Boston University Case Study: Dyson Air Blade Innovation Report

This report provides a comprehensive analysis of the Dyson Air Blade, examining its innovative features, business model, and market impact. The report begins with a problem identification, highlighting the advantages of the Air Blade over traditional hand dryers, including reduced electricity consumption, faster drying times, and improved hygiene. A case study of Boston University's adoption of the Air Blade is presented, showcasing the benefits of waste reduction and sustainability. The report then delves into Dyson's business model, using the "bricks and clicks" approach, detailing key resources, partners, activities, cost structure, value proposition, revenue streams, channels, customer segments, and customer relationships. A feasibility evaluation concludes the report, emphasizing the product's contribution to sustainability goals and its positive impact on user experience. The report is a student submission on Desklib, a platform providing study resources.

Running Head: THINK BIG 1
Dyson Air Blade Innovation
Student’s Name
Institutional Affiliation
Date of Submission

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Dyson Air Blade
A. Problem Identification
The air blade was first introduced in the US and UK towards the end of 2017. The main
production line was; and is still the Dyson Air Blade. This air blade is electric and serves the
purpose of drying hands in public lavatories. The brand took the market by storm because it used
a different kind of technology to serve its purpose. Instead of the ordinary hand drying products
with thin surfaces and wide jets of air being produced, Dyson Air Blade produces unheated air
within a thin layer. The air travels at approximately 400 mph to have water removed from the
hands instead of evaporating it (Carlberg, 2016, 3).
As mentioned before, this innovative air blade took the market by storm because of a
number of reasons. First, customers believe that Dyson Air Blade dries the hand within a short
duration of time. The product also uses less electricity compared to the ordinary hand drying
devices (Hockett, 2017). Compared to other ordinary hand-driers, the Dyson Air Blade reduces
the amount of wasted energy by approximately 69%. It is also cheaper than other driers with
about 97% cost effectiveness (Kelm & Risner, 2007, 20). The hand drier is also easy to operate
since it doesn’t need to use hot air when drying hands. This paper, therefore, identifies three
major reasons why Dyson Air Bale is the better option (Salesforce, 2018). The reasons include:
- Reduced electricity consumption due to the use of cold air.
- Ease of operation due to reduced time for hand drying.
The entire air blade brands that are produced by Dyson Company use the same kind of
innovation to serve their purpose (Salesforce, 2018).

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For the purpose of creating a market survey on the innovative importance of Dyson Air
Blades, this paper intends to employ a case study of Boston University (BU) that currently uses
the Dyson Air Blades in its lavatories. The introduction of Dyson Air Blades encouraged BU to
shift from the use of paper towels within the restrooms to the use of hand dryers. The major drive
towards such change was to reduce waste within the University. With Dyson Air Blades, such
goals of waste reduction would be achieved (Kelm & Risner, 2007, 20).
B. Generated Benefits
Westminster Trade Group University performed a research activity in which they
questioned the level of hygiene associated with Dyson Air Blade. This research activity was
sponsored by a paper towel industry in the UK (Wolfe, 2017). This was after the European
Tissue Symposium claimed that the use of hand driers increased the amount of bacteria settling
on the hands by approximately 45%. The European Tissue Symposium further claimed that the
paper towels reduce the amount of bacteria by up to 70%. According to the results obtained by
Westminster Trade Group University, the air blade happens to be the most hygienic hand dryer
(assuming that the result specifically referred to Dyson’s product) (Hockett, 2017). In this case,
however, the results obtained refer to electric devices because the performance of such devices is
obtained against the number of bacteria types that remain on users’ hands. The performance of
electric devices was then contrasted to paper towels with the results of the latter being worse
(Carlberg, 2016, 1).
With the employment of Dyson Air Blade in Boston University has helped the institution
make necessary sanitary changes (McMillan, 2017). The university has also been able to have
sustainability integrated into the system of education, operations programs, and research

