Please activate JavaScript in your browser settings to enable all features of this website.

Möchten Sie zur deutschen Seite wechseln?JaNeina
Smart Automotive Insights image

Smart insights: Technology

In today’s connected society, technology impacts all industries - driving opportunities and accelerating the speed of innovation.

To stay competitive, technology companies need to understand consumers’ evolving experiences and choices.

Our technology market research experts deliver smart insights to create engaging and relevant concept designs, product positioning, advertising and customer experiences. Our technology industry expertise spans IT and IT B2B, consumer electronics (CE), photo, office equipment and telecommunications market performance, consumer research and trends.

TechTalk newsletter

Get the latest GfK Technology news

Discover the latest Technology industry insights, trends and market data with our Tech Talk newsletter.

  • Brand and Customer Experience (BaCE)

    Brand and Customer Experience (BaCE)

    Brands are under pressure to develop emotional connections and relationships with consumers and business decision makers.  Brands need to respond in-the-moment, to enrich the customer experience – and develop strategies that influence ”moments of truth” throughout individual brand journeys.  

  • Digital Market Intelligence (DMI)

    Digital Market Intelligence (DMI)

    When consumers shop, search, communicate, gather information and engage with companies or brands online, they behave differently depending on which device or screen they are using. They expect a consistent experience regardless of the channel or device they are using.

  • Point of Sales Tracking

    Point of Sales Tracking

    Retailers and manufacturers are under pressure to develop products and services that maximize sales and profit and to keep customers coming back.

    Success relies on having the most up-to-date sales data, combined with robust analysis to understand which products and services are performing well in the market – and which are not. With this information, clients can set clear strategies for commercial growth and increase return on investment.

  • User Experience (UX)

    User Experience (UX)

    Our user experience (UX) research and design experts help our clients create and improve customer experiences for existing or new products and services

    Today’s consumer is bombarded with promises for compelling experiences. They are sophisticated and demanding.  To be successful, a new product or service needs to be intuitive, usable, engaging and desirable. The user experience needs to be emotional in order to be memorable.

  • Market Opportunities and Innovation (MOI)

    Market Opportunities and Innovation (MOI)

    Brands are under constant pressure to maintain relevance in an increasingly crowded market. Identifying when, where and how to deliver compelling experiences that deliver new value for both consumers and brands is critical.

  • Trends & Forecasting

    Trends & Forecasting

    ​Today’s steady stream of new offerings and shortening product lifecycles place a unique pressure on businesses to stay ahead. Consumer purchasing behavior shifts more rapidly than ever.

  • Geomarketing


    Our geomarketing solutions and consultancy provide our clients with smart insights into location-specific factors that impact the success of business sites, shops, sales territories, target groups, as well as chain store and distribution networks.

  • Mystery Shopping

    Mystery Shopping

    Consumers face a complex array of brand touch points every day of their lives. To deliver a consistent brand experience, marketers need to know how consumers are actually experiencing their brand. Our mystery shoppers give you all the help you need to understand these experiences, and respond to them to maximize the return for your business.

Latest insights

Here you can find the latest insights for technology industry. View all insights

    • 10/19/16
    • Health
    • Technology
    • Global
    • English

    Easing market access of telemedicine in the US: A guide for innovators

    Diagnosing and treating patients remotely through telemedicine in both the private and the Centers for Medicare & Medicaid Services (CMS) payer markets has steadily increased in recent years.The global telemedicine market is projected to reach $34.0 billion by 2020 as patients become more aware of these services.2 Telemedicine improves access to healthcare for underserved and rural patient populations, and promotes population health management, resulting in better clinical outcomes for patients and cost savings for providers.3

    CMS set the benchmark definition of telemedicine that private payers often follow

    Medicare regulations cover and reimburse a range of telemedicine services, including the use of telecommunications and information technology, to provide access to health assessment, diagnosis, intervention, consultation, supervision and information remotely.4 According to Medicaid, telemedicine is a cost-effective alternative to the more traditional way of providing medical care (e.g., face-to-face consultations or examinations between provider and patient).5

    What about cost reimbursement and payer coverage for telemedicine services?

