Haushalt
von A bis Q
von A bis Q
TechAdvance
Würfel
- People (zunehmend unbedeutender)
- Technological potential (zunehmend bedeutender)
- Marktet attractivness (zunehmend bedeutender)
Outcome-driven Innovation
History of technology innovation
Historic change in focus of technology innovation from:
1. Technology focus (focus on making technology)
2. Customer focus (focus on the customer needs and wants)
3. ‘Task’ focus (focus on the functional dimensions that consumers use to get a job done)
Tenet (Grundsatz) Outcome Driven Innovation
Tenet 1: Customer buy products & services to help them get jobs done
Tenet 2: Customers use a set of metrics (performance measures) to judge how well a job is getting done and how a product performs
Tenet 3: Customer metrics make possible the systematic and predictable creation of breakthrough products and services
Unit of Analysis - Outcome Driven Innovation
Unit of Analysis
The job is the unit of analysis! NOT the customer!
Companies need to help customers get the job done
• faster
• more conveniently and/or
• less expensive
than before
The outcome-based innovation process
The outcome-based innovation process
Key take-aways Outcome-driven (based) Innovation
• “Customers often don’t know what they want”
• Outcome-based Innovation is an instrument to
strategically develop innovations
• Outcome-based innovation takes the job as
the unit of analysis
• Outcome-based innovations allows optimising
communication, prioritising R&D projects and
boosting idea generation processes based on
growth opportunities identified
before
The Reality of Innovation
Business Perspective
• New product failures have
been found to also incur
significant losses for firms
• 46% of resources are
allocated to the conception,
development and launch of
products which never reach
the market or fail after
rollout (Cooper, 2000)
The Reality of Innovation
The need for a scientific approach
• Development of strategy has‘growing pains’ resulting in
substantial financial and time losses, as it builds the theory
and reliability of tools and methods
• Innovation theory is in its adolescence
• Need to view innovation as a science rather that and art –
a systematic process for creating products and services that
deliver new value to customer
• Managing innovation has a positive influence on the later
market success (e.g. Tatikonda & Rosenthal, 2000)
• Accepted usage of innovation practices are not yet
realised
Value innovation ‘Blue Ocean Strategy’
The high-growth companies paid little attention to matching or
beating their rivals. Instead, they sought to make their competitors
irrelevant through a strategic logic we call value innovation”
Value innovation ‘Blue Ocean Strategy’
Increase value at lower costs
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Standard business strategy vs value innovation
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The Four Actions Framework
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Value Curve
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Ergebnisdokumentation I: Risikoinventur Bestandteile einer Risikoinventur?
1) Risikofeld
–Finanzwirtschaftliche Risiken
-Marktpreisrisiken
2) Beschreibung des Risikos
–Auswirkung von Währungskursänderungen auf die Umsatzerlöse
3) Bewertung des Risikos
–Wahrscheinlichkeit: Mit einer Wahrscheinlichkeit von 99% werden
–Ausmaß: die Umsatzerlöse aufgrund von Währungskursänderungen um nicht mehr als 1 Mio. €von dem erwarteten Umsatzziel abweichen (Hinweis: frei gewählte Größenordnung ohne Bezug zum Fallbeispiel).
–Das Risiko wird im Rahmen der Gesamtrisikoposition des Unternehmens zwar als wesentlich aber nicht als Existenz gefährdend eingestuft.
4) Mögliche Gegenmaßnahmen
–Absicherung der Währungskursrisiken über Devisenoptionsgeschäfte
5) Risikobewertung nach Gegenmaßnahmen
–Bei einer 50%ige Absicherung gegen Währungskursrisiken über Optionsgeschäfte würde eine Optionsprämienzahlung in Höhe von 90.000 €erfordern.
6) Frühwarnsignal:
–Analystenprognosen zur Währungsentwicklung (Hausbank)
7) Reproting und Überwachung
8) Verantwortlich
–Abteilung: Finanzabteilung (Leiter)
–Geschäftsführung: Ressortverantwortlicher Finanzen
9) Priorität:
–Hoch
–Regelmäßige Vorlage in monatlicher Finanzbesprechung mit Geschäftsführung
Ergebnisdokumentation II: Visualisierung der identifizierten Risiken im Rahmen der Risikomatrix (Risk-Map)
Risikomatrix
Methoden zur Identifikation vorhandener oder potenzieller Risiken
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Kategorien der Risikosteuerung
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Die Risikomatrix oder RiskMap kann auch zur Risikosteuerung genutzt werden
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Risikobewertung
1.Überblick über Ziel und Methoden
2.Szenariobewertung
3.Prozessrisikoanalyse
4.Schadensfalldatenbank
5.Simulation
6.Aggregation von Risiken
7.Ansätze zur Analyse von Risiken
Aufgaben und Prozess des Risikomanagements
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Challenges for Marketing? So your marketing instruments?
