SlideShare uma empresa Scribd logo
1 de 51
Baixar para ler offline
Insights about Service
 Business in Emerging
Markets: China & India

  (cc-by-sa) Tatu Tuohimetsä & Ville Keränen
           Monkey and Banana osk
               4th of April 2013
                www.banana.fi
Table of Contents
• Introduction
• Theories                 Remember that your
                        ideas are so big but your
• Insights on China          mind so small.

• Insights on India       - President of China

• Invitation             referring to an advice
                            from Master Nan
• Contact Information
Here is a picture of authors of this report with one of our hosts in the middle, Diana the director of
the Taihu Great Learning Center. The sign that Ville on the right and Diana in the middle are showing
is a traditional sign of the Taichi and the idea is to show respect and say thank you teacher. We want
to acknowledge and say thank you to all people we met over this incredible journey to China and India
in November 2012. Tatu s sign is traditional too, and it s about expressing enthusiasm.
Why This Report?
This report is produced to foster your thinking and to help find right questions and
understanding in order to design and run Service Business is Emerging Markets. Quotes and
ideas are collected in Finland, China and India. And beautifully mixed in Vaajakoski.

The following insights are based on studies and learning journeys in three continents during year
2012 in Masters Program of Open Innovation and Intrapreneurship (MiNN), International
Executive MBA -program of Mondragon University, Spain.

The content is created after the Learning Journey to China and India 8th to 24th of November
2012. Also we have been supported by many dialogues with several front runner thinkers and
doers all around the world. Big thanks to all at MINN and everyone we have met on this journey.

Travellers of this report, Tatu Aktiivipoika Tuohimetsä and Ville Keksijä Keränen, are
entrepreneurs in a Finnish Learning Design Boutique called Monkey Business.
Shanghai Pudong landscape. These buildings did not exist 20 years ago. Then the government
decided we need something spectacular. And built Pudong on top of some wastelands just in to the
center of Shanghai. Now Government has decided to take innovation on to their agenda.
Monkey Business
                          Only failure is that we dońt learn anything.

Monkey Business is a learning design company. We do not believe in teaching or preaching, or
ready made solutions and answers. We ask. We like to think together. We believe that people
have the ideas and knowledge to solve their own challenges. Our work is to help to ask right
questions in order to create something new. Sometimes knowledge from the past may be a
problem. Our value is created through fun, being U.F.O. and experimenting. Learning is always
connected with emotions, moreover only doing creates something new and changes the world.
We define learning as a change of behavior and design as doing things that make sense.

There are enough reports - do something. -Prof. Bengt Holmström, MIT.

We Monkeys re-phrase that for you: Dońt just read reports, do something.

Try things that have not been tried before. Do the Never! In the safety of Jyväskylä, 30.1.2013
Tatu Tuohimetsä and Ville Keränen
Traffic in China can be very intimidating. Once we were stuck in a jam for about three hours on our
way back to Shanghai in the afternoon. Something we are not used to in Finland. Also at the back you
can see the gray sky. The sky was gray everyday because of the pollution and the humidity.
What are the right questions?
 Emerging markets are not just possibility to try something new or different. They are markets to
do everything differently. -Anssi Tuulenmäki


                        What are the questions we really need to solve?
                       What we know from past/west may be a problem?
                         How can we change our thinking and doing?


 There s no better sign of insanity that doing the same thing and expecting different results.
 If I had one hour to save the world I would use 55 minuted to find the right question and then 5
minutes to solve it.
-Einstein
Some of the best food we ate was at the places where locals eat too. Freshly made, sometimes too
greasy for our taste, but still good.
Theory-U
       Four Levels of Responding to Change                                         In order to enter the emerging markets, instead
                                                                                   of quick fixes and re-engineering the current
Manifest                                                                           strategies that work in the developed economies,
action               1. Reacting: quick fixes
                                                                                   we need to reframe and regenerate our current
Process,                 2. Re-engineering:                                        ways of working and thinking.
structure
                               policies                                            Theory-U opened us in India, Pune in dialogues
            Let go                                             Let come
Thinking                      3. Reframing:                                        with local consultants and entrepreneurs. It was
                              values, beliefs                                      their proposal for entering emerging markets:
                                                                                   1. What works in Finland will not work in China or
Source                  4. Regenerating:
of energy,                                                                         India. What might work in there?
inspiration           sources of commitment
and will                   and energy                                              2. What do we need to understand about China
                                                                                   and India in order to do business there?
    Above diagram is used under license from Presencing Insitute - Otto Scharmer   3. Ask your self why? And ask it five times.
    www.presencing.com/permissions/
Mental Models
         Mental Models are deeply held internal images and
         scripts about how the world works. The inner
         truths.


         They help us to deal with daily life but also at times
         constrain our thinking to old habits.


         They are the box we are asked at times to think
         outside of.



   I had been many times in China. When staying first time a bit
       longer I realized - nothing works here like in Finland!
Global growth depends on the east. Sun sets in the West. Due to the clouds we can see the sun as a
red ball, something that is rarely seen back in Finland.
Experience Economy
                                    Progression of Economic Value                                                         Experience Economy is a new aspect into
                                                                                                                          value creation compared to Porter s classic
                                                                                                                          value chain model. The idea is that for the
              Unique




                                                                                  Transformations
                                            Customization                                                                 higher profits and less competition we need
                                                                             de
                                                                          ui
                                                                         G
                                                                                                                          customize more and more the service into an
Competition




                                                                        Experiences
                                    Customization                                                                         experience. Good example is coffee, how the
                                                                    e
                                                                ag
                                                               St




                                                                                              Commoditization
                                                              Services                                                    price of a cup may vary a lot depending
                           Customization
                                                         re
                                                       iv




                                                                                     Commoditization                      whether you drink it at home or in a cafe in
                                                   el
                                                   D




                                                  Goods
                                                                                                                          Paris with a view to Eiffel tower. I think
              Same, same




                                            e




                                                                          Commoditization
                                         ak
                                        M




                                    Commodities                                                                           experience economy is more and more
                                        Extract                                                                           present in the developed world but only on it s
                           Market                                                                   Premium
                                                              Pricing                                                     way to emerging markets.

                                                                             Ref: Pine II & Gilmore - The Experience Economy - Updated Edition (2011). page: 245
How to read this report?




Report has two types of pages. One with       Second type is with two boxes on the
a statement at the top of the page and a      bottom. The box on the left elaborates the
little story at the bottom. Important is to   statement further. The box on the right
understand what is behind the quote.          has questions for you to think about.
Before You Start. Stop.
• Take a deep breath. Maybe drink a glass of water.
  Empty your mind from the worries of the day.

• Imagine China. What do you know about China at the
  moment? How about doing business in China?

• Imagine India. Did you ever visit the country?
  Do you know how Kalkutta smells? Or Bombay feels?
Why do you think there is emerging market for your company?