    Let’s look at the three categories of telemedicine:
    1. Real-time: A live interaction between a provider and a patient via a videoconference; it can be used to consult with primary care physicians, specialists and other healthcare professionals
    2. Store-and-forward: Captures a patient’s clinical data via a computer or mobile device and then transmits it to a provider for later analysis
    3. Remote monitoring: Allows continuous monitoring of a patient’s clinical data by a provider from a remote location and is more commonly used to assess chronic condition.
    Note that payer coverage and reimbursement are often limited to real-time interaction. Yet, with clear reimbursement guidance, providers and patients will more likely utilize and benefit from the technology.

    Four factors to consider when establishing a market access strategy in telemedicine

    After defining their target population, innovators must understand payers in order to align their services to the rules in place. Then they must keep in mind these four factors when establishing their market access strategy in telemedicine:
    1. Utilization of telemedicine is higher among Medicare patients than private payer patients. Traditionally, reimbursement for telemedicine services is limited to real-time consultations1 for underserved patient populations in rural areas; reimbursement is provided to the originating site (patient location) and distant site (provider location) of services. Remote monitoring is not covered and store-and-forward is only covered in Hawaii and Alaska.6 Medicaid coverage varies from state-to-state, but Medicaid reimburses telemedicine in 48 states.2
    2. Parity laws, which pursue equality, encourage private payers to cover telemedicine services if the clinical service is covered during in-person visits, but coverage decisions and reimbursement levels are made at the state level.7 Some private insurers are experimenting with direct-to-consumer business models, which circumvent third-party suppliers. Provider-based health plans can also offer telemedicine directly to patients and are not subject to standard private and CMS coverage laws.
    3. Legislature supporting telemedicine is constantly evolving. There have been more than 200 telemedicine-related bills launched this year regarding CMS coverage and coverage of store-and-forward and remote monitoring.7
    4. Adequate reimbursement through CMS and private payers will increase the adoption of telemedicine among providers and patients. These stakeholders believe in the clinical and economic advantages of telemedicine, but cannot utilize it without the support of payers. A study found that 90% of providers would use telemedicine if it were appropriately reimbursed.8 For consumers, the number one concern when considering telemedicine is that insurance will not cover it.9
    The utilization rate and investor funding in telemedicine continues to grow, making it an attractive option for innovators. But they must understand and guide the market access landscape and reimbursement definitions in order to successfully commercialize new products and services. If you have any questions or would like more information, email


    1. Siegel J, Kush J, Philip S. Telemedicine and the long-tail problem in healthcare. May 2016.
    2. Sibley G. Secure telehealth can improve access, help lower costs and protect patient data. Feb. 2016.
    3. American Hospital Association. The Promise of Telehealth for Hospitals, Health Systems and Their Communities. Jan. 2015
    4. The Code of Federal Regulations. 42 CFR 410.78.
    5. The Centers for Medicare & Medicaid Services. Telehealth Services.
    6. American Hospital Association. Realizing the Promise of Telehealth: Understanding the Legal and Regulatory Challenges. May 2015.
    7. Beck M. How Telemedicine Is Transforming Health Care. June 2016.
    8. Anthem. Family Physicians and Telehealth: A First Look At Attitudes Surrounding Telehealth. Nov. 2015.
    9. Survey conducted online by Harris Poll on behalf of Xerox in May 2016 among 2,033 U.S. adults 18+.
    • 10/14/16
    • Health
    • Technology
    • Global
    • English

    Using virtual reality in healthcare product design to build patient empathy

    A common complaint we hear from healthcare providers is that while they have developed a deep understanding of the patient experience by providing day-to-day care, product developers are typically several steps removed from the patient experience. But what if we could close that gap? What if we could facilitate a better understanding (and empathy!) of the patient experience by putting product developers in the shoes of target users? Consider virtual reality (VR) – what if you could virtually “become” any patient with any condition at any time; you could immerse yourself in the context that they experience their daily challenges. VR technology now makes this possible, which opens the door to unlimited possibilities in user experience (UX) research.

