Google Glass Strategy If Unit Production Cost Falls to Ten Dollars

Suppose the suppliers that build Google Glass bring the cost of producing one unit down to \$10. As the product manager, what would you do? ```hint Cost was one barrier of several List why Glass struggled to win users in the first place, then ask which of those reasons a cheap unit removes and which it leaves untouched. ``` ### Clarifying Questions - Are we talking about the consumer version of Glass, the enterprise edition used by frontline workers, or a new product built on the same hardware? - Does the \$10 cover only making the device, or also shipping, retail, warranty and support? - Is the lower cost exclusive to Google, or will competitors have access to the same parts and suppliers? - Should I optimize for hardware profit, for the number of people using Glass, or for Google's position in wearables and AI assistants? ### What a Strong Answer Covers - A clear view of what cheaper hardware changes (price, margin, distribution, room to subsidize) and what it does not (use case, privacy, social acceptance, comfort, battery) - A chosen goal and target market, justified by where Glass has and has not found real use - Pricing and business-model reasoning that is not simply cost-plus, with unit economics that count the costs beyond production - A go-to-market plan covering developers, partners, distribution and phasing - Risks such as privacy backlash at scale, a cheap-toy perception and competitors matching the cost, plus the metrics that decide whether to scale ### Follow-up Questions - If you sell Glass close to cost, where does the money come from, and what would make you raise the price later? - How does a camera on many more faces change your privacy approach, and what would you build into the hardware? - Competitors reach the same production cost a year later. What in your plan still holds?