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activities to reduce the amount of energy consumed. However, the main implication of the hand
drier is the reduction of waste in the entire campus (MAYER, 2017, 2).
C. The Proposed Business Model
Dyson Company uses the “bricks and Clicks” model to strategize itself. In this case, the
company enjoys an online and a physical retail presence for the generation of sales. This sort of
model has a number of advantages including the presence of a store which customers can visit as
well as an online platform for the selling of services and products (MAYER, 2017, 2).
i) Resources
Dyson fetches its revenue from a number of products that range from hand driers to fans.
The brand names are well developed thereby ensuring that the organization gets the trust it needs
from the customers. To ensure that the products are efficiently sold, Dyson has built its own
physical and online reputation (Hockett, 2017).
ii) Key Partners
Dyson’s key partners are the customers and suppliers. A well established supplier
network with a strong internet affiliation ensures that the company has the ability to solicit a
wider range of customers (Salesforce, 2018). The suppliers then allow the company to receive
orders for new equipment and products thereby creating a more competitive pricing. On the
contrary, offline establishments have the ability to leverage organization-supplier relationships
thereby allowing organizations to receive discounts (McMillan, 2017).
iii) Activities

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Like business organizations with the potential of going online, Dyson Company uses
online and physical markets to enhance as well as widen its distribution the supply network.
Products that were only sold locally would now be sold worldwide by placing them online and
providing shipment to customers globally (McMillan, 2017). However, the maintenance of a
physical store ensures that customers still have the chance to physically browse the merchandise
in the store. The incentive is productive for the business because customers have the chance to
interact with the stakeholders of the company as well as physically inspecting the products
before buying them from the stores (MAYER, 2017, 1).
iv) Structure of Costs
The main disadvantage of this model is associated with the soared overhead costs
compared to conventional mortar and brick as well as pure dot-com businesses. Such is because
the model strives to maintain an internet presence as well as a physical space (McMillan, 2017).
However, businesses would go for Internet presence because they would not have to invest in the
establishment of physical stores. On the contrary, the benefit is not as much as having a website
as well as maintaining a physical presence (Chang, 2006, 270).
v) Proposition of Value
According Dyson, all the made products need to be simple, magical, and suits the clients’
needs. Therefore, all the products that Dyson develops are we developed on the same belief.
Customers expect Dyson to show commitment to its sleek production and such makes the
company more assured to provide the best products (Wolfe, 2017). The company has a policy
that ensures that the organization’s value proposition is reiterated in the product manuals. The
manuals specifically outline the designs of the devices and their ease of usage. Such policy has

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been the cornerstone of the products’ aesthetic design as well as the inspirational qualities that
Dyson provide the users with (Management, 2017).
vi) Structure of Revenue
There are a number of products that source Dyson’s revenue. However, much of such
revenue is created by hand driers and fans. He named produced source more revenue because
they represent the main products sold by the company. With a proper business model, Dyson
ensures that overhead costs are reduced (Barrett, 2017).
vii) Channels
In this case, we will talk about marketing channels. As mentioned before, Dyson uses two
marketing channels; the physical and the online marketing channels. Both the online and
physical markets help Dyson Company to enhance as well as widen its distribution the supply
network. Products can be sold locally as well as internationally by posting them online and
providing shipment to customers globally (MAYER, 2017, 2). On the contrary, Dyson has a
strong physical appearance. The strong appearance is because of the stores erected by the
company. Within the stores, customers have the chance to physically browse the merchandise in
the store. By developing the two channels for marketing, Dyson has boosted its level of
productiveness because customers have the chance to interact with the stakeholders of the
company as well as physically inspecting the products before buying them from the stores
(Management, 2017).
viii) Customer Segments

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The company has two main kinds of customers; those that buy products online and them
that buy products from stores. Online customers make their orders through websites and then
have their products shipped to their locations. On the contrary, as mentioned before, customers
that go to stores and buy product are considered more advantaged because they have the chance
to physically interact with the workers and other stakeholders thereby boosting the seller-
customer relationship (Kampung, 2017).
ix) Customer Relationships
Dyson works smatter in ensuring that the relationship between the company and the
clients is always positive (Barrett, 2017). Such smart working entails the management of markets
through simultaneous and automation of trade. The company considers the automation of
marketing as important as well. For instance, email addresses are well managed through the
employment of tools that lead to the automation of leads and transferring the stages of sales cycle
while maintaining the personalized interaction with customers. The use of an account-based type
of marketing makes it important to have new customer accounts tracked and considered. The
organization, therefore, requires marketers, sales representatives, and managers to be well
informed regarding the sales platforms with added advantage to the automation of workflow
(Barrett, 2017).
D. Feasibility Evaluation
The idea of improving the technology by which hand driers are manufactured is a way of
ensuring that sustainability goals are met. However, by considering the case study identified
before in this paper, the prospective experience of the students is improved by launching a more
technologically advanced and larger space with better facilities. By ensuring that better hand

