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2012 cre&i expo
1. “Customer
Service
is
the
Most
Valuable
Source
for
Innova7on
–
a
Success
Story
of
Silicon
Valley”
A
presenta*on
at
2012
Hong
Kong
Interna7onal
CRE
&
Innova7on
Expo
Prepared
by:
Al
Kwok
Principal
IP
Advisor,
STARS
Founda*on
(www.STARSF.org)
Founder,
China
Interna*onal
Intellectual
Property
Services
Ltd.
Governor
&
Co-‐founder,
Savantas
Policy
Ins*tute
Former
VP
&
CIPO,
NetLogic
Microsystems
(“NETL”)
1/F., CMA Building, 64-66 Connaught Road Central, Hong Kong
Tel: +(852) 2810 1777 Email: info@starsf.org
2. Outline
“Customer
Rela7onship
Excellence
=>
Innova7on
Leadership”
Customer
Rela7onship
Excellence
<=>
Product/Service
Focus
Innova7on
Leadership
<=>
Value
Crea7ons
for
Customers
⇒ End-‐to-‐end
Product/Service
Lifecycle
Analyses
⇒ Complete
Value-‐Chain
Analyses
(focusing
on
Mission-‐and-‐*me
Cri*cal
Links
in
the
Chain)
⇒ (Produc*on)
Supply-‐Chain
Management
(SCM)
+
Applica*on-‐Service
Demand-‐Chain
Management
⇒ CRE
Design-‐win
Professional
Services
Innova*on
Leadership
⇒ New
Applica7on/Service
PlaMorms
+
(China)
Market
Sustainability
&
Scalability
1/F., CMA Building, 64-66 Connaught Road Central, Hong Kong
Tel: +(852) 2810 1777 Email: info@starsf.org
3. The
Value
Hierarchy
(Business
Models)
Presented
at
Intellectual
Property
Symposium
2002
in
Guangzhou
on
December
10,
2002
Brand Innovation
Intellectual Property (IP)
Values/Profit Margins
50%
Applications (Mkt. & Standards)
System Integration (Archit., …)
Outsourcing
40%
Trend
Engineering (Design, ODM,..)
30%
Manufacturing (Process, OEM)
Consumer recognition Core competency
1/F., CMA Building, 64-66 Connaught Road Central, Hong Kong
Tel: +(852) 2810 1777 Email: info@starsf.org
4. The
Value
Chain
(=>
DemandSupply
in
Alignment)
Great
end-‐to-‐end
push-‐pull
effect
for
market
scaling
thru
lifecycles
For
Consumer
Electronics
Market
(Ecosystem)
Consumer
Markets
(End
Users)
Service Providers Various
Applica7ons/Services
System
Manuf.
Differen7ated
Applica7on
Designs
System
Integrators
System
Applica7on
PlaMorm(s)
Generic
Reference
Design
(w/ other chips)
IC
S/W
PlaMorm
(API,
drivers,
etc.)
IC
Design
houses
IC
H/W
PlaMorm
1/F., CMA Building, 64-66 Connaught Road Central, Hong Kong
Tel: +(852) 2810 1777 Email: info@starsf.org
5. Raising
Values
of
a
Product
(IP
is
the
Core)
• 价格
=
给客户的价值
=>
Price
=
Values
to
Customers
价格
=
成本+服务+IP授权+品牌
(价格 = 给客户的价值) • Pre-‐sale
services
mean
design-‐win
efforts
providing
solu*ons
to
address
customers’
problems
Brand
Recogni*on
• This
is
the
best
sources
of
innova7on
(品牌认知) and
ideas
for
the
next-‐genera*on
Increasing Values (提高增值)
products
(Product
&
Tech
Roadmaps)
• Post-‐sale
services
mean
reducing
Embedded
IP
Licensing
customers’
costs
of
ownership,
(隐含IP授权) extending
the
useful
life*me
of
the
product,
genera*ng
recurring
sales
&
product
improvement
ideas
Pre-‐
&
Post-‐Sale
Services
• Embedded
IP
licensing
means
the
(售前及售后的服务) customers
can
use
the
product
IP
for
their
own
product
upli[ing
&
differen*a*ons
-‐
e.g.,
“Intel
Inside”
Manufacturing
Cost
• Brand
recogni7on
means
the
(生产成本) customers
recognize
the
product
and
its
maker
for
superb
quality,
performance,
reliability
&
services
1/F., CMA Building, 64-66 Connaught Road Central, Hong Kong
Tel: +(852) 2810 1777 Email: info@starsf.org
6. IT
Business
Food-‐chain
Hierarchy of IT Business (from “service to consumers” as the top
of the food-chain with highest Gross Margin then down):
Service requirements drive H/W platform improvements
Service (to consumers) <=> Domestic market (localization)
(China market is huge enough)
Application (for service) <=> Domestic market (localization)
(China centric standards & IPs)
Network platform <=> Domestic stds. for local services/appl.