                   Taxis are a good way to move around. However the drivers do not speak English so you need to have
                   the address in a picture written in Chinese with you. Or you can call help from a special number that s
                   attending you in English and guiding the driver in Chinese. That s a great service.
Number of Industrial plants in China will grow because consuming in
                                                                       Why do you believe there is market for you in China?
China grows rapidly in following years. -Carlos, Mondragon
                                                                        Have you got a China man, a person high enough in the hierarchy of the
 There are no Chinese service companies good enough on the market. -
                                                                       company, back home who understands China and is ready to speed up
Liborio, Fagor
                                                                       the decisions when needed?
In most of cases they train their own people to do the service.
China is one generation behind.
China is unpredictable. Maybe in the same way as Finland was in the
times of cold war. But China s economy grows super fast. But culture        From what decade or century should you benchmark the service
may not learn as fast. And even if it feels that China is one generation    business model? -70́s, -80́s, -90́s?
behind us now, they are likely to catch us in less than one generation of   Where were we in Europe with service business models back in the 80s?
time. Currently the main business model is copy and survival.
Give and yoúll get.
Understand the ecosystem and importance of guanxi.
                                                                          It́s prime mover market - what new you can bring?
 Some foreign managers and organizations think they know the answers
                                                                          What is it that you can do and the Chinese cannot copy?
and that China is part of their country.
                                                                          What is your organizations contribution to China?
 Some companies have innovation centers in China (and India). Rovio let
                                                                          Are you creating something with locals or trying to bring something
the fake market to do the innovations and then they take benefit out of
                                                                          ready from outside?
making best products official.
Good enough quality.
Case Danone: They spent loads of money trying to educate Chinese
people about their products quality. After changing the packaging they
                                                                            Is your service simple enough?
started to sell like hell. → Concentrate on the key product!
                                                                            Cheap enough?
 Chinese want service, but not to pay for it. They want something simple,
safe and reliable - good enough. One button instead of 1000 buttons.        Good enough?

Our service business is profitable, but small.
It s forbidden to make mistakes in China.




          I was very happy to find a bunch skateboarders in one square of Shanghai. Trends are born in the
          streets. And play is universal phenomenon.
Guanxi. From the moment you enter China, it́s all about the trust. How    It is forbidden to do mistakes in China. You lose your face. And you
do you cultivate it? Proof that you are bringing better knowledge.       career. That́s why buying immaterial is hard.
Be transparent, so that everybody will benefit. Show importance - CEOs    How many people do you know from the local governments of the cities
like to meet other CEOs etc.                                             and regions where you aim to do business?
People is the key point, they need to feel what you say in true.
Lobbying plays key role in getting the deal.                             How do you show that not buying your service is a mistake?
Infra is future.




We visited buildings that were over 30 floors high. They swung a little in the wind in order to be
resilient. However, it made me sea sick.
Who could be the companies in China to start a joint venture with you?
Nobody wants a drill. Everybody wants service they need, i.e. a hole in
                                                                            Is strategy to provide machines to a new factory? Or just service fee
the wall in order to place a painting there or things moved from place to
                                                                            charged?
another. In future Chinese wońt pay for time or parts, they start to pay
                                                                            Are you selling spare parts and maintenance or service?
for value created.
                                                                            What is your value innovation? (According to Blue Ocean Strategy.)
Digital Landscape is completely different in China.




            The trendy fixed gear bikes could be also found in Shanghai right next to the skate boarders meeting
            place in a square on top of one shopping centre. But the reality in countryside is different.
Chinese version of eBay, Taobao or T-Mall, is bigger than eBay.
Chinese are fast building their own web services. Usually very well
                                                                       What should you understand about Chinese internet and Social Media?
equivalent to the Western ones. E.g. Renren is the local Facebook.
                                                                       Should you be there? When? How?
To some extent we can also use Google Trends, Alerts and Insights to
see what́s cooking on the web, even in China.
Chinese are practical.




 In Shanghai, motorcycles are power by electricity. That s good for the air quality. But problem is you
 cannot hear them coming. And that is a big problem because they do not obey the traffic lights and
 may drive on pedestrian ways, too. That is why we renamed them silent killers.
Chinese like to call and chat. They may look up the product online but   Is your website fit for Chinese market?
before buying they want to chat. Your service / webpage have to be        Have you got a chat option at your website?
usable in that sense. -Heard at Web2Asia                                  Chinese dońt usually speak english. Are your materials and web visual
Selling information is hard.                                              as pictures are the universal language?
Chinese are short time orientated - not willing to do long time investments.
They are short of cash even if they are willing to invest long term.
It may be also about trust to the future, as they do not trust future as   Is it true that Chinese are not willing to invest in long term?
much as we do in the West. China feels very uncertain and                  What kind of business models you should use to enable Chinese to invest
unpredictable.                                                             long term?
S.K.F and Bao Steel have a joint venture where S.K.F benefits more if       Who makes the final decision about investments?
bearings last longer.
China does not exist i.e. There are many Chinas




              One interesting service model was the WIFI that was offered in the photo booths. We did not try that
              or actually, did not see anyone use it either. But still could be handy in case of need.
There is no one China. China is huge! It́s very diverse.    Every
company is a different. No 1 China, so many differences.
                                                                         What is your focus in China?
 Making mistake in China is forbidden. China is a developing country -
                                                                         Where do you concentrate?
and it changes a lot. China s GDP grows about 9% every year.
In China everything is possible for someone - no one rule.
How do you support customers and allfor the future?
    Incredible India. 32 states trust different.




                In India cars and busses are packed to the full. On the road drivers use the horn a lot for example to
                give a sign of taking over another car on the road.
India is even more diverse than China.
                                                                            China is one generation behind. So where is India? And all it s different
 When we entered Indian market there was 5000 competitors all ready.       states?
One Strategy is not enough. No central control like in China. Over 1
                                                                           In which city and region do you want to start your operations?
billion people live there. Many many religions. Really diverse.
                                                                           What markets are rising and what are going down?
  You have to stay here for 5-10 years to understand the cultures even a
                                                                           What if Chinese and Indian businesses enter your market at homeland?
little.
Everything works in India.




   In India we found people very friendly in all levels of the society starting from the slum Dharavi in
   Mumbai to the consultants in Pune and PhD students of IIT Kharagbur.
Electricity cuts last a day or so in Incredible India.
When you come to India - come with open mind.                             If electricity breaks down for a day maybe thinking about the machine is
                                                                          the last thing to think about?
 In the morning about 80% of the workers appear to work. When we
started it was less                                                       What is the value you are offering?

