My first instinct was to just say 'lower the price and push volume' and I almost went with that.
Start by reframing the question: a $10 manufacturing cost doesn't automatically mean a $10 price; it unlocks strategic options. Evaluate whether to pursue penetration pricing, freemium, bundling, or new use cases, and align with Google's broader ecosystem and mission. Prioritize options based on impact, feasibility, and strategic fit, then recommend a path with clear metrics.
Pro tip: Don't jump to 'drop the price to $10'—that's a trap. Show you understand that pricing is about value capture, not cost, and that a low COGS enables aggressive GTM plays like free tiers or bundling with existing Google services.
Confirm that $10 is manufacturing cost, not retail price, and ask about scale, target segments, and whether other costs (marketing, distribution) remain. This shows rigor and avoids solving the wrong problem.
Determine what Google wants from Glass: market leadership in wearables, data collection, ecosystem lock-in, or social impact. The objective dictates whether to maximize profit, adoption, or strategic positioning.
Brainstorm options like freemium, bundling with Pixel/Google One, enterprise licensing, or giving away hardware to monetize services. Assess each against impact, feasibility, and alignment with objectives.
Choose the best option (e.g., free with Google One subscription) and justify it using market data, competitive dynamics, and financial projections. Acknowledge trade-offs and risks.
Outline KPIs like adoption rate, ARPU, retention, and ecosystem engagement. Suggest a pilot or phased rollout to test assumptions before full commitment.
AI-generated suggestions, not part of the candidate's original notes. May be inaccurate — verify before relying on them.