????L2研究總監(jiān)科林?吉爾伯特表示，這一系列合作標(biāo)志著創(chuàng)新的搖籃與時(shí)尚的發(fā)源地終于開(kāi)始牽手。吉爾伯特說(shuō)，要解決可穿戴領(lǐng)域的難題，缺少的不僅僅是設(shè)計(jì)這一種要素，但設(shè)計(jì)確實(shí)是這個(gè)領(lǐng)域期待的元素。這份報(bào)告的調(diào)查顯示，超過(guò)一半的受訪(fǎng)者希望擁有看上去更像珠寶的可穿戴設(shè)備，62%的受訪(fǎng)者更喜歡腕戴式設(shè)備。

????吉爾伯特說(shuō)：“那些以單打獨(dú)斗聞名的品牌都開(kāi)始與意想不到的伙伴合作。如果仔細(xì)研究蘋(píng)果的投資，你會(huì)發(fā)現(xiàn)這個(gè)特殊隊(duì)伍的成員名單，看起來(lái)就像是世界上能想象到的各行各業(yè)中最優(yōu)秀的人才的名人錄?！?/p>

????要讓產(chǎn)品顯得很“酷”并不是唯一的目的?？萍夹袠I(yè)如果想讓我們身體的更多部位連上網(wǎng)絡(luò)，那么安全問(wèn)題和隱私問(wèn)題，尤其是顧客數(shù)據(jù)管理問(wèn)題，依舊需要慎重考慮。正如《經(jīng)濟(jì)學(xué)人》（The Economist）所說(shuō)，蓬勃發(fā)展的傳感器的魅力，以及可穿戴設(shè)備的算法，分散了人們對(duì)于其他要素的關(guān)注。這些關(guān)鍵的其它要素包括：“標(biāo)準(zhǔn)、互通性、一體化、數(shù)據(jù)管理”，以及“知識(shí)產(chǎn)權(quán)、執(zhí)行標(biāo)準(zhǔn)”。對(duì)國(guó)家安全局（National Security Administration）而言，這些技術(shù)發(fā)展都必須以網(wǎng)絡(luò)安全為前提。

????可穿戴設(shè)備公司Atlas Wearables創(chuàng)始人彼得?李表示，電池技術(shù)和用戶(hù)的保守是可穿戴市場(chǎng)面臨的兩大障礙。他說(shuō)，在一些情況下，電池技術(shù)需要有足夠大的改進(jìn)才能實(shí)現(xiàn)足以激發(fā)用戶(hù)興趣的體驗(yàn)，而在穿戴時(shí)間、充電時(shí)間、處理能力和產(chǎn)品特點(diǎn)上，各家公司也需要做出平衡。

????這個(gè)領(lǐng)域的創(chuàng)新速度非?？臁Ｗ詮腇itbit于2008年成立以來(lái)，各家公司已經(jīng)發(fā)布了五到六個(gè)完全不同的產(chǎn)品。三星（Samsung）則在九個(gè)月內(nèi)發(fā)布了可穿戴設(shè)備Galaxy Gear的三到四個(gè)衍生產(chǎn)品。索尼（Sony）、Pebble、谷歌和Facebook的頭戴式虛擬現(xiàn)實(shí)設(shè)備Oculus Rift也緊隨其后。

????吉爾伯特說(shuō)：“我們很容易看到，在當(dāng)下的市場(chǎng)中，領(lǐng)頭羊們都處在相當(dāng)脆弱危險(xiǎn)的地位?？纯此麄?cè)诿靠钚略O(shè)備上做出創(chuàng)新的速度，我們可以很明顯地發(fā)現(xiàn)這一點(diǎn)?！?/p>

????對(duì)可穿戴技術(shù)有興趣的不止是科技公司。梅賽德斯-奔馳（Mercedes-Benz）正在將移動(dòng)體驗(yàn)移植到可穿戴設(shè)備上，而維珍航空（Virgin Atlantic）正在試驗(yàn)性地探索谷歌眼鏡在顧客服務(wù)上的應(yīng)用。