 Sometimes I receive a post card or a fax even if the matter could have   Do you understand the local reality/culture/needs/mindset?
been taken care of with email or phone.
We have been fooled so long.
We have been fooled so long. said Manish an experienced consultant
who s been living in and out of India based on his experience with many   How do you build the trust and a win - win business model?
different companies coming to India, as well as reflecting back to the      How do you help your customers out of the short cash cycle ?
British Empire. Indians want to fix it themselves.                         How do you support customers trust for the future?
For Indians it very difficult to say, NO.
Bottom of the Pyramid is the source of radical innovation




                  What is your Mental Model about slum in Bombay? We visited Dharavi, one of the most dense slums
                  in the world with 1 million people living within 2sq km of space. It was cleaner than Kalkutta. There
                  were over 10 000 enterprises with over 600 million $ of turnover.
Radical Innovation Week in Shanghai was nice, but it was Finnish people
                                                                              How about collaborating with IIT for R&D and Innovation?
speaking to Finnish people. -Student at Aalto Tongi Design Factory
                                                                              What is the value we Finns get e.g. from the Aalto Tongji Design Factory
Indian Institute of Technology (IIT) Kharagbur asked us (Monkey
                                                                              in Shanghai compared to local initiatives?
Business) to do proposal about shared actions. They accept only 0,1% to
                                                                               Bottom of The Pyramid is the real source for radical Innovation in the
the applicants to IIT. They will start an international R&D center at their
                                                                              Future.
campus to work with their students.
The most local is the most systemic.
Entrepreneurial systems are sustainable. Many of the biggest business in   Systems Thinking - who makes the decisions? Whom do you need to
India is family business e.g. Tata, Mahindra, Wipro, Reliance Industries   convince? With whom you should co-create? Whom should you listen to?
etc.
 The Oldest man influences the decision making process even when            How would your Service Business look like if based on entrepreneurial
there is a board and CEO appointed.                                        system? What about if locals would create it for local markets?
Innovation is more about empathy than engineering.
The only way that companies can prosper in these markets is to cut
costs relentlessly and accept profit margins close to zero.                What empathy means in our service business?
Prototype is the spirit of innovation.                                    Who are your key partners in the service business ecosystem?
 India is a land of opportunities. We are open to outsiders to come and
do business in here. But together!
Further Reading and Ideas
•   Trendwatching: http://www.trendwatching.com/trends/madebetterinchina/

•   McKinsey: http://solutions.mckinsey.com/insightschina/

•   Harvard Business Review:

       •   Business Model Innovation in Emerging Markets: New Opportunities
           and Challenges

       •   New Business Models in Emerging Markets

       •   Finding Great Ideas in Emerging Markets

•   Economist Special Report: Innovation in Emerging Markets

•   Exolus on the Future of China 2020

•   FinNode China - Threats and Opportunities in Chinese Social Media
Do you want to organize a participative workshop
about doing Service Business in Emerging Markets?

       Get in touch with Tatu Tuohimetsä
      +358 40 831 8118 or tatu@banana.fi
            or twitter.com/tantourist
Questions, comments, anything? Please connect!




Aktiivipoika                                              Monkey Labs
Tatu Tuohimetsä                                           Ville Keränen
+358 40 831 8118                                   +358 40 731 2084
tatu@banana.fi                                           ville@banana.fi
twitter.com/tantourist                        twitter.com/villemonkey
To change the way of thinking and doing is hard.
          You really have to want it.
          More than anything else.

Mais conteúdo relacionado

Destaque

Invitation Learning Journey to Finland September 2013
Invitation Learning Journey to Finland September 2013Invitation Learning Journey to Finland September 2013
Invitation Learning Journey to Finland September 2013Ville Keranen
 
Sarjakuva esitys - Monkey Busineksen syntyhistoria
Sarjakuva esitys - Monkey Busineksen syntyhistoriaSarjakuva esitys - Monkey Busineksen syntyhistoria
Sarjakuva esitys - Monkey Busineksen syntyhistoriaVille Keranen
 
Otava Opiston aPaja -kohtaaminen 31.10. - 1.11.2013
Otava Opiston aPaja -kohtaaminen 31.10. - 1.11.2013Otava Opiston aPaja -kohtaaminen 31.10. - 1.11.2013
Otava Opiston aPaja -kohtaaminen 31.10. - 1.11.2013Ville Keranen
 
Education Slide Deck 02 15 10
Education Slide Deck 02 15 10Education Slide Deck 02 15 10
Education Slide Deck 02 15 10josephdebauche
 
High Level Broadband Overview
High Level Broadband OverviewHigh Level Broadband Overview
High Level Broadband Overviewjosephdebauche
 

Destaque (7)

Invitation Learning Journey to Finland September 2013
Invitation Learning Journey to Finland September 2013Invitation Learning Journey to Finland September 2013
Invitation Learning Journey to Finland September 2013
 
Sarjakuva esitys - Monkey Busineksen syntyhistoria
Sarjakuva esitys - Monkey Busineksen syntyhistoriaSarjakuva esitys - Monkey Busineksen syntyhistoria
Sarjakuva esitys - Monkey Busineksen syntyhistoria
 
How to write for the internet
How to write for the internetHow to write for the internet
How to write for the internet
 
Otava Opiston aPaja -kohtaaminen 31.10. - 1.11.2013
Otava Opiston aPaja -kohtaaminen 31.10. - 1.11.2013Otava Opiston aPaja -kohtaaminen 31.10. - 1.11.2013
Otava Opiston aPaja -kohtaaminen 31.10. - 1.11.2013
 
Future SEO Vistas 2012
Future SEO Vistas 2012Future SEO Vistas 2012
Future SEO Vistas 2012
 
Education Slide Deck 02 15 10
Education Slide Deck 02 15 10Education Slide Deck 02 15 10
Education Slide Deck 02 15 10
 
High Level Broadband Overview
High Level Broadband OverviewHigh Level Broadband Overview
High Level Broadband Overview
 

Semelhante a Insights about Service Business in Emerging Markets

The Prelude - Transforming Fuego
The Prelude - Transforming FuegoThe Prelude - Transforming Fuego
The Prelude - Transforming FuegoOlympia Datta
 
IIA2014 Corporate Entrepreneurship WS
IIA2014 Corporate Entrepreneurship WSIIA2014 Corporate Entrepreneurship WS
IIA2014 Corporate Entrepreneurship WSInnovation Pioneers
 
One Africa Network Webinar: Design Thinking and Innovation - Staying Ahead o...
One Africa Network Webinar: Design Thinking and Innovation -  Staying Ahead o...One Africa Network Webinar: Design Thinking and Innovation -  Staying Ahead o...
One Africa Network Webinar: Design Thinking and Innovation - Staying Ahead o...SSCG Consulting
 
"Innovative Problem Solving: Getting Unstuck In Your Thinking"
"Innovative Problem Solving: Getting Unstuck In Your Thinking""Innovative Problem Solving: Getting Unstuck In Your Thinking"
"Innovative Problem Solving: Getting Unstuck In Your Thinking"Sherisse Steward
 