International stds. (for global interface)
System Integration <=> Domestic market (localization) vs. Int’l. mkt.
(for applications) (China centric standards & IPs vs. Int’l. ones)
S/W & F/W platform <=> Int’l and domestic stds. (global & local)
H/W platform <=> International stds. (global IC supplies)
Existing OEM/ODM business model breaks the IT Business Food Chain
without positive feedback from Service to drive next product dev. cycle
1/F., CMA Building, 64-66 Connaught Road Central, Hong Kong
Tel: +(852) 2810 1777 Email: info@starsf.org
7. High-‐end
vs.
Low-‐end
Example
China
e-‐book
as
a
low-‐end
example
“Shanzhai”
business
model
(山寨型商业模式)
Copy
others’
design
concepts
Add
more
common
(proven)
applica*ons
Aim
for
low-‐cost
and
low-‐price
(~US$250)
Lidle
post-‐sale
on-‐going
services
Lidle
connec*on
to
on-‐going
e-‐commerce
service
Lidle
customer
feedback,
no
learning
and
no
product
innova*on
Apple’s
iPad
as
a
high-‐end
example
Designed
as
an
e-‐commerce
CRM
tool
(*ed
to
iTunes
e-‐commerce
plaeorm)
-‐
one-‐stop
e-‐commerce
business
ecosystem
More
recurring
business
from
post-‐sale
of
iPad
(hardware)
Aim
for
high-‐value
and
affordable
price
(~US$600)
Complete
the
“H/W
plaMorm
to
Service”
end-‐to-‐end
cycle
for
next-‐genera7on
product
innova7on
1/F., CMA Building, 64-66 Connaught Road Central, Hong Kong
Tel: +(852) 2810 1777 Email: info@starsf.org
8. Market
Posi7oning
-‐
Product
Focus
ecosystem:
Industrial
market
by
Under-‐developed
Too
Far-‐out:
nature
with
higher
(50-‐>70%)
Building
infrastructure
&
Not
ready,
hype,
bubble
Ecosystem
profit
margins
Future
Growth:
Future
Growth:
Long-‐term
Longest-‐term
Future
Growth:
Well-‐developed
Short-‐term
Cut-‐throat
Well-‐developed
infrastructure:
Compe77on
consumer
market
by
nature
with
(me
too!)
lower
(30-‐>50%)
profit
margins
Mature
(must
have)
Futuris*c
(nice
to
have)
Applica7on
1/F., CMA Building, 64-66 Connaught Road Central, Hong Kong
Tel: +(852) 2810 1777 Email: info@starsf.org
9. Types
&
Ranking
of
Innova7on
In
the
order
of
las*ng
value
impact
to
society
(from
most
to
least):
New
business
model
(global
produc*vity
jump)
-‐
great
las*ng
value
impact
E.g.:
e-‐Commerce
(internet),
pure-‐play
foundry
business
model,
carbon
trading…
New
business
process
(global
produc*vity
jump)
-‐
great
las*ng
value
impact
E.g.:
Window/Office
(new
work
environment),
outsourcing,
TQM,
ERP…
New
applica*on/market
(for
exist.
prod.
or
tech.)
