Innovation Update Mercosur

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Workshop 13 de Marzo de 2013

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Innovation Update Mercosur

  1. 1. Innovation Challenges and Knowledge Transfer at the Digital Era PART 1: INNOVATION UPDATE 03/2013
  2. 2. Innovation
  3. 3. Less back pain +Faster cleaning
  4. 4. Try & Mistake or Fail to success80’s: New Coke failed90’s: Crystal Pepsi also failed!!
  5. 5. To Walk & To listen musicLateral thinking for innovation
  6. 6. One use products ?Innovate through our capacities
  7. 7. Innovate in ProcessA Hospital with Toyota’s Model. From -2’5M$ to 25M$ in 3 years
  8. 8. Listen to consumer’s trends SO - MO - LO Revolution
  9. 9. WhichInnovations?
  10. 10. Incremental InnovationRadical Innovation New products, servicesDisruptive Innovation Breaking the market rules
  11. 11. 4 Key Factors to Innovate
  12. 12. CULTURE: Innovative DNA Quickness Being Open Teamwork FocusedBeing Positive Complexity
  13. 13. GOVERNANCE CEO R+D manager brokers innovation commitee CIOshareholders marketing manager externals project leaders
  14. 14. STRATEGY STRATEGIC ALLIGNMENT WITH THE COMPANYFLEIXIBILITY TO SPIN-OUT NOT ALLIGNED PROJECTS
  15. 15. PROCESS: A clear Innovation Funnel Externals Externals Externals ExternalsCHALLENGES IMPLEMENT Filtro nº4 PROTOTYPE LAUNCH Inputs Filter 1 Filter 2 Filter 3 IDEAS PROJECTS VALIDATE Conceptualize •Business Model •Business Case 3rd Validation 2nd Validation 1st Validation
  16. 16. Innovation Atlas
  17. 17. 1. Results Oriented 4. Positive Tension 3. Disciplined6. Open Innovation (funnel) 5. Act & Capacities 2. Creativity 7. Corporate Culture Source: www.xaviermarcet.com
  18. 18. InnovationChallenges
  19. 19. DOBLIN ANALYSIS1. Business model 5. Product performance how the enterprise makes money basic features, performance and functionality 2. Networking 6. Product system enterprise’s structure/ extended system that surrounds an offering value chain 7. Service how you service your customers Finance Process. Offering Delivery Business Networking Enabling Core Product Product Service Channel Brand Customer model process process performance system experience 8. Channel how you connect your offerings to3. Enabling process your customers assembled capabilities 9. Brand how you express your offering’s 4. Core process benefit to customers proprietary processes that add value 10. Customer experience how you create an overall experience for customers
  20. 20. Volume of innovation effortsHi Last 10 years Source: Doblin analysisLo Finance Process. Offering Delivery Business Networking Enabling Core Product Product Service Channel Brand Customer model process process performance system experience
  21. 21. Cumulative value creation—Hi Last 10 years Pareto revisited: Less than 2% of projects produce More than 90% of value…Lo Finance Process. Offering Delivery Business Networking Enabling Core Product Product Service Channel Brand Customer model process process performance system experience Source: Doblin analysis
  22. 22. Open Innovation Henry Chesbrough, 2008
  23. 23. Open Services Innovation Henry Chesbrough, 2011
  24. 24. Open Services Innovation Clients Clients Company -- Company Company -- Company Collaborator Collaborator Platform Platform Henry Chesbrough, 2011
  25. 25. Open Services Innovation Feel Free Coffee Cup: 30R$/yearExpected Turnover: 800.000 clients X 30R$ = 24 MR$ x yr (Source:http://www.service-innovation.org/?p=43 )
  26. 26. Innovate &Listen to the Market
  27. 27. Listen toConsumer Trends
  28. 28. trendwatching 2012 RED CARPET Do It Yourself China Comes Apps Apps Apps Apps CITYSUMERS DEALER CHIC Urban needs Finding Offers PROSUMERS CASH-LESS Geoloc., Share,... TRANSPARENCYMobile Payment AUGMENTED REALITYSCREEN CULTURE RECOMMERCE Source www.trendwatching.com 28
  29. 29. Listen toConsumerScenarios
  30. 30. CreaFutur Outlook 2012Yellow World SEDUCING BRANDS HIGH MASSIVE ACCESS TO PRODUCTS & CONSUMPTION SERVICES MASSIVE DISTRIBUTIONChina, Brasil, Perú, Chile PLANNED OBSOLESCENCESpain, France, GermanyRed World LOW AGAINST INTRUSIVE MARKETING CONSUMPTION LOOSING THE MIDDLE CLASS UNCONFIDENCE THROUGH INSTITUTIONS AND BIG CONSUMER AS A PERSONEspaña, USA, France, GB CORPORATIONSBlue World BEYOND CONSUMPTION POST MATERIALISM RESPONSIBLE AND SUSTAINABLE COMPANIES RESPONSIBLE PROSUMER LOW INTENSIVEGermany, Sweeden MARKETING Fuente http://www.creafutur.com/es/estudios/outlook2012 30
  31. 31. HEALTH TRANSPARENCY COLLABORATIVE CONSUMPTIONFOOD PROXIMITY PEDAGOGICAL MKT SECURITY HEALTHY FOOD FOR KIDS ECOLOGIC & LOCAL PRODUCTS PRIVACY DIGITAL ICT RESPONSABILITY INTERACTIVITY ONLINE AND HEALTH EVALUATION COSTS REDUCTION PRODUCTS HOUSEHOLD SUSTAINAB ILITY EQUIPMENT ENERGY SAVING ONLINE PURCHASE NO INTERMEDIARIES GOOD PURCHASING EXPERIENCE RETAIL TOURISM / LEISURE SUSTAINABLE OUTLETS / 2ª HAND EXCHANGE: FISICAL & VIRTUAL T HAVE A GOOD SERVICE TRANSPARENT BRANDS Fuente http://www.creafutur.com/es/estudios/outlook2012 31
  32. 32. there’s no innovation without risk......but the biggest risk is to do not innovate
  33. 33. Thanks!! Dr Marc Ramis Castelltort CEO Contact: mramis@tbinnovation.com Fundación Ciudad Politécnica de la Innovación Universidad Politécnica de Valencia Edif. 8G, acc. A, 3ª planta 46022 Valencia (Spain) Roc Fages Ramió Senior Consultan Contact: rfages@ltcproject.com c/ Aribau 198, Pta Baixa 08036-Barcelona

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