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Innovativeness and Needs’ Based Differentiation in Asia
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Innovativeness and Needs’ Based Differentiation in Asia

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Speech given at a networking event, in presence of the Italian Ambassador to Singapore

Speech given at a networking event, in presence of the Italian Ambassador to Singapore

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    Innovativeness and Needs’ Based Differentiation in Asia Innovativeness and Needs’ Based Differentiation in Asia Presentation Transcript

    • Innova&veness  and  Needs’   Based  Differen&a&on  in  Asia   Singapore,  16  October  2012  
    • Jar   Bees
    • Hyper-­‐compe&&on   Lack  of  differen&a&on   Lack  of  insight                DEATH    
    • Hyper-­‐compe&&on   Lack  of  differen&a&on   Lack  of  insight                DEATH       Innova&veness   Solu&on  to  needs                        SUCCESS  
    • Case  1   From  a  challenge  to  an  opportunity  to  differen&ate   through  HR  policy   POTENTIALLY POLITICALLY INCORRECT CONTENT
    • In  Europe,  we  expect  a  linear  rela&onship   between  level  of  educa&on  and  value  provided   Value provided by a person ITE BD MD Level of education
    • An  efficient  wealth  distribu&on  and  educa&on   system  gives  liSle  spaces  for  arbitrage   Value provided by a person ITE BD MD Level of education
    • In  Asia,  inefficiencies  in  wealth  distribu&on   cause  inefficiencies  in  educa&on     Value provided by a person ITE BD MD Level of education
    • Individuals  with  lower  levels  of  educa&on  can  offer   (significant)  more  value  that  degree  holders   Value provided by a person ITE BD MD Level of education
    • From  a  challenge,  an  opportunity  to  innovate   human  resources   Iden&fy  high  poten&al  individuals  regardless  their  level  of   educa&on     Nurture  them     Do  not  expect  your  team  to  be  mo&vated  by  what  mo&vates   similar  HR  cohorts  in  Europe  
    • Case  2   Barbarians,  Blue  Ocean,  or  Market  Segmenta&on  ?  
    • La Biblioteca di Repubblica, 2006 Harvard Business School press, 2005
    • •  Theory  developed  by  Italian  philosopher  Alessandro  Baricco     •  Cultural  models  from  the  past  have  always  been  under  con;nuous   stress  by  barbarians  who  challenge    the  models  and  disrupt  them   by  simplifying  and  making  them  more  superficial   •  Eg.  Poli;cal  systems,  Knowledge   •  Strategy  developed  at  INSEAD   •  Companies  can  create  high  growth  even  in  consolida;ng  industries   by  iden;fying  unsa;sfied  needs,  and  by  lowering  costs  by   disregarding  industry  borderlines   •  Eg.  Cirque  du  Soleil,  Californian  wines  
    • Both  books  refers  to  the  wine  industry,  within  their   own  framework   •  Australian  wines,  whose  know-­‐how  has  been  developed  by  sending   interns  to  European  vineyards,  are  becoming  a  direct  threat  to   European  wines.     •  They  disrupt  and  simplify  the  established  ‘sommelier  based’   evalua;on  system,  by  producing  wines  which  are  affordable,   standardized,  and  simple  to  drink.   •  Californian  wines  have  been  developed  as  an  easy  to  drink,  lightly   alcoholic  drink  to  enjoy  during  barbeques;  a  subs;tute  to  beer  and   coke   •  Californian  wines  sa;sfy  a  growing  market  need,  and  change  the   industry  cost  structure  by  disregarding  the  established  distribu;on   channels.  
    • •  •  Italian  company   •  Stores  in  Italy,  Singapore,  and  Romania   •  •  Founders  exposed  to  high-­‐end  wine   •  and  food  industry  since  four   genera;ons   •  Based  on  concepts  of:     •    SIMPLICITY  and  TRADITION   INGREDIENTS  ECCELENCY   NATURAL  COLORS   ARMONY   UNEXPECTED  TASTE  MATCHING   Source: www.galta.it Singaporean  company   Winner  of  Emerging  Enterprise  2010   Founder  was  ice-­‐cream  lover  who   travelled  through  Europe  to  taste  and   explore  ‘best’  ice-­‐creams  before  start-­‐ up   Based  on  concepts  of  being:     FRESH   HOME-­‐MADE   ORIGINAL   NATURAL     HEALTHY  (err...  sort  of)   Source: www.udders.com.sg
    • LOCATIONS   •  Torino  historic  center   •  Hilton  Hotel  Bucarest   •  B2B  (Restaurants)  in  Singapore     FLAVOURS   •  Mango  Sorbet   •  Hazelnut   •  Dark  Chocolate   •  Creamy  Bailey   •  Pistachio     Source: www.galta.it LOCATIONS   •  6  ‘milking  outlets’  in  Singapore         FLAVOURS   •  Tira-­‐miss-­‐u   •  Mao  Shan  Wang  Durian   •  Snickers  Mars  Honeycomb  Vanilla   •  Lychee  Mar;ni     •  Horlicks  Balls   Source: www.udders.com.sg
    • LOCATIONS   •  Torino  historic  center   •  Hilton  Hotel  Bucarest   •  B2B  (Restaurants)  in  Singapore     FLAVOURS   •  Mango  Sorbet   •  Hazelnut   •  Dark  Chocolate   •  Creamy  Bailey   •  Pistachio     Source: www.galta.it LOCATIONS   •  6  ‘milking  outlets’  in  Singapore         FLAVOURS   •  Tira-­‐miss-­‐u   •  Mao  Shan  Wang  Durian   •  Snickers  Mars  Honeycomb  Vanilla   •  Lychee  Mar;ni     •  Horlicks  Balls   Source: www.udders.com.sg
    • The  blue  ocean  view  suggests  that   Udders  will  keep  gaining  market   share  against  Galta,  supported  by   lower  business  costs  and  high   demand           The  Barbarian  view  suggest  that  the   market  will  eventually  evolve  into  a   simplified  taste,  and  nobody  will  ever   enjoy  Galta’s  ice-­‐creams  anymore   GALTA UDDERS GALTA UDDERS
    • In  Asia,  Market  Segmenta&on  supports  a  Blue   Ocean   Both  Aristocra&cs  and  Barbarians  can  expand  implemen&ng  blue   ocean  strategies  in  their  niches.     Focus  is  on:     -­‐  Be  very  clear  about  the  niche  to  address     -­‐  Generate  aSri&on  for  niches  that  you  do  not  want   -­‐  Innovate  the  business  model  to  disregard  established  rules   GALTA BLOOD RED OCEANS UDDERS High  Value   High  Profit  Margin   DEATH   High  Turnover   Scalability  
    • 1.     Do  what  you  think  is  correct,  do  NOT  follow  the  group   2.     Create  new  models,  challenge  them,  and  build  on  them   3.     Iden&fy  needs  of  market  niches  and  sa&sfy  them   4.  Disrupt  established  rules  whenever  you  can   5.   Create  value  to  one  and  only  one  niche