Tuotantolähtöisyydestä uusienmarkkinamahdollisuuksien rakentamiseenSitraOsallistava kasvu -työpaja24.11.2011KTT Suvi Nenon...
The ineffective quest for market shareCase: 200 largest US corporations                       Average                     ...
Threelighthouses for   “finding”    growing    markets
From product tocustomer valuecreation
Radical innovation destroys existing products and creates newcustomer value – against customer research and expert advice ...
Radical innovation destroys existing products and creates newcustomer value – against customer research and expert advice ...
Radical innovation destroys existing products and creates newcustomer value – against customer research and expert advice ...
Radical innovation destroys existing products and creates newcustomer value – against customer research and expert advice ...
From sharing marketsto shaping markets
Shaping markets by affecting market practices                         Exchange                                 Normalizing...
From planning toexperimentation
Planning or action?Successful entrepreneurs go for the effectual process Predictive, traditional business planning        ...
Suvi Nenonen 24.11.2011: Tuotantolähtöisyydestä uusien markkinamahdollisuuksien rakentamiseen
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Suvi Nenonen 24.11.2011: Tuotantolähtöisyydestä uusien markkinamahdollisuuksien rakentamiseen

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Suvi Nenonen 24.11.2011: Tuotantolähtöisyydestä uusien markkinamahdollisuuksien rakentamiseen

  1. 1. Tuotantolähtöisyydestä uusienmarkkinamahdollisuuksien rakentamiseenSitraOsallistava kasvu -työpaja24.11.2011KTT Suvi NenonenPartnerVectia
  2. 2. The ineffective quest for market shareCase: 200 largest US corporations Average 5.5% Market growth annual top line growth 8.6% 3.0% M&A activity 0.1% Market share increases Overall Sources of growth rate growth Source: Baghai, Smit & Vigurie, 2007 case • case • case • case • case • case • case • case • case • case • case • case • case • case • case • case • 2
  3. 3. Threelighthouses for “finding” growing markets
  4. 4. From product tocustomer valuecreation
  5. 5. Radical innovation destroys existing products and creates newcustomer value – against customer research and expert advice case • case • case • case • case • case • case • case • case • case • case • case • case • case • case • case • 5
  6. 6. Radical innovation destroys existing products and creates newcustomer value – against customer research and expert advice case • case • case • case • case • case • case • case • case • case • case • case • case • case • case • case • 6
  7. 7. Radical innovation destroys existing products and creates newcustomer value – against customer research and expert advice case • case • case • case • case • case • case • case • case • case • case • case • case • case • case • case • 7
  8. 8. Radical innovation destroys existing products and creates newcustomer value – against customer research and expert advice case • case • case • case • case • case • case • case • case • case • case • case • case • case • case • case • 8
  9. 9. From sharing marketsto shaping markets
  10. 10. Shaping markets by affecting market practices Exchange Normalizing Representational practices practices practices Actors: focal firm, customers, Actors: authorities, Actors: market suppliers, partners, agents associations research agencies, press, universities, associations Practices related to Practices related Practices related conducting business to creating norms to creating statistics & media coverage Price formation Network Technology & Associations Transactions mechanisms readiness standards & media Singularization: Customer Market sales item Competition Norms & rules readiness research definition Vectia method • Vectia method • Vectia method • Vectia method • Vectia method • Vectia method • Vectia method 10
  11. 11. From planning toexperimentation
  12. 12. Planning or action?Successful entrepreneurs go for the effectual process Predictive, traditional business planning Conduct competitive Identify and analysis Acquire opportunity resources and Adapt to the for a new Develop a stakeholders environment product / firm business plan needed to as it changes / market implement the over time Conduct plan market research Effectual business planning More resources New means Assess means: What can I Interact with Obtain partner Who am I? do? people I know commitments What I know? and meet Who I know? New Less contraints goals New firms, products, and markets 12 Source: Read et al. (2009)

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