LCD TV product can target other advertising business as an indirect users through advertising services. Whilst, to maintain existing customers, companies need to improve their customer loyalty by improving after-sales service. Currently, less than half of the electronic product users go to authorized service center to repair their broken appliance. This figure becomes smaller if we exclude users who go to authorized service center to claim their warranty; one third of authorized service center customers go there to claim their warranty. Reparation cost and inaccessible location are the two main reasons customers do not go to authorized service center.

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GRAPH 7. REPARATION CENTER PREFERENCE Source: MarkPlus Insight, Consumer Electric Research (n=636, Jakarta, Bandung, Semarang, Surabaya, Medan, Makassar), May 2013

why did you go to authorized service center?

Still within warranty period

Where did you repair your appliances? Repair it Mechanic; myself; 3.63% 1.60% 33.0

it gives more assurance

19.3

it is more trusted

14.8

Authorized service centers; 38.75%

Fakta-fakta ini menjadi ancaman bagi perusahaan apabila tidak ditangani dengan baik. Konsumen menjadi semakin bebas dalam memilih produk tanpa memiliki ikatan loyalitas pada satu merek tertentu. Dalam kondisi ini, merek yang menawarkan fitur yang paling lengkap, teknologi yang paling canggih, serta harga yang paling terjangkau akan menjadi pilihan utama. Beberapa program dapat dilakukan oleh perusahaan untuk meningkatkan loyalitas konsumen. Salah satunya tentunya dengan meningkatkan layanan service center, baik secara kualitas maupun kuantitas layanannya. Peningkatan layanan service center harus menjawab dua alasan utama konsumen memilih service center umum, yaitu persepsi harga dan kemudahan akses. Selain itu, program trade-in juga bisa menjadi cara yang bagus untuk meningkatkan loyalitas sekaligus persepsi terhadap brand. Melalui program ini, perusahaan dapat menurunkan potensi konsumen untuk pindah ke merek lain. Dan dengan memfasilitasi konsumen untuk bisa me-recycle produk lamanya, perusahaan bisa membangun persepsi sebagai perusahaan yang bertanggung jawab. Perusahaan yang inovatif selayaknya tidak hanya melakukan inovasi dalam produk, tapi juga dalam pemasaran produknya. Karena inovasi produk tidak akan berhasil apabila konsumen tidak dapat menerima produk tersebut.

Unauthorized service centers; 42.53%

why did you go to unauthorized service center?

it is cheaper

26.3

it is more accesible

20.7

These facts should be a big concern for companies. It describes how customers are becoming increasingly independent in choosing a product without having bonds of loyalty to one particular brand. In a low-loyalty condition, the brand that offers the most sophisticated feature, most advanced technology, and the most reasonable price would be the winner. There is a lot that can be done by companies to improve customer loyalty. One of which is improving both the quality and quantity of their service center. Service centers should improve its quality to improve its price perception, and quantity to improve its accessibility. These are the two main reasons customer prefers unauthorized service centers. A trade-in program can also be a great way to improve loyalty. Through this program, companies can keep the probability of customers’ brand switch low. Moreover, this programs also facilitates customers to recycle their old product. In line with the green movement, companies can improve their image as a green company. Innovative companies must not only innovate in products, but also in the way they market the products. Because no matter how good or sophisticated the product is, it will not be successful unless customers are interested in it.

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ABOUT THE AUTHOR • Hermawan Kartajaya is the Managing Partner of MarkPlus Consulting. He has over 21 years of consulting experience. Hermawan was dubbed as “One of the 50 Gurus Who Have Shaped the Future of Marketing” by Chartered Institute of Marketing, United Kingdom • Taufik is a Partner at MarkPlus Consulting. He has over 16 years of consulting experience. Taufik has an MBA from the Nanyang Fellows Programme (Nanyang Technological University and MIT Sloan School of Management). • Jacky Mussry is a Partner at MarkPlus Consulting. He has over 16 years of consulting experience. Jacky has a doctorate degree in Strategic Management from University of Indonesia. • Iwan Setiawan is a Principal at MarkPlus Consulting. He has over 7 years of consulting experience. Iwan has an MBA from the Kellogg School of Management. • Melati Astri Maharani is a Manager at MarkPlus Consulting with over 4 years of consulting experience • Levina Yulianti is a Senior Research Executive at MarkPlus Insight. She has over 5 years of research experience. Levina has an MSc in Technology, Innovation and Entrepreneurship from Nanyang Technological University • Wiwiek Rahayu is a Senior Research Executive at MarkPlus Insight • Tri Mahardika is a Research Executive at MarkPlus Insight • Dita Tania is Head of Communication, Hi-Tech, and Media Industry at MarkPlus Institute


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For Inquiries, Please Contact: Iwan Setiawan ([email protected]) Melati Astri Maharani ([email protected]) PT MarkPlus Indonesia Segitiga Emas Business Park CBD B 01/01 Jl. Prof. Dr. Satrio Kav. 6 Jakarta Selatan 12940 - Indonesia Phone: +62-21-57902338 Fax: +62-21-5709712

Copyright © MarkPlus Consulting, 2013 All rights reserved General Disclaimer: This paper has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this paper.


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TRENDS IN CONSUMER ELECTRIC: WHEN PRODUCT LIFE CYCLE BECOMES SHORTER

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