Early this week Dyson announced the launch of its new Air Multiplier fan. It was the talk of the town as it involved the use of radical technology and the fact that it has entirely overturned our perception of fans.

Designers like me are both awe struck and skeptical about this Air Multiplier. I am awe struck by its brilliant use of technology and how it managed to open up a new market within a very old one through design and innovation. On the other hand, I am skeptical about its fundamental use and if this is yet another hype that will serve no good other than contribute to more pollution and landfills.

Regardless of different viewpoints, I see the launch of the Dyson fan as a prophecy of the paths designers and manufacturers should take. The Dyson fan shows how important value adding in mass manufactured products can be, and that opportunities still exist within the realms of old markets as long as there is continuous innovation. This is the same case with Apple and its iPod. As designers, marketers, or entrepreneurs, we were often taught to think outside the box and to invent new ideas and products. But perhaps it is also wise to think within the box itself, perhaps we have missed something inside which others have overlooked, perhaps it is better to reinvent than invent.

The business model of Dyson also demonstrates how a 'sniper' strategy with minimum yet resounding product line can work as well as or even better than the 'shotgun' strategy of traditional business model by flooding the market space with products. The 'sniper' strategy is nothing new but it is increasingly important and more aligned with the changes in our society right now. Environmental concerns and the energy crisis are two fine examples of the changing societal needs. We are living through a critical moment where we have to balance both environmental and energy issues in our daily life which have inevitably affect our consumption behaviours. We are now more conscious when we make a buying decision; the 4Ps (product, price, place, and promotion) are no longer the only decisive factors when we purchase a product. Hence, the 'shotgun' strategy is no longer as effective as before as it drains out resources faster than it can meet the new demands of the consumers.

As a designer, I find it imperative to understand the dynamics that are going on as the work we do affect our clients and consumers directly. It is still too soon to determine how successful the Dyson Air Multiplier will be, but it has clearly shown how successful businesses are making decisions and the path they are trailing behind.