The company now have over 300 offices assisting 90,000 users worldwide with an annual turnover of over 100 million with the largest development team in the industry.[5]Clive Martell became chief executive from August 2009.[6]In February 2015, Pete Baxter, former vice president of sales and country manager for Autodesk in the UK, was appointed vice president.[7]
A CAD based inspection solution package for use with many types of inspection hardware,[12]including manual and CNC CMMs, portable arms, optical measuring devices and CNC machine tools (OMV). Developed for use on Microsoft Windows, the software is sold to a wide range of industries.
New PowerShape 2015 Portable
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Hedonic value is defined as the experience of pleasure and happiness during a consumption process (Holbrook & Hirschman, 1982). Hedonic value is generated as long as playful and fun emotions are perceived during the process (Nalepa et al., 2019; Naghmeh, et al., 2020). The current SWDs are largely designed with gamified elements to make sports and self-health management more fun for users (Burbach et al., 2019). Thus, users can experience hedonic value while using SWDs. When users perceive hedonic value, they tend to spend more time with the device and continue using it (Lin & Lu, 2015; Nan et al, 2020). Kim et al. (2013) proposed that utilitarian value and hedonic value positively influence the continued use of smartphones. Utilitarian value and hedonic value can also influence loyalty (Bilgihan & Bujisic, 2015). Therefore, we proposed the following hypotheses:
Rewards are given in the form of points, badges and levels. Whenever users complete a task or goal during gamification, they are rewarded with points or badges (Miller et al., 2016; Mora et al., 2015). Rewards prompt users to become increasingly immersed in an activity because of the sense of achievement and resulting feedback they get from the reward (Deterding et al., 2011; Nelson et al., 2019). When users engage in a target activity that includes rewards, they find the process more appealing and experience increased hedonic value (Guo & Poole, 2009; Hamari & Koivisto, 2015). Designs incorporating rewards provide incentives relative to the difficulty of the task or goal involved (Hacker & Ahn, 2009). To complete more difficult tasks or goals, users need to use the SWDs more frequently and spend more time on the task (Cafazzo et al., 2012; Chen et al., 2014). Hence, users engage with SWDs more frequently, which increases the probability of achieving the desired goal. As a result, they more strongly believe that SWDs can help them to achieve a specific goal and, in turn, experience the satisfaction generated from utilitarian value (Adapa et al., 2018; Kettunen et al., 2017). Based on these arguments, we proposed the following hypotheses:
Network externality refers to the increase in the value of a product or service because other users use the same product or service (Katz & Shapiro, 1985; Wu et al., 2017). Since network externalities reinforce common standards and result in the formation of a common group culture (Heinrich, 2014; Zhou et al., 2015), sports-based SWDs are typically featured with social media functions (Chen et al., 2017). The effect of social media on the adoption of SWDs should, therefore, not be neglected.
The bandwagon effect is used to describe the benefit a person enjoys because others are doing the same thing (Rohlfs, 2003). Interactive benefits increase as more people use the same technology (Lin & Bhattacherjee, 2008). Individuals comprising the general public imitate the consumption methods of other people, and this effect boosts market demands (Naghmeh et al., 2020; Rohlfs, 2003). Most SWDs feature social interaction functions (Venkatesh et al., 2012). As more people use SWDs, an increasing number of social media users can receive benefits. Individuals are likely to engage in imitative behaviour to reduce search costs or uncertainties in decision-making (Gimeno et al., 2005; Wu et al., 2017). Therefore, when people notice that their friends are using SWDs, these individuals are more likely to start using similar products and services (Sun, 2013; Wu et al., 2017). As the number of users increases, more benefits are generated, and the switching cost increases as well. When the cost of switching is high, users tend to continue using their current SWDs (Zhou et al., 2015). Hence, the bandwagon effect enhances the intention to continue using SWDs. We propose the following hypothesis:
Consumers use SWDs not only to meet functional needs but also to satisfy the need to flaunt their wealth. The conspicuous display effect refers to consumption behaviour that focuses on spending on products or services for the purpose of demonstrating wealth or income (Bagwell & Bernheim, 1996). The conspicuous display effect regarding product prices influences purchase intentions (Piron, 2000). Conspicuous consumption is common in society (Cleveland et al., 2009), particularly for fashionable products where the consumption is more easily perceived. Consumers may purchase branded accessories to demonstrate their lifestyle (Adapa et al., 2018; Silina & Haddadi, 2015). The demonstration of personal taste, professionalism, or status through these products or accessories prompts other consumers to follow suit and use specific brands (O'cass & McEwen, 2004; Ting et al., 2018). For example, most fans of Apple products probably prefer the Apple Watch, while runners likely opt for Garmin running watches to record their sports data (Apple, 2022; Garmin, 2022). SWDs are often considered a type of wearable accessory, and SWD users may, therefore, exhibit conspicuous consumption behaviour (Silina & Haddadi, 2015). The more consumers care about the opinions of others, the more frequently they are likely to engage in conspicuous behaviour to demonstrate their status (Rucker & Galinsky, 2009; Souiden et al., 2011). Hence, we proposed the following hypothesis: 2ff7e9595c
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