Innovation day 2012 1. zane smilga - verhaert - 'innovate your innovation!'
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Innovation day 2012 1. zane smilga - verhaert - 'innovate your innovation!'
- 1. CONFIDENTIAL October 26th 2012 Slide 2 REVITALIZE YOUR INNOVATION PROGRAMS INNOVATE YOUR INNOVATION CONFIDENTIAL Zane Smilga Innovation consultant Zane.smilga@verhaert.com
- 2. CONFIDENTIAL October 26th 2012 Slide 3 http://www.fastcompany.com
- 3. CONFIDENTIAL October 26th 2012 Slide 4 Content Falling in love with one type of innovation watch out! What to include in innovation programs open the box! How to do it? shape it smart!
- 4. CONFIDENTIAL October 26th 2012 Slide 5 first love: AutoSyringe, Inc. sold to Baxter International Corporation second love: DEKA Research & Development Corporation in medical sector secondary love: Helicopter company, sold another secondary love: Teletrol. sold to Philips big love: Segway another secondary love: First; robotics competition What is his innovation love story?
- 5. CONFIDENTIAL October 26th 2012 Slide 6 - lack of user-centric design - lack of positioning (wide target group, high price) - wrong marketing approach (market penetration, no distribution network) - lack of product ecosystem (parking, charging, taking a plane, regulations…) it almost failed… “its significance is close to the World Wide Web” /John Doerm 2001/ business model innovation & marketing innovation Every product has to be considered in the system no matter how big its potential may be on its own
- 6. CONFIDENTIAL October 26th 2012 Slide 7 brand products / services innovation focus operationstechnology
- 7. CONFIDENTIAL October 26th 2012 Slide 8 brand products / services operationstechnology innovation focus
- 8. CONFIDENTIAL October 26th 2012 Slide 9 THERE IS MORE Management innovation Organizational innovation Service innovation Business model innovation Marketing innovation Value chain innovation Technology innovation Material innovation Application innovation Partnership innovation Resource management innovation Customer relationship management innovation Brand innovation Process innovation Packaging innovation Revenue stream innovation Product innovation Pricing innovation Platform innovation Experience innovation * * * Radical innovation Incremental innovation Disruptive innovation but how to choose?
- 9. CONFIDENTIAL October 26th 2012 Slide 10 Goals of doing more than one type of innovation 1. Adding value to the main innovation line 2. Connecting to users and customers 3. Not missing out on important market trends 4. Not missing out on important technological developments 5. Staying ahead of competition 6. Solving company problems and reaching the goals complementary effect and support for company DNA DNA innovation innovation to connect better to your customers and users innovation to be in line with market developments (trends and technologies) innovation to stay ahead of competition Innovation to reach company objectives and continue growing
- 10. CONFIDENTIAL October 26th 2012 Slide 11 an innovation call from market & technologies
- 11. CONFIDENTIAL October 26th 2012 Slide 12 Innovation - response to market trends how long can we still count on “many cheap hands”?
- 12. CONFIDENTIAL October 26th 2012 Slide 13 Example Adidas will close its factories in China Adidas DNA: - product innovation & manufacturing - strong brand Complementary innovation: Organizational innovation: Manufacturing will possibly be outsourced and local R&D centers allocated in China Channel innovation: Efforts (most likely) will be put in consumer market potential of China (more retail channels, retail experiences) organizational innovation & channel innovation Product Innovation
- 13. CONFIDENTIAL October 26th 2012 Slide 14 Innovation – response to technological developments 3 D printing Ubiquitous sensor networks Robotics and automation Artificial intelligence Smart materials/homes/cities
- 14. CONFIDENTIAL October 26th 2012 Slide 15 Example – shopping centers Service/ experience Innovation + business model innovation a 'digital greeter' at the Bay’s flagship Toronto store Smart mirrors & social retailing at Macy`s in NYC Robots in retail warehouses - 12 min from order to truck, Zappos & Kiva systems a touch-screen computer on the handle of a shopping cart & in-store wireless network technology driven retail business Marketing Innovation
- 15. CONFIDENTIAL October 26th 2012 Slide 16 an innovation call from customers and users
- 16. CONFIDENTIAL October 26th 2012 Slide 17 Innovation – response to customers and users User and customer centric approach Innovation opportunities in the whole ecosystem of products, services and business
- 17. CONFIDENTIAL October 26th 2012 Slide 18 Example value proposition + service innovation • Renting out machinery and equipment • Supplying consumables • Providing logistics • Supporting with temporary crew • Providing condition monitoring and maintenance services manufacturers of packaging machinery turn into service providers Product Innovation
- 18. CONFIDENTIAL October 26th 2012 Slide 19 an innovation call from competition
- 19. CONFIDENTIAL October 26th 2012 Slide 20 Innovation - response to competitor threats 1. Direct competition 2. Price competition 3. Substitution competition 4. Commodity trap 5. Brand competition
- 20. CONFIDENTIAL October 26th 2012 Slide 21 Example Innovation to build competitive advantage Process optimization - organizational innovation Iconic design and brand innovation Market innovation Foxonn plans to use 1 million of robots (in 3 years) Core Innovation
- 21. CONFIDENTIAL October 26th 2012 Slide 22 an innovation call from internal problems & goals
- 22. CONFIDENTIAL October 26th 2012 Slide 23 Innovation – response to company goals and priorities
- 23. CONFIDENTIAL October 26th 2012 Slide 24 Optimization & cost cutting in processes Optimization & cost cutting products & services Innovation goal EFFICIENCY Innovation – response to company goals and priorities
- 24. CONFIDENTIAL October 26th 2012 Slide 25 What type of innovation is useful for your innovation programs?