Presentation: Reliance Industries
Presentation: Reliance IndustriesPresentation: Reliance Industries
Presentation: Reliance IndustriesChristina Azzam
 
Leading Change: The Intrapreneur Way!
Leading Change: The Intrapreneur Way!Leading Change: The Intrapreneur Way!
Leading Change: The Intrapreneur Way!MCCIA Pune
 
Soma 20roy-20sarkar-131008015759-phpapp01
Soma 20roy-20sarkar-131008015759-phpapp01Soma 20roy-20sarkar-131008015759-phpapp01
Soma 20roy-20sarkar-131008015759-phpapp01PMI_IREP_TP
 
Soma roy sarkar
Soma roy sarkarSoma roy sarkar
Soma roy sarkarPMI2011
 
The Roadmap To Innovation Success
The Roadmap To Innovation SuccessThe Roadmap To Innovation Success
The Roadmap To Innovation SuccessZwi Fainberg
 
Innovation through intrapreneurship
Innovation through intrapreneurship Innovation through intrapreneurship
Innovation through intrapreneurship Abhishek Ballabh
 
Demystifying agilecoaching
Demystifying agilecoachingDemystifying agilecoaching
Demystifying agilecoachingAnand Murthy Raj
 
Jobs-To-Be-Done Theory and Methodology Seeing innovation thr.docx
Jobs-To-Be-Done Theory and Methodology Seeing innovation thr.docxJobs-To-Be-Done Theory and Methodology Seeing innovation thr.docx
Jobs-To-Be-Done Theory and Methodology Seeing innovation thr.docxvrickens
 
Silicon Valley comes to Oeiras, by shipperline
Silicon Valley comes to Oeiras, by shipperlineSilicon Valley comes to Oeiras, by shipperline
Silicon Valley comes to Oeiras, by shipperlineHugo Duarte da Fonseca
 
Innovator Interview: Barbara Daniele, General Electric
Innovator Interview: Barbara Daniele, General ElectricInnovator Interview: Barbara Daniele, General Electric
Innovator Interview: Barbara Daniele, General Electricfuturethink
 
Reliability Division Webinar Series - Innovation: Quality for Tomorrow
Reliability Division Webinar Series -  Innovation: Quality for TomorrowReliability Division Webinar Series -  Innovation: Quality for Tomorrow
Reliability Division Webinar Series - Innovation: Quality for TomorrowASQ Reliability Division
 
Ikea - A case study in stimulating innovation and change
Ikea - A case study in stimulating innovation and changeIkea - A case study in stimulating innovation and change
Ikea - A case study in stimulating innovation and changeAnkit Uttam
 
Boostcamp5 intro Roald - day1
Boostcamp5 intro Roald - day1Boostcamp5 intro Roald - day1
Boostcamp5 intro Roald - day1boostcamp
 

Semelhante a Insights about Service Business in Emerging Markets (20)

The Prelude - Transforming Fuego
The Prelude - Transforming FuegoThe Prelude - Transforming Fuego
The Prelude - Transforming Fuego
 
IIA2014 Corporate Entrepreneurship WS
IIA2014 Corporate Entrepreneurship WSIIA2014 Corporate Entrepreneurship WS
IIA2014 Corporate Entrepreneurship WS
 
One Africa Network Webinar: Design Thinking and Innovation - Staying Ahead o...
One Africa Network Webinar: Design Thinking and Innovation -  Staying Ahead o...One Africa Network Webinar: Design Thinking and Innovation -  Staying Ahead o...
One Africa Network Webinar: Design Thinking and Innovation - Staying Ahead o...
 
"
""
"
 
"Innovative Problem Solving: Getting Unstuck In Your Thinking"
"Innovative Problem Solving: Getting Unstuck In Your Thinking""Innovative Problem Solving: Getting Unstuck In Your Thinking"
"Innovative Problem Solving: Getting Unstuck In Your Thinking"
 
Dr. calvin1
Dr. calvin1Dr. calvin1
Dr. calvin1
 
Presentation: Reliance Industries
Presentation: Reliance IndustriesPresentation: Reliance Industries
Presentation: Reliance Industries
 
Leading Change: The Intrapreneur Way!
Leading Change: The Intrapreneur Way!Leading Change: The Intrapreneur Way!
Leading Change: The Intrapreneur Way!
 
Soma 20roy-20sarkar-131008015759-phpapp01
Soma 20roy-20sarkar-131008015759-phpapp01Soma 20roy-20sarkar-131008015759-phpapp01
Soma 20roy-20sarkar-131008015759-phpapp01
 
Soma roy sarkar
Soma roy sarkarSoma roy sarkar
Soma roy sarkar
 
The Roadmap To Innovation Success
The Roadmap To Innovation SuccessThe Roadmap To Innovation Success
The Roadmap To Innovation Success
 
Innovation through intrapreneurship
Innovation through intrapreneurship Innovation through intrapreneurship
Innovation through intrapreneurship
 
Slides David Cooperrider Pre-Conference #2012WAIC (part 3)
Slides David Cooperrider Pre-Conference #2012WAIC (part 3)Slides David Cooperrider Pre-Conference #2012WAIC (part 3)
Slides David Cooperrider Pre-Conference #2012WAIC (part 3)
 
Demystifying agilecoaching
Demystifying agilecoachingDemystifying agilecoaching
Demystifying agilecoaching
 
Jobs-To-Be-Done Theory and Methodology Seeing innovation thr.docx
Jobs-To-Be-Done Theory and Methodology Seeing innovation thr.docxJobs-To-Be-Done Theory and Methodology Seeing innovation thr.docx
Jobs-To-Be-Done Theory and Methodology Seeing innovation thr.docx
 
Silicon Valley comes to Oeiras, by shipperline
Silicon Valley comes to Oeiras, by shipperlineSilicon Valley comes to Oeiras, by shipperline
Silicon Valley comes to Oeiras, by shipperline
 
Innovator Interview: Barbara Daniele, General Electric
Innovator Interview: Barbara Daniele, General ElectricInnovator Interview: Barbara Daniele, General Electric
Innovator Interview: Barbara Daniele, General Electric
 
Reliability Division Webinar Series - Innovation: Quality for Tomorrow
Reliability Division Webinar Series -  Innovation: Quality for TomorrowReliability Division Webinar Series -  Innovation: Quality for Tomorrow
Reliability Division Webinar Series - Innovation: Quality for Tomorrow
 
Ikea - A case study in stimulating innovation and change
Ikea - A case study in stimulating innovation and changeIkea - A case study in stimulating innovation and change
Ikea - A case study in stimulating innovation and change
 
Boostcamp5 intro Roald - day1
Boostcamp5 intro Roald - day1Boostcamp5 intro Roald - day1
Boostcamp5 intro Roald - day1
 