-‐
great
value
impact
E.g.:
GPS,
RFID,
radar
guiding…
-‐
from
military
to
commercial
applica*ons
New
technology
(for
exis*ng
product)
-‐
great
value
impact
some*mes
E.g.:
High-‐speed
CMOS
(over
NMOS)
for
power
reduc*on
and
device
scaling
New
product/service
(for
exis*ng
market)
-‐
medium
value
impact
E.g.:
On-‐line
shopping/trading,
SMS
(China),
digital
broadcast…
New
combina*on
of
package
of
technologies,
products
and
services
E.g.:
Apple’s
iPhone
and
iPod,
Blackberry,
solar,
clean
tech…
New
design
(implementa*on
or
appearance)
-‐
limited
value
impact
New
system
architectures:
e.g.,
the
Sandisk
“338”
patent
for
flash-‐memory
card
New
subsystem/circuitry
1/F., CMA Building, 64-66 Connaught Road Central, Hong Kong
Tel: +(852) 2810 1777 Email: info@starsf.org
10. Success
Example:
GPS-‐based
Services
(MyCard
Ltd.)
GPS/GPRS Logistics Service Platform - System Architecture
Control Call Data Center /
Center Center Access Platform
GPRS
Real-time Coordination, Data analyses / Bus.
Location Security Checks Intel., Map Database &
Tracking & Alerts User Web Portal
Logistics Co. Customer- User Access Control &
specified Call Portal Management
Forwarding
Services
Logistics & Passenger Agents
Map Database Mgmt.
Security
Senders & Monitoring &
Receivers Alerts GUI & Templates
Customs
Emergency Data Storage &
Insurance Alerts Archives
Co./ Bank -
Asset Mgt.
Functions of Control/Call/Data Centers & Service Platform
August 1, 2008 1/F., CMA Building, 64-66 Connaught Road Central, Hong Kong
MyCard Confidential 9
Tel: +(852) 2810 1777 Email: info@starsf.org
11. Maximizing
IP
Value
Crea7on
–
Part
1
Innova*on
<=
Differen*a*ng
values
to
customers
Highest
values
=
Mission-‐and-‐*me
cri*cal
(“Must-‐have”)
ones
Customers
must
use
and
buy
the
product
when
available
Lidle
values
<=
“me-‐too”
innova*on
w/o
differen*a*on
Intellectual
property
(IP)
Protected,
reproducible
and
scalable
innova*on
Patent
is
the
best
form
of
protected
IP
Exclusive
rights
for
20
years
to
use
for
commercial
purposes
Values
of
the
patent
is
based
on
its
“CLAIMS”
The
1st
CLAIM
is
most
important
in
a
patent
Scope
–
the
broader
and
the
more
independent,
the
beder
The
fewer
enabling
elements
and
less
restric*ons,
the
beder
Coverage
–
covering
all
means
of
customer
value
crea*ons
Mapping
value
crea7ons
vs.
enabling
elements
Values
to
customers:
performance
(func*onality
&
speed),
price
(yield
improvement
&
cost
reduc*ons),
quality
(robustness,
consistency,
tolerance
&
reliability)
&
delivery
(shortened
cycle-‐*me
and
lead-‐*me).
1/F., CMA Building, 64-66 Connaught Road Central, Hong Kong
Tel: +(852) 2810 1777 Email: info@starsf.org
12. Maximizing
IP
Value
Crea7on
–
Part
2
Customer
value
driven
corporate
culture:
Innova*on
is
pursued
solely
to
create
DIFFERENTIATING
VALUES
to
the
customers
(sharpshoo7ng
&
no
shotgun
approach)
Contribu*ng
directly
to
their
bodom-‐line
in
term
of
cri7cal
func7onality,
cost,
performance,
low-‐power,
quality
and
delivery
CRE
=>
Strategic
partnership
and
close
working
rela*onship
with
the
lead
customer
is
a
must
All
valuable
innova*on
ideas
come
from
lead
(strategic)
customers
Cisco
for
NetLogic
Microsystems
(recently
ranked
as
the
best
supplier
by
Cisco)
Aligning
all
the
company’s
ac*vi*es
to
be
proac*vely
responsive
to
the
customers’
current
and
future