????吉爾伯特表示，對(duì)可穿戴設(shè)備的不斷試驗(yàn)十分重要，但是現(xiàn)在短期內(nèi)，人們還需要探討一下：“技術(shù)的演進(jìn)以及企業(yè)的研發(fā)力量共同推動(dòng)了現(xiàn)有可穿戴產(chǎn)品的發(fā)展，但它們是否真的能夠滿(mǎn)足用戶(hù)的需求；各公司又是否需要探索不同的合作模式，讓可穿戴設(shè)備不僅限于早期使用者的圈子，而是被主流人群所接受”。

????吉爾伯特稱(chēng)，冬季假期會(huì)讓這個(gè)領(lǐng)域的熱度降低，但真正的試金石在于各家公司能否開(kāi)發(fā)出可以通過(guò)“返回考驗(yàn)”的可穿戴設(shè)備——如果人們已經(jīng)走出了家門(mén)好幾步，依然決定返回去取忘帶了的可穿戴設(shè)備，就像他們?nèi)ト⊥舻腻X(qián)包、鑰匙、手機(jī)一樣，這個(gè)設(shè)備就成功了。

????他說(shuō)：“目前為止，健身追蹤器還不屬于這類(lèi)產(chǎn)品。但是下一代可穿戴設(shè)備有潛力跨越這個(gè)至關(guān)重要的里程碑?！保ㄘ?cái)富中文網(wǎng)）

????譯者：嚴(yán)匡正

????These collaborations signal a moment where the cradle of innovation and the arbiters of fashion are finally embracing one another, says L2 research director Colin Gilbert. Style is not the only missing piece to the wearable puzzle, but it’s something to look forward to, Gilbert says. More than half of the report’s respondents want devices that feel more like jewelry while 62 percent would like more than wrist-worn devices.

????“Brands that are known for going it alone are partnering with unexpected allies,” Gilbert says. “If you dig into Apple’s investment, the special projects team reads like a who’s who list of some of the best talent in the world coming from every sector imaginable.”

????The “cool” factor isn’t the only issue. Security and privacy, particularly around the management of consumer data, remain a concern as the tech industry seeks to bring more of our body parts online. As The Economist notes, the glamour of developing sensors and algorithms for wearables is distracting everyone from glaring missing elements, “standards, interoperability, integration and data management” and “intellectual-property rights and regulatory compliance” among them. All this in an environment where paranoia remains over the National Security Administration’s activities.

????Atlas Wearables founder Peter Li says battery technology and user retention are two more obstacles facing the wearables market. Some use cases require significant improvements to battery technology for a compelling experience, he says, and there’s always a balance to be struck between wear time between charges and processing power and features.

????The pace of innovation has been rapid. Fitbit has released five or six distinct models since the company launched in 2008, and Samsung released three or four variants of the Galaxy Gear in a nine-month period. Sony SNE 0.77% , Pebble, Google, and Facebook’s FB 0.25% Oculus Rift are positioned to follow.

????“It’s very easy to see the leaders in the current market are in a fairly tenuous or precarious position right now,” Gilbert says. “That’s evident by how quickly they’re innovating on each new device type.”

????Interest in wearable technology isn’t limited to technology companies. Mercedes-Benz is porting its mobile experience to a wearable device, while Virgin Atlantic is exploring the customer service aspect of Google Glass on a trial basis. Kenneth Cole is also using Glass as part of a marketing campaign.

????Continued experimentation with wearables is important, but the near-term requires a conversation “about whether current wearables, driven by a combination of organic efforts and corporate tech efforts, are really adhering to customer needs and wants or if companies need to explore a different set of partnerships to push wearables beyond early adopters and into the mainstream,” Gilbert says.

????The winter holiday season will help thin the herd, but the true litmus test will be when a company can introduce a wearable that passes the “turnaround test,” Gilbert says—when a person walks a few steps from their front door and decides to turn around to retrieve a forgotten wearable device like they would a forgotten wallet, keys, or phone.

????“Right now the fitness tracker isn’t on that list,” he says, “but the next generation of wearables has the potential to pass that critical milestone.”