Mais de Ville Keranen

Rautalammin ja Suonenjoen Työtä osuuskunnasta -hanke - Markkinointikoulutus...
Rautalammin ja Suonenjoen Työtä osuuskunnasta -hanke - Markkinointikoulutus...Rautalammin ja Suonenjoen Työtä osuuskunnasta -hanke - Markkinointikoulutus...
Rautalammin ja Suonenjoen Työtä osuuskunnasta -hanke - Markkinointikoulutus...Ville Keranen
 
Konttikiertokoulu Idea - Ville Keranen - 2016
Konttikiertokoulu Idea - Ville Keranen - 2016Konttikiertokoulu Idea - Ville Keranen - 2016
Konttikiertokoulu Idea - Ville Keranen - 2016Ville Keranen
 
Tiimiakatemia Workshop in Tokyo, Japan, 17.5.15
Tiimiakatemia Workshop in Tokyo, Japan, 17.5.15Tiimiakatemia Workshop in Tokyo, Japan, 17.5.15
Tiimiakatemia Workshop in Tokyo, Japan, 17.5.15Ville Keranen
 
Synnytyshaaste Tiimiakatemian Rohkeat Tekijät 5.5.2015
Synnytyshaaste Tiimiakatemian Rohkeat Tekijät 5.5.2015Synnytyshaaste Tiimiakatemian Rohkeat Tekijät 5.5.2015
Synnytyshaaste Tiimiakatemian Rohkeat Tekijät 5.5.2015Ville Keranen
 
Työkaluja Asiakasymmärrykseen - Tiimiakatemian rohkeat tekijat Morvassa 12.-1...
Työkaluja Asiakasymmärrykseen - Tiimiakatemian rohkeat tekijat Morvassa 12.-1...Työkaluja Asiakasymmärrykseen - Tiimiakatemian rohkeat tekijat Morvassa 12.-1...
Työkaluja Asiakasymmärrykseen - Tiimiakatemian rohkeat tekijat Morvassa 12.-1...Ville Keranen
 
Konttikiertokoulu konseptiesitys Tampere Spark Transition 19.3.2014
Konttikiertokoulu konseptiesitys Tampere Spark Transition 19.3.2014Konttikiertokoulu konseptiesitys Tampere Spark Transition 19.3.2014
Konttikiertokoulu konseptiesitys Tampere Spark Transition 19.3.2014Ville Keranen
 
Tiimiakatemian rohkeat tekijät 2014 innovoijan tie
Tiimiakatemian rohkeat tekijät 2014 innovoijan tieTiimiakatemian rohkeat tekijät 2014 innovoijan tie
Tiimiakatemian rohkeat tekijät 2014 innovoijan tieVille Keranen
 
Oppimissopimus -työkalu oppimisen tueksi
Oppimissopimus -työkalu oppimisen tueksiOppimissopimus -työkalu oppimisen tueksi
Oppimissopimus -työkalu oppimisen tueksiVille Keranen
 
Monkey Business Mielenmallipeli
Monkey Business MielenmallipeliMonkey Business Mielenmallipeli
Monkey Business MielenmallipeliVille Keranen
 
Ajatuksia ideoista ja luovuudesta
Ajatuksia ideoista ja luovuudestaAjatuksia ideoista ja luovuudesta
Ajatuksia ideoista ja luovuudestaVille Keranen
 
Kolahduksia JES-lounaalta: Tuulenmäki lupa toimia eri lailla 25.3.2013
Kolahduksia JES-lounaalta: Tuulenmäki lupa toimia eri lailla 25.3.2013Kolahduksia JES-lounaalta: Tuulenmäki lupa toimia eri lailla 25.3.2013
Kolahduksia JES-lounaalta: Tuulenmäki lupa toimia eri lailla 25.3.2013Ville Keranen
 
Ideas'n'Quotes Tuulenmäki License To Act Differently 25.3.2013 by JES
Ideas'n'Quotes Tuulenmäki License To Act Differently 25.3.2013 by JESIdeas'n'Quotes Tuulenmäki License To Act Differently 25.3.2013 by JES
Ideas'n'Quotes Tuulenmäki License To Act Differently 25.3.2013 by JESVille Keranen
 
Einstein Työpaja Konsepti 03 2013
Einstein Työpaja Konsepti 03 2013Einstein Työpaja Konsepti 03 2013
Einstein Työpaja Konsepti 03 2013Ville Keranen
 
Mental Models Game Prototype Presentation May 2013 update
Mental Models Game Prototype Presentation May 2013 updateMental Models Game Prototype Presentation May 2013 update
Mental Models Game Prototype Presentation May 2013 updateVille Keranen
 
Uurainen MaaseutuHUB 13.9.2012 luovuustyöpaja yläasteelaisille
Uurainen MaaseutuHUB 13.9.2012 luovuustyöpaja yläasteelaisilleUurainen MaaseutuHUB 13.9.2012 luovuustyöpaja yläasteelaisille
Uurainen MaaseutuHUB 13.9.2012 luovuustyöpaja yläasteelaisilleVille Keranen
 
Banana.fi Website Statistics April 2012 Update
Banana.fi Website Statistics April 2012 UpdateBanana.fi Website Statistics April 2012 Update
Banana.fi Website Statistics April 2012 UpdateVille Keranen
 
Monkey Credo 22.2.2012
Monkey Credo 22.2.2012Monkey Credo 22.2.2012
Monkey Credo 22.2.2012Ville Keranen
 
Vientikilta Mielenmallipeli 21.11 Taulun Kartano
Vientikilta Mielenmallipeli 21.11 Taulun KartanoVientikilta Mielenmallipeli 21.11 Taulun Kartano
Vientikilta Mielenmallipeli 21.11 Taulun KartanoVille Keranen
 
Banana.fi Website Statistics May 2011
Banana.fi Website Statistics May 2011Banana.fi Website Statistics May 2011
Banana.fi Website Statistics May 2011Ville Keranen
 
Tulimyrsky 6.4.2011 Alf Rehn muistiinpanot
Tulimyrsky 6.4.2011 Alf Rehn muistiinpanotTulimyrsky 6.4.2011 Alf Rehn muistiinpanot
Tulimyrsky 6.4.2011 Alf Rehn muistiinpanotVille Keranen
 

Mais de Ville Keranen (20)

Rautalammin ja Suonenjoen Työtä osuuskunnasta -hanke - Markkinointikoulutus...
Rautalammin ja Suonenjoen Työtä osuuskunnasta -hanke - Markkinointikoulutus...Rautalammin ja Suonenjoen Työtä osuuskunnasta -hanke - Markkinointikoulutus...
Rautalammin ja Suonenjoen Työtä osuuskunnasta -hanke - Markkinointikoulutus...
 