needs
Including
applica*on/technology
and
service/product
roadmaps
as
well
as
employee
evalua*on/promo*on
Con*nuous
innova*ons
by
solving
proac*vely
the
customers'
next
biggest
problems
(the
next
product
development
cycle)
1/F., CMA Building, 64-66 Connaught Road Central, Hong Kong
Tel: +(852) 2810 1777 Email: info@starsf.org
13. Methodology
for
“CRE
+
Con7nuing
Innova7on”
Lead
Customers’
Requirements
=>
2nd
G
=>
3rd
G
=>…
Close collaboration between the customer and the vendor
Differen*a*ng
Value
Crea*ons
=>
2nd
G
=>
3rd
G
=>…
Business
Model
=>
2nd
G
=>
3rd
G
=>…
Service/Product
Roadmap
=>
2nd
G
=>
3rd
G
=>…
Applica*on/Technology
Roadmap
=>
2nd
G
=>
3rd
G
=>…
IP
Poreolio
Development
=>
2nd
G
=>
3rd
G
=>…
The
next
innova*on
ideas
come
from
customers
&
“Stress
Tests”
iden*fying
(1) The
weak-‐links
in
product
design
&
performance
and
scalability
(2) System
(architecture)
integrity
and
scalability
(elas*city)
issues
(3) The
bodlenecks
for
scalability
(technology
and
manufacturability
roadmap)
1/F., CMA Building, 64-66 Connaught Road Central, Hong Kong
Tel: +(852) 2810 1777 Email: info@starsf.org
14. AK
comment:
Based
on
a
poreolio
of
ONLY
~100
patents
(All
mul*-‐billion
$
companies)
AK
comment:
Considering
the
facts
that
NM
is
much
less
than
1/10
of
the
size
(in
revenue)
of
the
other
9
top-‐ranking
companies
and
much
younger
(~10
years
old),
it
is
a
crowning
achievement!
Likewise,
“ipIQ”
rated
NM’s
poreolio
the
best
for
a
medium
size
(~$100M)
high-‐tech
company
worldwide
in
its
“Patent
Scorecard
2006”
report
with
the
2nd
highest
CII
(current
impact
index).
Mkt
Cap:
US$250M
@
2004
IPO
=>
US$3.7B
@
2011
M&A
(14.8X
in
7
years
=
>46%
CAGR)
1/F., CMA Building, 64-66 Connaught Road Central, Hong Kong
CIIPS Presentation 14
July 20, 2010 Tel: +(852) 2810 1777 Email: info@starsf.org
15. Conclusion
Knowledge
Economy
must
be
Prof.
Service/Applica7on
driven
Core
competency
in
professional
services
is
the
key
to
global
compe77veness
IBM’s
transforma*on
is
a
good
example
(from
H/W
to
Professional
Services)
Must
focus
on
“True
Demand”
–
Mission/Time
Cri7cal
ones
Supply-‐side
economics
(Reaganomics)
is
a
dead-‐end
–
unsustainable
Real
economic
growth
must
come
from
“True
Demand”
–
not
unsustainable
Cheap-‐Credit
Inflated
False
Demand
causing
con*nual
global
economic
crises
OEM/ODM,
SCM…
are
for
the
“Push
Effect”.
From
the
Demand
Side,
Services
and
Applica*ons
based
on
standardized
services
provide
the
“Pull
Effect”
–
the
horse
(engine
providing
the
Pull
Effect)
should
be
in
front
of
the
cart
(economy)!
CRE
“Professional
Services”
is
the
Intrinsic
Source
of
Innova7on
&
IP
Valuable
IP
development
is
from
Pre-‐
and
Post-‐Sale
Professional
Services
Core
competency
development
requires
“Technical,
Business
and
IP/Legal
Domain
Exper*se”
–
HK’s
educa*on
&
prof.
development
systems
have
to
adapt
Hong
Kong
&
the
whole
world
need
China
for
market
scalability
GD-‐HK-‐Macau
CEPA
PlaMorm
must
be
further
strengthened
with
CEPA
Special-‐
Policy
Pilot
(Landing)
Site
(for
product/service
localiza*on)
–
STARSF’s
goal!
1/F., CMA Building, 64-66 Connaught Road Central, Hong Kong
Tel: +(852) 2810 1777 Email: info@starsf.org
16. Thank
You!
多谢光临指导!
al.kwok@starsf.org
1/F., CMA Building, 64-66 Connaught Road Central, Hong Kong
Tel: +(852) 2810 1777 Email: info@starsf.org