1 / 24

16 November 2005

Points to Consider. High-tech innovations. have very different attitudes than early adopters toward innovations. add to existing customer uncertainties and risk perceptions. Majority buyers. Sustainable competitive advantage.

kristina
Télécharger la présentation

16 November 2005

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

    1. 16 November 2005 Capers McDonald Executive in Residence, Johns Hopkins University

    2. High-tech innovations

    4. A fundamental approach to doing business Emphasizes shared gathering, dissemination and use of market information Shared knowledge then used consistently in forecasts and other decision making

    7. New connections fostered both inside and outside your enterprise New perspectives for seeing your business Discovery and novelty as your passions Experimentation being rewarded Learning as a continuous, active process supported throughout the organization

    9. Obstacles to Innovation Core Rigidities - derive from core competencies Liabilities of size - departmentalization, etc. Innovators Dilemma - incrementalism

    10. One key to constructive conflict is respect. Pressure for harmony can stifle alternative viewpoints from emerging. Group-think may result from emphasis on harmony when contrary opinions are not expressed and problems are largely ignored. Shared decision-making should minimize second guessing and finger-pointing.

    11. Incremental: Customer pull (demand innovation) Responding to visible market need Extension of existing product or process Well-defined product characteristics Clearly documented competitive advantages

    12. Breakthrough: Technology push (supply-side innovation) New technology helps creates new market R&D invention of product characteristics Functional performance appears superior Market opportunity often secondary deliberation

    17. Market-based values supplant product-based Improve productivity on a well-known critical success factor which clearly generates incremental revenue (especially for B2B) While covering foreseeable risks, including reliability and upgradeability

    18. Naturally vertical, directly engage end-users Organize by industry, geography or profession

    19. Best as a well-defined niche segment Small enough that a dominant 50% market share represents approximately half your annual revenue And from which you can plan toward the next, related target segment

    23. Thank You ... and Carpe diem !

    24. Questions ?

More Related