Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Context
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Interest in innovation and R&D performance has been rising on the back of a wide range of successful products and services
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Innovation can lead to higher performance, but the process isnt automatic and it does not necessarily require above average levels of investment. The most successful companies combine an integrated process and a supportive culture to create a sustainable competitive advantage Money simply cannot buy effective innovation. Patents generally dont drive profits Less than 10% of companies are High-Leverage Innovators and distinguish themselves not by the money they spend, but in having a very good innovation management system
Innovation Network Survey, fall 2004 [same result from 2005], new innovation leaders in medium to large companies:
71% said they had no metrics for their position 60% of them have innovation as part of their mission/job objectives 67% are allowed to work on new concepts for their company (new is not defined) 68% have no well defined innovation process within their company 54% have no working definition of innovation
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Creativity
Innovation
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Innovation can be ignited by business and technology integration. Technology can enable and drive innovation. But to truly capitalize on technologys potential and unleash an organizations creative energy, technology know-how must be combined with its business and marketing insights. CEOs view consistent business and technology integration as crucial to innovation
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A Value Proposition is an overall view of a company's bundle of products and services that are of value to the customer. The Target Customer is a segment of customers a company wants to offer value to. A Distribution Channel is a means of getting in touch with the customer. The Relationship describes the kind of link a company establishes between itself and the customer. The Value Configuration describes the arrangement of activities and resources that are necessary to create value for the customer. Nornally these are expressed in IC-Navigator form and using the (Stabell and Fjeldstad 1998) Value Logics The identified Resources that can be deployed by the firm to create value including those that form the basis for a competitive advantage A Partnership is a voluntarily initiated cooperative agreement between two or more companies in order to create value for the customer The Cost Structure is the representation in money of all the means employed in the business model. The Revenue Model describes the way a company makes money through a variety of revenue flows.
Seeking good enough quality at rock-bottom prices when they perceive no differentiated value
Emerging Demand
Price Positioning
Willing to pay large premiums for new luxury brands when they deliver differentiated value
Growth
Importance to Buyer
Low
Price
Seller
Distinctness
< Seller
Knowledge distance
Known by nobody
Known by everybody
Value Chain
Infrastructure
Human Resource Management Technology development Procurement Marketing & Sales Service
Operations
Outbound logistics
Porter, M.E. 1985: Competitive Advantage; Creating and Sustaining Superior Performance, The Free Press
Value Shop
Support Activities
Find someone with a problem
Infrastructure Human Resource Management Technology development Procurement Acquire the right to address the problem
Primary Activities
Control/Evaluation Execute Co-select with client one solution
Stabel, . B., Fjeldstad,. D.: Configuring Value for Competitive Advantage: On chains, shops, and networks, SMJ, Vol 19, No 5, 1998
Value Network
Support Activities
Promote Network
Primary Activities
Stabel, . B., Fjeldstad,. D.: Configuring Value for Competitive Advantage: On chains, shops, and networks, SMJ, Vol 19, No 5, 1998
Resources VTT
Additive
Gran Roos 2007 15
Additive
Resources VTT
Industrial Economics
Gran Roos 2007 16
Network Economics
Knowledge Economics
Resources VTT
ORG.
Knowledge codification, new IP
REL.
Building & developing relationships
PHYSICAL
Developing prototypes
MONETARY
Sales of man-hours
HUMAN
ORGANISATIONAL
Developing competence through use Chance to build skills in relationship handling Facilities to train with
Systems generate IP Importing IP, processes, association with brands Possible new products & know-how Investment in brands, image and systems
Market intelligence
Produce By numbers
Sales of IP, processes & knowledge Relationship selling, preferential deals Sales of products
RELATIONAL
Networking
PHYSICAL
MONETARY
Investment in assets
Revenue Logics
Effort-based pricing
A cost-based (or effort-driven) pricing model A value-based (or perception-driven) pricing model Revenue-sharing contract with primary customers Charging on copyright (the right to use the IP) Creating customer base (for later revenue) or supporting sales of other parts of the product/service offering Vendor sells/leases ad space or information [space] based on customer relationship Vendor charges for carrying information relating to other goods in/on its primary product/offering Vendor charges for the right to take part in an activity Vendor generates financial returns on the capital held as a consequence of getting paid by its customers before paying its suppliers
Value-based pricing
Profit Sharing
Licensing
Loss Leader-pricing
Hybrid/Media model
Channel charging
Membership fee
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It is the result of hard work, well planned and executed and is no happening Innovation is work rather than genius,and very much a matter of discipline (Peter F Drucker, 1985)
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Summary
Innovation does make a difference at the bottom line Few companies do it well There is a difference between research and innovation and especially in their management Innovation is more than technology Innovation Management is Key and is facilitated by applying the IC lens We know how good innovation management looks It will become even more important in the future