    Current application of virtual reality empathy

    We’ve started to see examples of virtual reality empathy applied in other industries. Several news outlet apps invite the viewer to virtually immerse themselves in a news story: the Paris attack vigil, a battle with Iraqi forces and ISIS, a solitary confinement cell, or standing helpless as a patient goes into diabetic shock. Done well, this technology creates a new way to gain a powerful empathetic response from viewers. Now imagine using this virtual reality empathy experience to begin your research and development (R&D) process for a new healthcare product. Presently, virtual reality empathy experiences for the healthcare sector are publicly accessible, e.g. what it’s like to have dementia, schizophrenia, or a migraine. Your team could refer back to this experience and customize it to sub user groups. A robust virtual reality empathy tool or lab would be necessary for this to benefit an entire R&D process and multiple products.

    The virtual reality empathy design lab: become your target user

    Let’s imagine what this lab might look like. There could be a library of virtual reality experiences of different target users from which you could pull. Or, imagine walking into a room in which you could custom design the target user. For both of these experiences you could virtually “become” the target user avatar. Within seconds you could “become” an aging woman with arthritis and asthma or a teenager with diabetes and low vision. Could this help your R&D team keep the user top of mind? Or even better, emotionally hook you and the team to the target user needs as product design, packaging, and marketing strategy decisions are made?

    Virtual reality empathy in UX research

    While these initiatives continue to be explored, we are helping clients gain empathy for their users through VR. We recently wrote about our VR ethnography in Mexico and our experimentation with VR imagery. We are interested in pushing the limits of this method. An example where we see the benefits of this application is in-home VR recording and streaming. Instead of flipping through a PowerPoint with pictures at the end of a study, product teams can virtually immerse themselves into a patient’s home while the patient shows and describes to researchers the impact of the challenges they encounter on a daily basis. Product teams can feel as though they are sitting next to patients as they tear up in happiness describing how the product has saved their life. No picture in a report or video clip could offer this level of immersion or empathy. We can also see applications to experiencing a patient journey in a hospital. Product designers can experience the patient journey first hand, e.g. from stretcher to operating room to discharge. You’d feel just like the researcher and be able to observe patients when they experience pain, confusion, fear, or sadness.

    Beyond patient empathy and next steps

    In addition to designing best-in-class experiences, there are other benefits VR could offer throughout the R&D process, including team buy-in. Once a C-suite executive, board director, or engineer immerses themselves into a virtual first-hand experience within a patient’s home or a hospital room, investment in next steps or design changes become a discussion instead of persuasion. Some aspects of applying this technology in the healthcare industry are a ways off in terms of feasibility. Patient privacy is also always a concern. However, easy access to simple exploration apps and cardboard VR goggles facilitates easy experimentation and seemingly endless possibilities. It’s even more fun to think what, if anything, we could do with this technology to ultimately enhance the quality of life for patients around the world. Would the ability to “become” your target user be useful for your team? Hope to see you at the global innovation and technology healthcare conference in London in November! Please email to share your thoughts.
    • 10/10/16
    • Technology
    • Connected Consumer
    • Global
    • English

    Report from dmexco: Running to keep up with technology

    This year’s dmexco was attended by more than 50,000 visitors. The breadth of the program at the event highlighted the rapid speed of change in the digital market. From the internet of things to virtual and augmented reality, to data and marketing automation, there was much to debate. Here’s our take on two key discussions.

    Enriching data for better business

    This may not be a new topic, but the discussion has moved on from the role of data, to how organizations use the information they own to be most effective. There was much debate about how companies use their data and combine and enrich it with other sources. The resulting information can help optimize marketing and sales, customer insight and experience, and design new products and services. We’ve been doing this for many years with our clients, augmenting and maximizing their data with our own proprietary primary research such as point-of-sale figures and media measurement. The result can be competitive advantage and market leading positioning.

    Virtual and augmented reality

    Pokémon Go has brought augmented reality to a broad group of consumers and it was the example of many sessions. Following this example, we expect to see more brands embracing AR and VR in their advertising campaigns and even in their products. In the not too distant future it will be normal to select a holiday destination having “been there” through VR.  The key to success with this new technology is to understand what audiences it appeals to, and to use it meet the needs of the target group. As the Pokémon Go example showed, just having the technology isn’t enough – it must appeal to consumers. We’ll be watching this space, and helping our clients develop meaningful applications of this new technology.


