Boom in AR/VR as a result of global competition in mobile industry

In the last 1-2 years, we have been witnessing an active interest on the part of global corporations, such as Google, Samsung, Apple etc to the area of Augmented Reality and Virtual Reality.

What causes such close attention to our sphere in the recent years and why corporations were not particularly interested in developments in the field of VR and AR before?

In my opinion, in the 90s world producers of “personal electronics” only slightly competed with each other and engaged more in the expansion in local markets – for example Nokia was almost unknown in the United States, while Motorolla almost was not represented in the European market.

Prior to 2003-2004, these corporations were securing markets, teaching consumers how to use smartphones and in fact were creating very similar platforms and technologies.

With the emergence of iPhone from Apple the market essentially got the first universal platform that provides services and deliver content to customers. It has become popular in all markets, which qualitatively changed the global nature of how companies work in mobile industry.

As a result, instead of expansion in local markets we got global competition. Those who could not scale its business left the market.

If we analyze the development of mobile phones, the market share of major players in the last 2-3 years, we can see that the period of expansion ended for them and they started competing very harshly with each other in terms of “burning marketing budgets,” which results in the decreases of their margins. There is nothing fundamentally new that has changed in smartphones – the competition is in the “screen size” and additional services, which in fact are quite simple to add.

What is the easiest method to get away from the direct and unfavorable competition?
That’s right – start developing adjacent areas or even better – create new markets.

One of these promising new markets is VR and AR.

It is our sphere of VR and AR that is slowly, but steadily was able to create the prototype devices just by the time the open competition among the major manufacturers of smartphones started. These prototypes allow to deliver content and to offer new services to consumers more effectively (not in 2D, but in 3D), but even more importantly IN LARGE SCALE.

Therefore, the major manufacturers of smartphones have started actively invest in this area, realizing that the next battle for the consumers’ wallets will not be at arm’s length, but directly in front of consumers’ eyes.

Well, we can only increase our efforts to develop the most organic devices and interfaces in VR and AR.

Due to the growing competition in the VR and AR between large corporations the best companies in VR and AR will get an opportunity to reach out to consumers and become popular among them by creating an entirely new reality or by augmenting it!

Best regards,
Vit Goncharuk

e-mail: v at
Founder of Augmented Pixels

Копия моего интервью: «Лучший питч — продукт, клиенты и доходы». Интервью с Виталием Гончаруком о маркетинге Augmented Pixels

Оригинал вот тут

Одессит Виталий Гончарук заработал первые деньги программированием в 10-м классе. В марте 2015 года его стартап Augmented Pixels, входящий в шортлист номинантов премии Financal Times Business Award, получил $1 млн от калифорнийских инвесторов The Hive и Steltec Capital и переехал в Кремниевую долину. Кстати, создатель сервиса doodle-видео Денис Довгаль выбрал этот же путь. СЕО of Augmented Pixels рассказал нам о принципах ведения бизнеса в Украине и США, о ненужности бизнес-планов и креативных питчей, а также о способе стать лучшим программистом.

«Лучший питч — продукт, клиенты и доходы». Интервью с Виталием Гончаруком о маркетинге Augmented Pixels

Что изменилось в вашей жизни с момента получения инвестиции от The Hive и Steltec Capital?

— В целом, жизнь не изменилась. Добавились ресурсы, которые мы можем использовать для разработки приложений. Также инвесторы предоставили больше коммуникационных возможностей.

Какие сложности вы преодолели от момента создания бизнес-плана до вхождения в двадцатку лучших компаний в сфере дополненных технологий по версии Financial Times?

— Бизнес-плана как такового у нас не было. Мы изначально ориентировались на создание продуктов. Самая большая сложность для любого стартапа до момента получения инвестиций — обеспечить доход и управлять командой. Это требует больше менеджерских качеств, чем просто управление бизнесом, у которого уже есть деньги и ему не нужно думать, как выживать завтра. Наша компания, начиная с 2011 года, зарабатывает самостоятельно. Continue reading