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drying machines are installed, the university recognizes the importance of growing alongside
technological advancements (Management, 2017).
i) Productivity to Support Sustainability
As a way of supporting the global sustainability mission, the company has come up with
more advanced Dyson Air Blade V. BU also decided to install the Dyson Air Blade V hand
driers five restrooms in the entire institution (Kampung, 2017). For the restrooms that the Air
Blade technology was installed, no paper towels were installed and thus, wastage was
tremendously reduced. According to statistics, there are more 7,000 weekly individuals that
would visit the restrooms. Such means that around 14,000 paper towels are saved by the
installation of the hand driers (Barrett, 2017).
Among the benefits associated with the hand driers include CO2 reduction. The newly
improved Dyson Air Blade produce 80% less CO2 compared to other driers. The driers are also
cheaper and have a faster dry time. They also don’t use the heating element thereby reducing the
amount of electricity consumed (MAYER, 2017, 2). As mentioned before, such qualities mad the
brand to take the market by storm. Also, the company has a policy that ensures that value
proposition is reiterated in the product manuals. The designs of the driers are outlined in the
manuals. The policy has, therefore, been the cornerstone of the products’ aesthetic design as well
as the inspirational qualities that Dyson provide the users with (Ardeeser, 2017).
A. Canvas Model
KEY PARTNERS
- Suppliers
KEY ACTIVITIES
- Offline
marketing and
selling
- Online
VALUE
PROPOSITION
- Earn
Money
online
CUSTOMER
RELATIONSHIP
- Chance to
visit the
store and
CUSTOMER
SEGMENTS
- Online
- Offline

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- Clients marketing and
selling
and
offline
talk to
providers
CHANNELS
- Online
platforms
KEY RESOURCES
- Dyson
products
COST STRUCTURE
- Tech platform costs
- Cut overhead costs
REVENUE STREAMS
- Sales of Dyson fans
- Sales of Dyson hand driers

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Reference
Ardeeser, J. (2017). CRM Explained: What is the Purpose of Customer Relationship
Management? Retrieved July 30, 2018, from https://www.jordancrown.com/blog/crm-
explained-purpose-customer-relationship-management/
Barrett, J. (2017). How Small Businesses Maintain Customer Relationships While Growing.
Retrieved July 30, 2018, from
https://www.infusionsoft.com/business-success-blog/customer-service/customer-
experience/how-to-maintain-customer-relationships
Carlberg, D. (2016). Dyson Airblade. Boston University. 9(10) pp 1-3
Chang, H.H. (2006), Technical and management perceptions of enterprise information system
importance, implementation and benefits.InformationSystems Journal, V.16 (3), pp.263–
292.
Hockett, K (2017), 5 Tips for Making Group Work Manageable. Edutopia. Retrieved 13 June
2017, from: https://www.edutopia.org/blog/tips-making-group-work-manageable-
kristina-doubet-jessica-hockett
Kampung, W. (2017). The Science of the 5Gs. WOW Kampung. Retrieved 13 September 2017,
from http://wowkampung.com/5gs/science/
Kelm, R., & Risner, E. (2007). Brazilians Working With Americans: Cultural Case
Studies/Brasileiros que Trabalham com Americanos : Estudos de Casos Culturais. Austin,
TX, USA: University of Texas Press, pp. 19-21
Management, S. (2017).SMS | Strategic Management Society. Strategicmanagement.net.
Retrieved July 30, 2018, from
MAYER, F. (2017). CET-Innovation & Entrepreneurship . Sony falls back , 1-3.
McMillan, L. (2017). The benefits and risks of outsourcing | Lexology. Lexology.com. Retrieved
13 September 2017, from: http://www.lexology.com/library/detail.aspx?g=e698d613-
af77-4e34-b84e-940e14e94ce4
Salesforce. (2018). What is CRM? What do people mean when they say CRM? Retrieved July
30, 2018, from https://www.salesforce.com/eu/learning-centre/crm/what-is-crm/
Wolfe, M. (2017) What Is the Bricks-and-Clicks Business Model? Retrieved July 30, 2018, from
https://bizfluent.com/info-7774613-bricksandclicks-business-model.html

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