    What is clear from dmexco is technology is driving markets at a speed we have never experienced before. It is hard for businesses of all kinds to know where to focus their energy. New ideas take time to come to life as products and services in businesses, and so ideas we discussed at dmexco 2014 and 2015 are only now materializing. It may feel like business needs to run to stand still, but the key to success is still to understand your target audience and make sure to focus on their needs so you are in control of the future.

    Want to learn more about the driving forces behind Connected Consumers?

    Discover the top tech trends of 2016
    • 09/29/16
    • Retail
    • Technology
    • Connected Consumer
    • Global
    • English

    Delivery 2.0: The new challenges – and opportunities – for retail

    Shoppers have a strong desire to receive goods when and where they want them, quickly and cheaply. Retailers are therefore harnessing the power of increasingly intelligent technology in order to fulfil this need. Most consumers (90%) who took part in our 2016 FutureBuy study have had goods delivered to their home, while almost half (48%) have used click and collect services. And these delivery methods are set to grow, with 76% of shoppers indicating that they will use home delivery more, and 38% saying they will increase their use of click and collect. Additionally, more than a quarter (28%) of shoppers claim they will use parcel lockers with greater frequency in the future. Indeed, being able to buy conveniently and speedily is the number one trend identified by our Retail Trend Monitor. But this is a challenge for retailers. Having the supply chain ready is a complex process. Furthermore, businesses have less control of the final part of the shopping process because deliveries are often outsourced.

    A focus on the “last mile”

    Being able to get a package to someone’s home fast, efficiently and cheaply is a competitive advantage. While retailers call the delivery process the “last mile”, shoppers often see it as the most important part of the process. Waiting for a parcel at home can be frustrating. For this reason, retailers have to develop ever more innovative ways for customers to receive deliveries on their own terms. Click and collect services have been popular in the UK for several years now, and there are several emerging solutions to the delivery challenge. Doddle will open 300 outlets across the UK in the next three years that shoppers can use to collect deliveries from. Located in and around train stations, and open seven days a week, Doddle uses a website as well as text and email alerts to notify shoppers when they have a delivery for collection. £24 million has been invested in the business, which also allows shoppers to return products via its outlets, taking the pain out of returning items. Newcomer Parcelly, which recently partnered with Costcutter Supermarkets Group, lets people pick up deliveries from its 2,500 UK locations, including its KwikSave, Mace and Simply Fresh stores. This is a win-win for the retail chain because shops earn commission on each parcel collected, and attract more customers into their stores. For consumers, it means collecting goods at a time and place that’s convenient for them. Amazon Prime is offering two-hour delivery slots to people in Berlin who subscribe to its annual service, and it is doing the same in some places in and around London. Also in the UK, AmazonFresh’s customers are now benefiting from one-hour delivery slots between 7am and 11pm. Since AmazonFresh launched this service, Tesco and Sainsbury’s have introduced same-day delivery. Tesco also offers a three-hour click and collect service. This type of competition has been called the start of the groceries “time war” by some commentators. Meanwhile, DHL plans to make deliveries to people’s Smart cars in Stuttgart by accessing their vehicles using a single-use code. DHL plans to expand this service to Bonn, Berlin and Cologne.

    The next level of delivery

    Not only are retailers having to offer goods at lower prices than rivals, they are also having to make deliveries (and returns) more efficient and flexible. However, the innovations won’t stop there, with retailers and entrepreneurs pushing the boundaries all the time. Amazon, for example, is experimenting with “anticipatory shipping”. Based on big data, it will predict what shoppers are going to buy before they make a purchase. It will then proactively ship out that product. Amazon is anticipated to have more luck with doing this for some categories than others. For example, it is expected that it will be easier to do this for consumables that follow more predictable purchasing patterns like diapers or baby food. Similarly, crowd-sourced deliveries such as Nimber and MyWays are changing the retail environment as well as the expectations of consumers. Both offer people ways to earn money. Nimber (in beta at the moment) pays people to drop off parcels to someone at an address near where they are travelling to anyway. DHL-owned MyWays is an app that lets people (‘MyWayers’) pick up parcels for others from a DHL service point for a set fee. With this new raft of ways for people to receive deliveries, the onus is on retailers to make sure they keep ahead of the game. That means matching consumers’ expectations, and fast. For more information, please contact Alejandro Mondragon:

    Want to learn more about the Future of Retail?

    Download our report
Contact us