Konttikiertokoulu Idea - Ville Keranen - 2016
Konttikiertokoulu Idea - Ville Keranen - 2016Konttikiertokoulu Idea - Ville Keranen - 2016
Konttikiertokoulu Idea - Ville Keranen - 2016
 
Tiimiakatemia Workshop in Tokyo, Japan, 17.5.15
Tiimiakatemia Workshop in Tokyo, Japan, 17.5.15Tiimiakatemia Workshop in Tokyo, Japan, 17.5.15
Tiimiakatemia Workshop in Tokyo, Japan, 17.5.15
 
Synnytyshaaste Tiimiakatemian Rohkeat Tekijät 5.5.2015
Synnytyshaaste Tiimiakatemian Rohkeat Tekijät 5.5.2015Synnytyshaaste Tiimiakatemian Rohkeat Tekijät 5.5.2015
Synnytyshaaste Tiimiakatemian Rohkeat Tekijät 5.5.2015
 
Työkaluja Asiakasymmärrykseen - Tiimiakatemian rohkeat tekijat Morvassa 12.-1...
Työkaluja Asiakasymmärrykseen - Tiimiakatemian rohkeat tekijat Morvassa 12.-1...Työkaluja Asiakasymmärrykseen - Tiimiakatemian rohkeat tekijat Morvassa 12.-1...
Työkaluja Asiakasymmärrykseen - Tiimiakatemian rohkeat tekijat Morvassa 12.-1...
 
Konttikiertokoulu konseptiesitys Tampere Spark Transition 19.3.2014
Konttikiertokoulu konseptiesitys Tampere Spark Transition 19.3.2014Konttikiertokoulu konseptiesitys Tampere Spark Transition 19.3.2014
Konttikiertokoulu konseptiesitys Tampere Spark Transition 19.3.2014
 
Tiimiakatemian rohkeat tekijät 2014 innovoijan tie
Tiimiakatemian rohkeat tekijät 2014 innovoijan tieTiimiakatemian rohkeat tekijät 2014 innovoijan tie
Tiimiakatemian rohkeat tekijät 2014 innovoijan tie
 
Oppimissopimus -työkalu oppimisen tueksi
Oppimissopimus -työkalu oppimisen tueksiOppimissopimus -työkalu oppimisen tueksi
Oppimissopimus -työkalu oppimisen tueksi
 
Monkey Business Mielenmallipeli
Monkey Business MielenmallipeliMonkey Business Mielenmallipeli
Monkey Business Mielenmallipeli
 
Ajatuksia ideoista ja luovuudesta
Ajatuksia ideoista ja luovuudestaAjatuksia ideoista ja luovuudesta
Ajatuksia ideoista ja luovuudesta
 
Kolahduksia JES-lounaalta: Tuulenmäki lupa toimia eri lailla 25.3.2013
Kolahduksia JES-lounaalta: Tuulenmäki lupa toimia eri lailla 25.3.2013Kolahduksia JES-lounaalta: Tuulenmäki lupa toimia eri lailla 25.3.2013
Kolahduksia JES-lounaalta: Tuulenmäki lupa toimia eri lailla 25.3.2013
 
Ideas'n'Quotes Tuulenmäki License To Act Differently 25.3.2013 by JES
Ideas'n'Quotes Tuulenmäki License To Act Differently 25.3.2013 by JESIdeas'n'Quotes Tuulenmäki License To Act Differently 25.3.2013 by JES
Ideas'n'Quotes Tuulenmäki License To Act Differently 25.3.2013 by JES
 
Einstein Työpaja Konsepti 03 2013
Einstein Työpaja Konsepti 03 2013Einstein Työpaja Konsepti 03 2013
Einstein Työpaja Konsepti 03 2013
 
Mental Models Game Prototype Presentation May 2013 update
Mental Models Game Prototype Presentation May 2013 updateMental Models Game Prototype Presentation May 2013 update
Mental Models Game Prototype Presentation May 2013 update
 
Uurainen MaaseutuHUB 13.9.2012 luovuustyöpaja yläasteelaisille
Uurainen MaaseutuHUB 13.9.2012 luovuustyöpaja yläasteelaisilleUurainen MaaseutuHUB 13.9.2012 luovuustyöpaja yläasteelaisille
Uurainen MaaseutuHUB 13.9.2012 luovuustyöpaja yläasteelaisille
 
Banana.fi Website Statistics April 2012 Update
Banana.fi Website Statistics April 2012 UpdateBanana.fi Website Statistics April 2012 Update
Banana.fi Website Statistics April 2012 Update
 
Monkey Credo 22.2.2012
Monkey Credo 22.2.2012Monkey Credo 22.2.2012
Monkey Credo 22.2.2012
 
Vientikilta Mielenmallipeli 21.11 Taulun Kartano
Vientikilta Mielenmallipeli 21.11 Taulun KartanoVientikilta Mielenmallipeli 21.11 Taulun Kartano
Vientikilta Mielenmallipeli 21.11 Taulun Kartano
 
Banana.fi Website Statistics May 2011
Banana.fi Website Statistics May 2011Banana.fi Website Statistics May 2011
Banana.fi Website Statistics May 2011
 
Tulimyrsky 6.4.2011 Alf Rehn muistiinpanot
Tulimyrsky 6.4.2011 Alf Rehn muistiinpanotTulimyrsky 6.4.2011 Alf Rehn muistiinpanot
Tulimyrsky 6.4.2011 Alf Rehn muistiinpanot
 

Último

Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 

Último (20)

Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 

Insights about Service Business in Emerging Markets

  • 1. Insights about Service Business in Emerging Markets: China & India (cc-by-sa) Tatu Tuohimetsä & Ville Keränen Monkey and Banana osk 4th of April 2013 www.banana.fi
  • 2. Table of Contents • Introduction • Theories Remember that your ideas are so big but your • Insights on China mind so small. • Insights on India - President of China • Invitation referring to an advice from Master Nan • Contact Information
  • 3. Here is a picture of authors of this report with one of our hosts in the middle, Diana the director of the Taihu Great Learning Center. The sign that Ville on the right and Diana in the middle are showing is a traditional sign of the Taichi and the idea is to show respect and say thank you teacher. We want to acknowledge and say thank you to all people we met over this incredible journey to China and India in November 2012. Tatu s sign is traditional too, and it s about expressing enthusiasm.
  • 4. Why This Report? This report is produced to foster your thinking and to help find right questions and understanding in order to design and run Service Business is Emerging Markets. Quotes and ideas are collected in Finland, China and India. And beautifully mixed in Vaajakoski. The following insights are based on studies and learning journeys in three continents during year 2012 in Masters Program of Open Innovation and Intrapreneurship (MiNN), International Executive MBA -program of Mondragon University, Spain. The content is created after the Learning Journey to China and India 8th to 24th of November 2012. Also we have been supported by many dialogues with several front runner thinkers and doers all around the world. Big thanks to all at MINN and everyone we have met on this journey. Travellers of this report, Tatu Aktiivipoika Tuohimetsä and Ville Keksijä Keränen, are entrepreneurs in a Finnish Learning Design Boutique called Monkey Business.
  • 5. Shanghai Pudong landscape. These buildings did not exist 20 years ago. Then the government decided we need something spectacular. And built Pudong on top of some wastelands just in to the center of Shanghai. Now Government has decided to take innovation on to their agenda.
  • 6. Monkey Business Only failure is that we dońt learn anything. Monkey Business is a learning design company. We do not believe in teaching or preaching, or ready made solutions and answers. We ask. We like to think together. We believe that people have the ideas and knowledge to solve their own challenges. Our work is to help to ask right questions in order to create something new. Sometimes knowledge from the past may be a problem. Our value is created through fun, being U.F.O. and experimenting. Learning is always connected with emotions, moreover only doing creates something new and changes the world. We define learning as a change of behavior and design as doing things that make sense. There are enough reports - do something. -Prof. Bengt Holmström, MIT. We Monkeys re-phrase that for you: Dońt just read reports, do something. Try things that have not been tried before. Do the Never! In the safety of Jyväskylä, 30.1.2013 Tatu Tuohimetsä and Ville Keränen
  • 7. Traffic in China can be very intimidating. Once we were stuck in a jam for about three hours on our way back to Shanghai in the afternoon. Something we are not used to in Finland. Also at the back you can see the gray sky. The sky was gray everyday because of the pollution and the humidity.
  • 8. What are the right questions? Emerging markets are not just possibility to try something new or different. They are markets to do everything differently. -Anssi Tuulenmäki What are the questions we really need to solve? What we know from past/west may be a problem? How can we change our thinking and doing? There s no better sign of insanity that doing the same thing and expecting different results. If I had one hour to save the world I would use 55 minuted to find the right question and then 5 minutes to solve it. -Einstein
  • 9. Some of the best food we ate was at the places where locals eat too. Freshly made, sometimes too greasy for our taste, but still good.
  • 10. Theory-U Four Levels of Responding to Change In order to enter the emerging markets, instead of quick fixes and re-engineering the current Manifest strategies that work in the developed economies, action 1. Reacting: quick fixes we need to reframe and regenerate our current Process, 2. Re-engineering: ways of working and thinking. structure policies Theory-U opened us in India, Pune in dialogues Let go Let come Thinking 3. Reframing: with local consultants and entrepreneurs. It was values, beliefs their proposal for entering emerging markets: 1. What works in Finland will not work in China or Source 4. Regenerating: of energy, India. What might work in there? inspiration sources of commitment and will and energy 2. What do we need to understand about China and India in order to do business there? Above diagram is used under license from Presencing Insitute - Otto Scharmer 3. Ask your self why? And ask it five times. www.presencing.com/permissions/
  • 11. Mental Models Mental Models are deeply held internal images and scripts about how the world works. The inner truths. They help us to deal with daily life but also at times constrain our thinking to old habits. They are the box we are asked at times to think outside of. I had been many times in China. When staying first time a bit longer I realized - nothing works here like in Finland!
  • 12. Global growth depends on the east. Sun sets in the West. Due to the clouds we can see the sun as a red ball, something that is rarely seen back in Finland.
  • 13. Experience Economy Progression of Economic Value Experience Economy is a new aspect into value creation compared to Porter s classic value chain model. The idea is that for the Unique Transformations Customization higher profits and less competition we need de ui G customize more and more the service into an Competition Experiences Customization experience. Good example is coffee, how the e ag St Commoditization Services price of a cup may vary a lot depending Customization re iv Commoditization whether you drink it at home or in a cafe in el D Goods Paris with a view to Eiffel tower. I think Same, same e Commoditization ak M Commodities experience economy is more and more Extract present in the developed world but only on it s Market Premium Pricing way to emerging markets. Ref: Pine II & Gilmore - The Experience Economy - Updated Edition (2011). page: 245
  • 14. How to read this report? Report has two types of pages. One with Second type is with two boxes on the a statement at the top of the page and a bottom. The box on the left elaborates the little story at the bottom. Important is to statement further. The box on the right understand what is behind the quote. has questions for you to think about.
  • 15. Before You Start. Stop. • Take a deep breath. Maybe drink a glass of water. Empty your mind from the worries of the day. • Imagine China. What do you know about China at the moment? How about doing business in China? • Imagine India. Did you ever visit the country? Do you know how Kalkutta smells? Or Bombay feels?
  • 16. Why do you think there is emerging market for your company? Taxis are a good way to move around. However the drivers do not speak English so you need to have the address in a picture written in Chinese with you. Or you can call help from a special number that s attending you in English and guiding the driver in Chinese. That s a great service.
  • 17. Number of Industrial plants in China will grow because consuming in Why do you believe there is market for you in China? China grows rapidly in following years. -Carlos, Mondragon Have you got a China man, a person high enough in the hierarchy of the There are no Chinese service companies good enough on the market. - company, back home who understands China and is ready to speed up Liborio, Fagor the decisions when needed? In most of cases they train their own people to do the service.
  • 18. China is one generation behind.
  • 19. China is unpredictable. Maybe in the same way as Finland was in the times of cold war. But China s economy grows super fast. But culture From what decade or century should you benchmark the service may not learn as fast. And even if it feels that China is one generation business model? -70́s, -80́s, -90́s? behind us now, they are likely to catch us in less than one generation of Where were we in Europe with service business models back in the 80s? time. Currently the main business model is copy and survival.
  • 21. Understand the ecosystem and importance of guanxi. It́s prime mover market - what new you can bring? Some foreign managers and organizations think they know the answers What is it that you can do and the Chinese cannot copy? and that China is part of their country. What is your organizations contribution to China? Some companies have innovation centers in China (and India). Rovio let Are you creating something with locals or trying to bring something the fake market to do the innovations and then they take benefit out of ready from outside? making best products official.