- 25. CONFIDENTIAL October 26th 2012 Slide 26 Example Telecoms changed their DNA - outsourcing infrastructure & service development - customer relationship management inhouse Business model & customer relationship management innovation Product Innovation
- 26. CONFIDENTIAL October 26th 2012 Slide 27 How to revitalize innovation programs
- 27. CONFIDENTIAL October 26th 2012 Slide 28 Revitalizing innovation programs Innovation programs that make your company grow and DNA stronger Innovation to stay ahead of competition Innovation to connect better to your customers and users Innovation to be in line with market developments (trends and technologies) Innovation programs that make your position in market and DNA stronger Core Innovation
- 28. CONFIDENTIAL October 26th 2012 Slide 29 • watch out not to fall in love with only one type of innovation • open the box of diverse innovation opportunities in other areas • analyse, assess, screen and design innovation programs with more power for growth Revitalizing innovation programs
- 29. CONFIDENTIAL October 26th 2012 Slide 30 VERHAERT MASTERS IN INNOVATION® Headquarters Hogenakkerhoekstraat 21 9150 Kruibeke (B) tel +32 (0)3 250 19 00 fax +32 (0)3 254 10 08 ezine@verhaert.com More at www.verhaert.com VERHAERT MASTERS IN INNOVATION® Netherlands European Space Innovation Centre Kapteynstraat 1 2201 BB Noordwijk (NL) Tel: +31 (0)633 666 828 willard.vanderheijden@verhaert.com More at www.verhaert.com VERHAERT MASTERS IN INNOVATION® helps companies and governments to innovate. We design products and systems for organizations looking for new ways to provide value for their customers. We are a leading integrated product innovation center; creating technology platforms, developing new products and business in parallel, hence facilitating new-growth strategies for our clients.
Notas do Editor
- innovate your innovation to keep the business growing In recession companies focus more on organizational, business model innovation In high economy growth time on technologies – industry level innovation
- He is an inventor.. He invented and left the product for another company bring to the market and manage the business model around it DEKA had a business model around inventing . He could continuously develop revolutionary products and quit after inventing Segway was his first big love, he wanted to bring to market himself… AutoSyringe, Inc. (infusion devices: wearable infusion pump, wearable infusion pump for diabetics and others); sold that company to Baxter International Corporation
- The invention gained attention even before it was unveiled in December 2001, spurred by leaked quotes from a book proposal that ran on the Inside.com news site. The proposal quoted Apple Inc. Chief Executive Officer Steve Jobs saying people will design cities around the invention and venture capitalist John Doerr comparing its significance to the World Wide Web. Development budget: 100 m USD Challenges: Pricy (6,000 USD +) Legal restrictions (NewYork) 2003: recalled all 6,000 of its transporters after a safety report found operators risk falling as batteries ran out. 2006: recalled 23,500 of its scooters because they could suddenly reverse, causing the rider to fall http://www.bloomberg.com/news/2010-09-27/segway-company-owner-heselden-dies-in-u-k-after-driving-segway-off-cliff.html Expectations were too high. The Segway was described as the future of transport. As an innovation it was said to be on a par with the PC or the internet. Inevitably it could not live up to this level of hype. PR exposure is generally useful but this time it was overdone. It was a product not a solution. The product works well but it lacked a support context. Where can you park it? How do you charge it? Do you use it on roads or sidewalks? Our cities are designed for pedestrians or speedy vehicles and this was neither so it had no proper infrastructure to support it. No clear need or target market. Who was the target market? Who really needed this? It was an appealing novelty but there was no compelling need for anyone to buy it – and it was very expensive. It was an invention rather than an innovation. The Segway was patented and kept under wraps until its launch. There was no user feedback or iteration in the process. Its inventors were then surprised when people criticised or ridiculed the design for being ‘dorky’ rather than cool. Regulation. The Segway fell foul of regulation in many countries where it was banned from sidewalks and roads because it did not fit any existing categories. This is a problem for a truly revolutionary product – but it was not properly anticipated.
