<p>[新加坡] 本地消费电子品牌 Prism+ 任命 Jonathan Wong 为首席执行官，接替创始人 Jonathan Tan 的职位。</p>
<p>Wong 曾担任欧洲共居运营商 Habyt 的亚太区首席执行官。Tan 将晋升为执行董事长，这是品牌 “加强领导结构” 计划的一部分。</p>
<p>这一过渡将使 Tan 能够专注于产品战略和增长，而 Wong 则负责支持日常运营需求。</p>
<p>“我们已经达到了一个规模，引入更多专业帮助来真正加强结构和执行是有意义的，” Tan 在《商业时报》中表示。</p>
<p>Tan 和 Wong 已经谈了几年，但直到最近——当业务达到一定复杂性时——Wong 才觉得自己能够做出有意义的贡献。</p>
<p>Prism+ 从销售显示器的直销模式发展到现在还提供冰箱和风扇等产品。如今，家电占品牌在新加坡收入的一半以上。</p>
<p>“随着时间的推移，我能带来的附加价值变得更加明显，” Wong 说。</p>
<p>进一步扩大 Prism+ 的机会，加上他在 Habyt 和 CloudKitchens 的经验，吸引了他来这份工作。</p>
<p>“这些业务根植于实体，更多的是商业的原子而非比特，” 他说。</p>
<p>Prism+ 在新加坡有八家零售店，在马来西亚有十家；它还在菲律宾和澳大利亚有业务。该品牌计划在空调等需要高接触客户体验的产品上重视零售组件。</p>
<p>Prism+ 将保持其产品开发和客户服务内部进行，而不是像其他公司那样外包这些职能。</p>
<p>Wong 解释说，这样做是为了保持对客户体验的控制，并将其延伸到供应链。拥有这样的控制可以在价值链的每个环节提供洞察，甚至在产品达到生命周期末期时为客户提供下一个解决方案。</p>
<p>“这正是 Prism+ 成立的原因；拥有直接的参与和所有权意味着我们确切知道客户想要什么，客户想如何购买，客户希望如何交付，” 他补充道。</p>
<p>新加坡竞争与消费者委员会（CCCS）在 2025 年 12 月对 Prism+ 因网站设计特征误导消费者而提出指控。使用了虚假的倒计时计时器和误导性的库存指示器，迫使消费者进行购买。</p>
<p>Wong 表示，公司在 CCCS 调查后于 2025 年 5 月纠正了识别出的问题，并加强了内部审查流程。Prism+ 还向 CCCS 提供了承诺，保持与消费者的完全透明。</p>
<p>“今天的 Prism+ 是一家更强大的企业，拥有……确保我们的增长速度永远不会超过客户体验标准的结构，” Wong 说。“这是我们打算遵守的承诺。”</p>
<h2>保持竞争优势</h2>
<p>虽然从显示器和电视转向家电对一个电子品牌来说似乎是一次飞跃，但 Tan 表示这一举动是自然而然的。</p>
<p>在 Prism+ 扩大其显示器市场份额后，这一细分市场不会再有指数级的增长。</p>
<p>“如果你看看像三星和 LG 这样的大型家电品牌，它们都起步于显示器，但在家电领域也非常强大，所以我认为这是相当自然的，” Tan 说。</p>
<p>Prism+ 在其任何类别中都不是市场的第一，必须验证它是否能够以令人满意的质量生产家电。</p>
<p>该品牌识别出可以通过创新功能填补的产品类别，或者以其直销商业模式以更低的价格提供相同的功能。</p>
<p>“我们拥有大部分运营的事实也为某些运营职能提供了不同的成本经济性，” Tan 说。</p>
<p>Prism+ 将专注于当前的四个市场，而不是扩展到更多市场。在新加坡和马来西亚，品牌拥有最多的市场份额，将专注于发展和建立业务。</p>
<p>虽然扩展并非完全不可能，但其商业模式在进入新市场时可能会有所不同。</p>
<p>Prism+ 正在寻找其他市场的合适合作伙伴，Wong 并不排除全球实体。他表示，合适的合作伙伴和进入策略是关键，并补充说两者也必须不妥协其他商业承诺和承诺。</p>
<p>“有很多市场在根本上是强大的，在我们所处的领域存在空白，提供可负担的、可接触的高科技优质产品给大众市场，” 他补充道。</p>
<p>Wong 将在接下来的 12 个月内专注于三个领域：产品整合、客户体验和巩固 Prism+ 作为智能家居解决方案提供商的地位。</p>
<p>他旨在继续推出新产品并将其整合到品牌的产品线中，使用一个单一的应用程序来控制不同的 Prism+ 产品。</p>
<p>在客户体验方面，从产品开发到售后服务的每个环节都至关重要。Wong 表示，目标是确保 “每一个客户体验的组成部分都得到优化，并随着每一天的推移不断改善”。</p>
<p>第三个领域可以说是最困难的，但也是机会最多的：将品牌的主张从仅提供多个产品类别转变为成为一个单一的智能家居解决方案提供商。</p>
<p>Wong 的目标是让 Prism+ 成为一个 “你可以一次性获得所有智能家电所需的品牌，并且拥有一个统一的客户体验、交付体验、维护和维修体验，所有这些都由我们直接管理。”</p>

<p>Prism+ 任命 Jonathan Wong 为首席执行官，接替创始人 Jonathan Tan，后者将担任执行董事长。这一领导层变动旨在增强公司的结构和执行力，因为公司正从显示器扩展到家用电器，而后者目前占其收入的一半以上。Wong 曾是 Habyt 的首席执行官，他将专注于日常运营，而 Tan 则专注于产品战略。该品牌计划保持内部产品开发和客户服务，以确保质量控制和客户体验。Wong 旨在在未来一年内将 Prism+ 打造成智能家居解决方案提供商</p>

<p>[SINGAPORE] Local consumer electronics brand Prism+ has appointed Jonathan Wong as its chief executive officer, taking over the role from founder Jonathan Tan.</p>
<div class="lb-trans"><p>[新加坡] 本地消费电子品牌 Prism+ 任命 Jonathan Wong 为首席执行官，接替创始人 Jonathan Tan 的职位。</p>
</div><p>Wong was previously the Asia-Pacific CEO of European co-living operator Habyt. Tan will step up as executive chairman, as part of the brand’s plan to “strengthen its leadership structure”.</p>