CE PE DI TL TE
need to be small and cost efficient (Ce),
bind few personal resources (pe)
can only require little data input (di)
should take little time to be learned (tl)
should take little time to be effective (te)
Abell described technology push and market pull innovations as follows.
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Only a limited number of companies per industry will have the
resources and/or capabilities to be “innovation leaders” and
create breakthrough products.
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Three therories regarding the development and diffusion of
technologies are summarized below:
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Another method to examine actual needs and customer
satisfaction is the KANO-model
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Creativity is the result of inspiration and cognition, and the application of talent in a nurturing and even provocative
context. It is mostly a private and individual process. 7 Sources of Innovation by Drucker.
7 Sources of Innovation by Drucker
Intrinsic
The unexpected (Postit)
The incongruity (Smart)
Process need ( Process innovation 0815)
Changes in industry or market structure (xBox)
Extrinsic
Demographics (Viagra)
Changes in perception, mood, and meaning (Light Products)
New knowledge (biotechnology, nano-technology)
A business model can be described based on nine dimensions.
3-1-3-2
KP Key Partners
KA Key Activities
KR Key Recources
VP Value Proposition
CR Customer Realtion
CS Customer Segments
CH Channels
CS Cost Structure
RS Revenue Streams
The definition of a business model is an important step in the
development / implementation of an innovation. It includes a
demand forecast.
The forecasting method is determined by forecasting objectives and general conditions.
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Selected forecasting methods: it does not need very
sophisticated tools. It is the process of estimation in unknown
situations – and based on quantitative / qualitative methods.
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The forecasting time horizon is usually linked to the method
applied : for short term periods quantitative methods are
used; longer time periods are mainly based on judgments.
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Global Innovation – R&D: Share of foreign R&D facilities
increased in international corporations from 46% in 1975 to
66% in 2004.
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While in closed innovation models companies develop Ideas
only internally from R&D to market launch, in open innovation
models also external ideas are developed via cooperation.
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The different principles of closed vs. open innovation models
are summarized in the table. To change the model a significant
change of mindset and new capabilities are required.
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The Coca Cola Method
• Focus on the current product / service
• Think which factors / trends might mean
that this product / service will be
obsolete (no longer exists) in 6 months
• With these factors / trends, we have
defined potential market problems or
areas for innovation
• Develop new products / service ideas
from these problems
„Reizwortanalyse“
- Es wird ein Reizwort ausgewählt das nicht mit dem eigentlichen Problem zu tun hat. Gut geeignet ist dabei das zufällige Aufschlagen eines Lexikons nachdem vorher genannt wurde welches Wort genommen werden soll z.B. letztes Wort unten rechts.
- Alle Teilnehmer notieren sich was Ihnen dazu einfällt (vgl. Brainstorming).
- Die notierten Einfälle werden danach analysiert und dabei auf das eigentliche Problem Übertragen.
The 6-3-5 Method
6 Personen
3 Ideen
5 Tauschen
With this method you can create up to 108 ideas within 30 minutes
Innovation Dimensions
… or characteristics of innovations
Intensity Dimension (incremental to radical)
Environment novelty
Market novelty
Organisational novelty
Technological novelty
Different types of innovation require different strategies.
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innovation engines
Idea driven, FMCG
research driven (OIL GAS) and
analysis driven (TELCO) innovation engines
Product development as a process: The Stage-Gate – prozess
is a five step model of product develpment from idea
generation to market entry.
Go, Kill, Hold, Recycle
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Cartes-fiches
Risikobewertung
1.Überblick über Ziel und Methoden
2.Szenariobewertung
3.Prozessrisikoanalyse
4.Schadensfalldatenbank
5.Simulation
6.Aggregation von Risiken
7.Ansätze zur Analyse von Risiken
Aufgaben und Prozess des Risikomanagements
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