1. Competing on Innovation (and Time)!
Elevator Pitch – Idea presentation!
!
April, 2012!
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2. • Elevator Pitch
1. Brainstorming e Selezione dell’Opportunità!
Peso
Note
Criteri di Selezione
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Idee
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3. 2. Descrizione della Opportunità!
Opportunità: Una innovazione ancora in forma embrionale; un nuovo bisogno appena percepito; una nuova tecnologia
appena scoperta; una incontro ancora in forma approssimativa tra un bisogno e una soluzione.
Presentata dal team: _________________
Data: _____________________________
Eventuale rappresentazione grafica
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Componenti del team:
1.! A
2.! B
3.! C
4.! D
Descrizione della iniziativa proposta:
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
Informazioni utili aggiuntive:
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
Rispondenza ai criteri di selezione (1-5):
Competitività
Rischio
Profittabilità
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4. 3. Kano Model!
The Kano model is a theory of product development researched in the 80's by Professor Noriaki Kano. This model
classifies customer preferences into three categories: Must Be, More is Better, Delighters.
The model highlights the relationships between these preferences and a customer satisfaction.
1.!Must Be [Dissatisfiers]
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2.!More is Better [Satisfiers]
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3.!Delighters
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Indi!!erent!
low high
Effort on preferences
Customer
Satisfaction
high
low
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5. • Elevator Pitch
4.1. Curve del Valore!
Costruire una nuova Curva del Valore che sappia offrire un posizionamento distintivo è al centro della Value
Innovation!.
Value
Livello Innovator
di
risposta
Eliminare Ridurre Incrementare Creare
Quali attributi dati per
scontati nel settore
dovrebbero essere
eliminati?
Competere sulla Curva del Valore
Traditionali
Quali attributi
dovrebbero essere
ridotti ben al di sotto
dello standard del
settore?
Source: C. Kim, R. Mauborgne, Harvard Business Review (1997)
Quali attributi dovrebbero
essere incrementati ben al di
sopra degli standard del
settore?
Preferenze
Quali attributi dovrebbero
essere mai proposti nel
settore dovrebbero essere
introdotti/creati?
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-
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6. •! Mass market
•! Niche Market
•! Segmented
•! Diversified
•! Multi-sided platforms/
markets
•! Personal assistance
•! Dedicated personal
assistance
•! Self service
•! Automated services
•! Communities
•! Co-creation
•! Sales force
•! Web sales
•! Own stores
•! Partner stores
•! Wholesaler
•! Asset sale
•! Usage fee
•! Subscription fee
•! Lending/renting/leasing
•! Licensing
•! Brokerage fee
•! Advertising
•! Newness
•! Performance
•! Customization
•! Getting the job done
•! Design
•! Brand/status
•! Price
•! Cost reduction
•! Risk reduction
•! Accessibility
•! Convenience/usability
4.2. Business Model!
•! Production
•! Problem solving
•! Platform/network
•! Physical
•! Financial
•! Intellectual
•! Human
•! Optimization and
economy of scale
•! Reduction of risk and
uncertainty
•! Acquisition of particular
resources
•! Cost-driven
•! Value-driven
•! Fixed costs
•! Variable costs
•! Economies of scale
•! Economies of scope
Source: Osterwalder A. and Pigneur Y., Business Model Generation, Wiley 2010
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7. 5. Product Breakdown Structure!
Product Breakdown Structure (PBS)'
A product breakdown structure (PBS) is a hierarchical breakdown of the
hardware and software products of the project. It is created as part of the SE
architectural design function. Some discretion can be used to combine blocks
(most often for smaller projects), or add specificity to others. The PBS
communicates the areas to be worked and supports task assignments, budgeting
and other SE tool development.
Source: PBS for launch vehicle, NASA, 2007
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8. 6. Net Present Value (NPV)!
A method for calculating the expected net monetary gain or loss from a project by discounting all expected future
cash inflows and outflows to the present, using some predetermined minimum desired rate of return.
NPV is one of the two main variations of Discounted Cash Flow (DCF), the other being the Internal Rate of Return.
Three main steps are entailed when using the NPV method:
1.! Draw a sketch of relevant cash inflows and outflows
2.! Choose the correct compound interest table
3.! Sum the present values. If the total is zero or positive, the project should be accepted because its rate of return
equals or exceeds the desired minimum.
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9. 7. RWW Checklist!
This “Real-Win-Worth-it (RWW)”
checklist was originally developed
by 3M. The acronym originates
from the key words of the three
questions the organization tries to
answer when screening innovation
opportunities:
1.!Is the opportunity Real? Is there
a real market the product or
service can satisfy?
2.!Can we Win with this
opportunity? Can we establish a
sustainable advantage?
3.!Is the opportunity Worth it
financially? Do we have the
resources needde and will the
investment be rewarded with
adequate returns?
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