<div class="lb-trans"><p>Wong 曾担任欧洲共居运营商 Habyt 的亚太区首席执行官。Tan 将晋升为执行董事长，这是品牌 “加强领导结构” 计划的一部分。</p>
</div><p>The transition will allow Tan to focus on product strategy and growth, with Wong stepping in to support the day-to-day operational needs.</p>
<div class="lb-trans"><p>这一过渡将使 Tan 能够专注于产品战略和增长，而 Wong 则负责支持日常运营需求。</p>
</div><p>“We’ve reached a certain scale, and it makes sense to bring on more professional help to really strengthen structure and execution,” Tan told <em>The Business Times</em>.</p>
<div class="lb-trans"><p>“我们已经达到了一个规模，引入更多专业帮助来真正加强结构和执行是有意义的，” Tan 在《商业时报》中表示。</p>
</div><p>Tan and Wong had been talking for a couple of years, but it was only recently – when the business reached a certain complexity – that Wong felt he could contribute meaningfully.</p>
<div class="lb-trans"><p>Tan 和 Wong 已经谈了几年，但直到最近——当业务达到一定复杂性时——Wong 才觉得自己能够做出有意义的贡献。</p>
</div><p>Prism+ has grown from selling monitors with a direct-to-consumer (DTC) business model to now also offering products such as fridges and fans. Today, home appliances make up over half of the brand’s revenue from Singapore.</p>
<div class="lb-trans"><p>Prism+ 从销售显示器的直销模式发展到现在还提供冰箱和风扇等产品。如今，家电占品牌在新加坡收入的一半以上。</p>
</div><p>“Over time, the value-add that I can bring to the table has become more evident,” said Wong.</p>
<div class="lb-trans"><p>“随着时间的推移，我能带来的附加价值变得更加明显，” Wong 说。</p>
</div><p>The opportunity to scale Prism+ further, coupled with his experiences at Habyt and CloudKitchens, attracted him to the job.</p>
<div class="lb-trans"><p>进一步扩大 Prism+ 的机会，加上他在 Habyt 和 CloudKitchens 的经验，吸引了他来这份工作。</p>
</div><p>“These businesses were rooted in the physical, very much the atoms rather than the bits of business,” he said.</p>
<div class="lb-trans"><p>“这些业务根植于实体，更多的是商业的原子而非比特，” 他说。</p>
</div><p>Prism+ has eight retail outlets in Singapore and 10 in Malaysia; it also has a presence in the Philippines and Australia. The brand plans to lean heavily on the retail component for products such as air-conditioners, which require a high-touch customer experience.</p>
<div class="lb-trans"><p>Prism+ 在新加坡有八家零售店，在马来西亚有十家；它还在菲律宾和澳大利亚有业务。该品牌计划在空调等需要高接触客户体验的产品上重视零售组件。</p>
</div><p>Prism+ will keep its product development and customer service in-house, rather than outsourcing these functions as other companies tend to do.</p>
<div class="lb-trans"><p>Prism+ 将保持其产品开发和客户服务内部进行，而不是像其他公司那样外包这些职能。</p>
</div><p>Wong explained that this is to maintain control over the customer experience and extend it through to the supply chain. Having such control provides insights at every step of the value chain, down to providing customers with the next solution when a product reaches its end of life.</p>
<div class="lb-trans"><p>Wong 解释说，这样做是为了保持对客户体验的控制，并将其延伸到供应链。拥有这样的控制可以在价值链的每个环节提供洞察，甚至在产品达到生命周期末期时为客户提供下一个解决方案。</p>