- http://innovatorium.wordpress.com/category/model/ Describing with examples different kind of innovaitons
- Meaningful Marketing is all about context. Hitting consumers when it matters, promoting product value (for purchase) by adding experience value immediately (for free)
- The Economist cites that 20% of all output from 3D printers is currently producing final products rather than prototypes. And it is expected that by 2020 that number will rise to more than 50%.
- The department store’s test of the svelte virtual employee, whose talking is prompted by sensors in the ceiling when people approach her, is among an array of high-tech initiatives that retailers are starting to embrace to help cut costs and pump up business. N.C.-based Marketing Ad Group, which began promoting the product last summer and has leased about 70 greeters. "You might have to pay someone $10 an hour to be a greeter, while this costs just $2 to $3" an hour based on the monthly leasing cost. Macy's Magic Fitting Room features a large-scale mirror with multi-touch technology that interacts with a multi-touch tablet and lets customers browse, shop and "try-on" the latest must-have items virtually, with the magic of style at the user's fingertips. Flip through the hottest tops, dresses, bottoms and coats from some of Macy's top designers and once complete you can send the whole experience to your Facebook page, SMS, or email, and shop all the looks in the store itself. Customers have a digital photo taken by a camera attached to the mirror to register their position and body orientation before trying on virtual apparel that is projected onto their image. In total, they’ve installed more than 1,000 bots at a dozen warehouses and are growing quickly. By the end of this year, they expect single locations to have systems with 1,000 of the machines. Dreamed up and executed by old M.I.T. buddies, these teams of retail robots presage an automated future in which multiagent robotic systems put computer science theories into practice. http://www.wired.com/wiredscience/2009/01/retailrobots/ So-called smart carts are another way to pitch customized deals to shoppers at or before the point of purchase. Customers can create a shopping list on the Web while they're at home, then load it up on a screen in their shopping cart while at the store. •Faster, more efficient shopping. Concierge tells shoppers where to find items, and describes complementary and alternative products, recipes, brand comparisons, product details, and a lot more. •An enjoyable shopping experience. Consumers find what they need without wasting time searching store aisles. As well, scanning products with Concierge means there are no more line-ups when their shopping is done. the retailer and advertisers gather shopping intelligence that lets them deliver targeted ads and promotions that mean more effective inventory management, higher sales, and increased profits. http://www.mercatustechnologies.com/solutions/
- Meaningful Marketing is all about context. Hitting consumers when it matters, promoting product value (for purchase) by adding experience value immediately (for free)
- it is not monolithic; consider the diversity of it; make the understanding of it practical for all units of the company (not only marketing); the number of customers you need depends on complexity of the product, diversity of market, product use, and the sophistication of customers; collect the insights: what are the needs? how the needs can be satisfied? what are the priorities?
- http://www.packserv.com.au/AboutUs.aspx
- Meaningful Marketing is all about context. Hitting consumers when it matters, promoting product value (for purchase) by adding experience value immediately (for free)
- Substitute competition – computer + skype
- Dyson suffered from economic recession – cutting costs in salaries, R&D; planning to have new applications with his motor technology in automotive, aerospace Cooper offers these “seven ingredients of a unique, superior product with real value for the customer”: Meets customers’ needs better than competitive products. Is a better-quality product than competitors’ (however the customer defines quality). Has unique benefits and features for the customer. Solves customers’ problems with competitive products. Reduces the customer’s total in-use costs (better value-in-use). Has highly visible benefits for users. Is innovative or novel — the first of its kind on the market.
- Meaningful Marketing is all about context. Hitting consumers when it matters, promoting product value (for purchase) by adding experience value immediately (for free)
- http://www.fiercetelecom.com/story/week-research-outsourcing-gains-popularity-quad-play-competitive-driver-fra/2011-01-14 Outsourcing rises: Telecommunications service providers are increasingly turning to outsourcing as a solution to ever-increasing operating costs, a study from Infonetics Research finds. By the end of 2010, service providers had outsourced $53.5 billion worth of networking tasks to equipment vendors, 8 percent more than they outsourced in 2009. "With major outsourcing deals looming, Ericsson, Nokia Siemens Networks, Alcatel-Lucent, and Huawei may end up running three-quarters of the networks on this planet," notes Stéphane Téral, Infonetics Research's principal analyst for mobile and FMC infrastructure. News release.
- Meaningful Marketing is all about context. Hitting consumers when it matters, promoting product value (for purchase) by adding experience value immediately (for free)