  • 23. Case Danone: They spent loads of money trying to educate Chinese people about their products quality. After changing the packaging they Is your service simple enough? started to sell like hell. → Concentrate on the key product! Cheap enough? Chinese want service, but not to pay for it. They want something simple, safe and reliable - good enough. One button instead of 1000 buttons. Good enough? Our service business is profitable, but small.
  • 24. It s forbidden to make mistakes in China. I was very happy to find a bunch skateboarders in one square of Shanghai. Trends are born in the streets. And play is universal phenomenon.
  • 25. Guanxi. From the moment you enter China, it́s all about the trust. How It is forbidden to do mistakes in China. You lose your face. And you do you cultivate it? Proof that you are bringing better knowledge. career. That́s why buying immaterial is hard. Be transparent, so that everybody will benefit. Show importance - CEOs How many people do you know from the local governments of the cities like to meet other CEOs etc. and regions where you aim to do business? People is the key point, they need to feel what you say in true. Lobbying plays key role in getting the deal. How do you show that not buying your service is a mistake?
  • 26. Infra is future. We visited buildings that were over 30 floors high. They swung a little in the wind in order to be resilient. However, it made me sea sick.
  • 27. Who could be the companies in China to start a joint venture with you? Nobody wants a drill. Everybody wants service they need, i.e. a hole in Is strategy to provide machines to a new factory? Or just service fee the wall in order to place a painting there or things moved from place to charged? another. In future Chinese wońt pay for time or parts, they start to pay Are you selling spare parts and maintenance or service? for value created. What is your value innovation? (According to Blue Ocean Strategy.)
  • 28. Digital Landscape is completely different in China. The trendy fixed gear bikes could be also found in Shanghai right next to the skate boarders meeting place in a square on top of one shopping centre. But the reality in countryside is different.
  • 29. Chinese version of eBay, Taobao or T-Mall, is bigger than eBay. Chinese are fast building their own web services. Usually very well What should you understand about Chinese internet and Social Media? equivalent to the Western ones. E.g. Renren is the local Facebook. Should you be there? When? How? To some extent we can also use Google Trends, Alerts and Insights to see what́s cooking on the web, even in China.
  • 30. Chinese are practical. In Shanghai, motorcycles are power by electricity. That s good for the air quality. But problem is you cannot hear them coming. And that is a big problem because they do not obey the traffic lights and may drive on pedestrian ways, too. That is why we renamed them silent killers.
  • 31. Chinese like to call and chat. They may look up the product online but Is your website fit for Chinese market? before buying they want to chat. Your service / webpage have to be Have you got a chat option at your website? usable in that sense. -Heard at Web2Asia Chinese dońt usually speak english. Are your materials and web visual Selling information is hard. as pictures are the universal language?
  • 32. Chinese are short time orientated - not willing to do long time investments.
  • 33. They are short of cash even if they are willing to invest long term. It may be also about trust to the future, as they do not trust future as Is it true that Chinese are not willing to invest in long term? much as we do in the West. China feels very uncertain and What kind of business models you should use to enable Chinese to invest unpredictable. long term? S.K.F and Bao Steel have a joint venture where S.K.F benefits more if Who makes the final decision about investments? bearings last longer.
  • 34. China does not exist i.e. There are many Chinas One interesting service model was the WIFI that was offered in the photo booths. We did not try that or actually, did not see anyone use it either. But still could be handy in case of need.
  • 35. There is no one China. China is huge! It́s very diverse. Every company is a different. No 1 China, so many differences. What is your focus in China? Making mistake in China is forbidden. China is a developing country - Where do you concentrate? and it changes a lot. China s GDP grows about 9% every year. In China everything is possible for someone - no one rule.
  • 36. How do you support customers and allfor the future? Incredible India. 32 states trust different. In India cars and busses are packed to the full. On the road drivers use the horn a lot for example to give a sign of taking over another car on the road.
  • 37. India is even more diverse than China. China is one generation behind. So where is India? And all it s different When we entered Indian market there was 5000 competitors all ready. states? One Strategy is not enough. No central control like in China. Over 1 In which city and region do you want to start your operations? billion people live there. Many many religions. Really diverse. What markets are rising and what are going down? You have to stay here for 5-10 years to understand the cultures even a What if Chinese and Indian businesses enter your market at homeland? little.
  • 38. Everything works in India. In India we found people very friendly in all levels of the society starting from the slum Dharavi in Mumbai to the consultants in Pune and PhD students of IIT Kharagbur.
  • 39. Electricity cuts last a day or so in Incredible India. When you come to India - come with open mind. If electricity breaks down for a day maybe thinking about the machine is the last thing to think about? In the morning about 80% of the workers appear to work. When we started it was less What is the value you are offering? Sometimes I receive a post card or a fax even if the matter could have Do you understand the local reality/culture/needs/mindset? been taken care of with email or phone.
  • 40. We have been fooled so long.
  • 41. We have been fooled so long. said Manish an experienced consultant who s been living in and out of India based on his experience with many How do you build the trust and a win - win business model? different companies coming to India, as well as reflecting back to the How do you help your customers out of the short cash cycle ? British Empire. Indians want to fix it themselves. How do you support customers trust for the future? For Indians it very difficult to say, NO.
  • 42. Bottom of the Pyramid is the source of radical innovation What is your Mental Model about slum in Bombay? We visited Dharavi, one of the most dense slums in the world with 1 million people living within 2sq km of space. It was cleaner than Kalkutta. There were over 10 000 enterprises with over 600 million $ of turnover.
  • 43. Radical Innovation Week in Shanghai was nice, but it was Finnish people How about collaborating with IIT for R&D and Innovation? speaking to Finnish people. -Student at Aalto Tongi Design Factory What is the value we Finns get e.g. from the Aalto Tongji Design Factory Indian Institute of Technology (IIT) Kharagbur asked us (Monkey in Shanghai compared to local initiatives? Business) to do proposal about shared actions. They accept only 0,1% to Bottom of The Pyramid is the real source for radical Innovation in the the applicants to IIT. They will start an international R&D center at their Future. campus to work with their students.
  • 44. The most local is the most systemic.
  • 45. Entrepreneurial systems are sustainable. Many of the biggest business in Systems Thinking - who makes the decisions? Whom do you need to India is family business e.g. Tata, Mahindra, Wipro, Reliance Industries convince? With whom you should co-create? Whom should you listen to? etc. The Oldest man influences the decision making process even when How would your Service Business look like if based on entrepreneurial there is a board and CEO appointed. system? What about if locals would create it for local markets?
  • 46. Innovation is more about empathy than engineering.
  • 47. The only way that companies can prosper in these markets is to cut costs relentlessly and accept profit margins close to zero. What empathy means in our service business? Prototype is the spirit of innovation. Who are your key partners in the service business ecosystem? India is a land of opportunities. We are open to outsiders to come and do business in here. But together!
  • 48. Further Reading and Ideas • Trendwatching: http://www.trendwatching.com/trends/madebetterinchina/ • McKinsey: http://solutions.mckinsey.com/insightschina/ • Harvard Business Review: • Business Model Innovation in Emerging Markets: New Opportunities and Challenges • New Business Models in Emerging Markets • Finding Great Ideas in Emerging Markets • Economist Special Report: Innovation in Emerging Markets • Exolus on the Future of China 2020 • FinNode China - Threats and Opportunities in Chinese Social Media
  • 49. Do you want to organize a participative workshop about doing Service Business in Emerging Markets? Get in touch with Tatu Tuohimetsä +358 40 831 8118 or tatu@banana.fi or twitter.com/tantourist
  • 50. Questions, comments, anything? Please connect! Aktiivipoika Monkey Labs Tatu Tuohimetsä Ville Keränen +358 40 831 8118 +358 40 731 2084 tatu@banana.fi ville@banana.fi twitter.com/tantourist twitter.com/villemonkey
  • 51. To change the way of thinking and doing is hard. You really have to want it. More than anything else.