</div><p>“This is exactly why Prism+ was founded; having a direct hand and ownership means that we know exactly what customers want, how customers want to buy, how customers want to have things delivered,” he added.</p>
<div class="lb-trans"><p>“这正是 Prism+ 成立的原因；拥有直接的参与和所有权意味着我们确切知道客户想要什么，客户想如何购买，客户希望如何交付，” 他补充道。</p>
</div><p>The Competition and Consumer Commission of Singapore (CCCS) in December 2025 rapped Prism+ for website design features that misled consumers. A fake countdown timer and misleading stock indicators were used to pressure consumers into purchases.</p>
<div class="lb-trans"><p>新加坡竞争与消费者委员会（CCCS）在 2025 年 12 月对 Prism+ 因网站设计特征误导消费者而提出指控。使用了虚假的倒计时计时器和误导性的库存指示器，迫使消费者进行购买。</p>
</div><p>Wong said the company rectified the issues identified in May 2025 after CCCS’ inquiry, and internal review processes were strengthened. Prism+ also provided an undertaking to CCCS to maintain full transparency with consumers.</p>
<div class="lb-trans"><p>Wong 表示，公司在 CCCS 调查后于 2025 年 5 月纠正了识别出的问题，并加强了内部审查流程。Prism+ 还向 CCCS 提供了承诺，保持与消费者的完全透明。</p>
</div><p>“Prism+ is a stronger business today, with... structures to ensure that our pace of growth never outstrips the standards of our customer experience,” said Wong. “That is a promise we intend to keep.”</p>
<div class="lb-trans"><p>“今天的 Prism+ 是一家更强大的企业，拥有……确保我们的增长速度永远不会超过客户体验标准的结构，” Wong 说。“这是我们打算遵守的承诺。”</p>
</div><h2>Maintaining the edge</h2>
<div class="lb-trans"><h2>保持竞争优势</h2>
</div><p>While the move from monitors and TVs to home appliances might seem like a leap for an electronics brand, Tan said the move was a natural one.</p>
<div class="lb-trans"><p>虽然从显示器和电视转向家电对一个电子品牌来说似乎是一次飞跃，但 Tan 表示这一举动是自然而然的。</p>
</div><p>After Prism+ built out its market share in displays, there was not going to be any exponential growth from this segment.</p>
<div class="lb-trans"><p>在 Prism+ 扩大其显示器市场份额后，这一细分市场不会再有指数级的增长。</p>
</div><p>“If you look at the bigger home appliance brands like Samsung and LG, they all started in displays but are very strong in home appliances as well, so I thought it was quite natural,” said Tan.</p>
<div class="lb-trans"><p>“如果你看看像三星和 LG 这样的大型家电品牌，它们都起步于显示器，但在家电领域也非常强大，所以我认为这是相当自然的，” Tan 说。</p>
</div><p>Prism+ is not first in the market for any of its categories, and had to validate that it could produce appliances at a quality that it would be happy with.</p>
<div class="lb-trans"><p>Prism+ 在其任何类别中都不是市场的第一，必须验证它是否能够以令人满意的质量生产家电。</p>
</div><p>The brand identified product categories that had a gap that it could innovate on with features, or provide the same features at a much lower price point with its DTC business model.</p>
<div class="lb-trans"><p>该品牌识别出可以通过创新功能填补的产品类别，或者以其直销商业模式以更低的价格提供相同的功能。</p>
</div><p>“The fact we own most of the operations gives us a different cost economics for certain operational functions as well,” said Tan.</p>
<div class="lb-trans"><p>“我们拥有大部分运营的事实也为某些运营职能提供了不同的成本经济性，” Tan 说。</p>
</div><p>Rather than expand to more markets, Prism+ will focus on its current four markets. In Singapore and Malaysia, where the brand has the most presence, it will focus on growing and building the business.</p>
<div class="lb-trans"><p>Prism+ 将专注于当前的四个市场，而不是扩展到更多市场。在新加坡和马来西亚，品牌拥有最多的市场份额，将专注于发展和建立业务。</p>
</div><p>While expanding is not completely off the table, its business model might be different in entering a new market.</p>
<div class="lb-trans"><p>虽然扩展并非完全不可能，但其商业模式在进入新市场时可能会有所不同。</p>
</div><p>Prism+ is looking out for the right partners in other markets, with Wong not ruling out a global entity. The right partner and entry strategy are key, he said, adding that both also have to not compromise other business commitments and promises.</p>
<div class="lb-trans"><p>Prism+ 正在寻找其他市场的合适合作伙伴，Wong 并不排除全球实体。他表示，合适的合作伙伴和进入策略是关键，并补充说两者也必须不妥协其他商业承诺和承诺。</p>
</div><p>“There’s a tonne of markets that are fundamentally strong, which have a gap in the space that we play in, providing affordable, accessible high-technology premium products to the mass market,” he added.</p>
<div class="lb-trans"><p>“有很多市场在根本上是强大的，在我们所处的领域存在空白，提供可负担的、可接触的高科技优质产品给大众市场，” 他补充道。</p>
</div><p>Wong will focus on three areas in the next 12 months: product integration, customer experience and solidifying Prism+ as a smart-home solution provider.</p>
<div class="lb-trans"><p>Wong 将在接下来的 12 个月内专注于三个领域：产品整合、客户体验和巩固 Prism+ 作为智能家居解决方案提供商的地位。</p>
</div><p>He aims to continue launching new products and integrating them into the brand’s line-up, with a singular app to control different Prism+ products.</p>
<div class="lb-trans"><p>他旨在继续推出新产品并将其整合到品牌的产品线中，使用一个单一的应用程序来控制不同的 Prism+ 产品。</p>
</div><p>On the customer experience front, things start from product development all the way through to after-sales service. Wong said the goal is to ensure “that each and every one of these components of that customer experience is optimised, and continues to get better with each and every day”.</p>
<div class="lb-trans"><p>在客户体验方面，从产品开发到售后服务的每个环节都至关重要。Wong 表示，目标是确保 “每一个客户体验的组成部分都得到优化，并随着每一天的推移不断改善”。</p>
</div><p>The third area is arguably the hardest, but with the most opportunity: moving the brand’s proposition from just offering multiple product categories to being a singular smart-home solution provider.</p>
<div class="lb-trans"><p>第三个领域可以说是最困难的，但也是机会最多的：将品牌的主张从仅提供多个产品类别转变为成为一个单一的智能家居解决方案提供商。</p>
</div><p>Wong’s goal is to make Prism+ a brand “where you can get everything you need to equip your house with a smart appliance in one go, and have that coupled with a singular customer experience, delivery experience, maintenance and repair experience, all under one house managed directly by us”.</p>
<div class="lb-trans"><p>Wong 的目标是让 Prism+ 成为一个 “你可以一次性获得所有智能家电所需的品牌，并且拥有一个统一的客户体验、交付体验、维护和维修体验，所有这些都由我们直接管理。”</p>
</div>

Prism+ 任命 Jonathan Wong 为首席执行官，创始人 Jonathan Tan 晋升为执行主席