Defining the opportunity modified
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The document discusses two sources for business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas are solutions to observed problems, while knowledge-push ideas apply new technologies. For demand-pull ideas, the entrepreneur identifies a problem, studies its causes, and develops a product/service solution. For knowledge-push ideas, the entrepreneur develops a new technology and identifies suitable commercial applications. The document provides frameworks for evaluating each type of idea and reality-testing assumptions through further research.
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3) Employing techniques like conjoint analysis and monadic price testing to help determine customer preferences for different product attributes and identify optimal pricing.
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Defining the opportunity playground version
The document discusses two sources for business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas are solutions to observed problems, while knowledge-push ideas apply new technologies. For demand-pull ideas, the entrepreneur identifies a problem, studies its causes, and develops a product/service solution. For knowledge-push ideas, the entrepreneur develops a new technology and identifies suitable commercial applications. The document provides tools to evaluate each type of idea and reality-test assumptions through market research and value chain analysis.
Defining the opportunity modified
The document discusses two sources for business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas arise from observing an unmet customer need or solving an unsolved problem. Knowledge-push ideas arise from developing a new technology and then finding suitable commercial applications for it. The document provides examples of both types of ideas and advises entrepreneurs on evaluation tools to use depending on whether their idea is demand-pull or knowledge-push. It stresses the importance of reality-testing assumptions through market research.
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Tse blue ocean_strategy_modified2014
The document discusses the concepts of "Red Oceans" and "Blue Oceans" in business. It provides examples and tools to help find "Blue Oceans", or new market spaces with uncontested demand.
Specifically, it summarizes how the Australian wine company Casella Wines was able to break into the crowded US wine market by creating a "Blue Ocean". They mapped the existing competitive factors wine producers competed on (price, packaging, marketing etc.) and eliminated or reduced competing on those factors. Instead, they raised and created new factors like ease of purchase and an image of fun and adventure to attract new wine drinkers, carving out a new, uncontested market space. This approach led
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2) Using quantitative methods like max diff research to narrow down the extensive list of features generated through qualitative research.
3) Employing techniques like conjoint analysis and price sensitivity meters to determine customers' willingness to pay for different product attributes and identify the optimal pricing.
4) Segmenting the market and developing tailored products or portfolios to meet the needs of different segments.Tse appropriability overview-2014
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Definingtheopportunitymodified 141127015140-conversion-gate02
This document discusses two types of business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas are identified by observing an unmet customer need or problem in the market. Knowledge-push ideas arise from new technologies or capabilities. The document provides guidance on evaluating each type of idea. For demand-pull ideas, it recommends using tools to benchmark the idea against other solutions and improve it. For knowledge-push ideas, it suggests using a technology/application matrix to compare commercial applications for the new technology. Both types of ideas then undergo further market testing and evaluation.
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Designing services
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J2638 product and pricing research by solutions 2 (imperial college) - oct201...
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The document discusses various quantitative and qualitative research methods that can be used to support product development, including:
1) Conducting qualitative research such as focus groups and interviews to generate a list of potential customer needs and product features.
2) Using quantitative methods like max diff research to narrow down the extensive list of features generated through qualitative research.
3) Employing techniques like conjoint analysis and monadic price testing to help determine customer preferences for different product attributes and identify optimal pricing.
4) Segmenting the market and developing tailored products or portfolios to meet the needs of different segments.Tseblueoceanstrategymodified2014 141127122431-conversion-gate02-150205073350-...
Tseblueoceanstrategymodified2014 141127122431-conversion-gate02-150205073350-...Valeryia Kazheunikava
1. The document discusses the concept of "blue oceans" which refers to uncontested market spaces not yet explored by competitors. It contrasts this with "red oceans" which represent existing competitive markets.
2. It provides the example of Australian wine company Casella Wines which sought to enter the crowded US wine market through a blue ocean strategy.
3. Casella analyzed the competitive factors in the US wine industry such as price, labeling, marketing, aging etc. and created an "industry strategy canvas".
4. Casella then eliminated non-value adding factors, reduced others, raised some factors and created new ones to appeal to new wine drinkers rather than connoisseurs.Tse trend analysis_2014
The document discusses trend analysis and desktop research for entrepreneurs. It describes trend analysis as a way to identify customer needs and potential markets. It recommends using PEST analysis to observe trends in politics, economics, social factors, and technology. The document provides examples of each type of trend and suggests resources for desktop research. It describes how trend analysis can help entrepreneurs identify business opportunities, applications for existing products, and ways to refine innovations to meet market needs.
Tse patents 2014
A patent provides a limited-time monopoly for novel, inventive, and industrially applicable ideas. To receive a patent, one must fully disclose their idea to the relevant patent office. Patents last for 20 years and only protect the functional aspects of an invention, not its appearance. The requirements for patentability include that an idea be new, non-obvious, and capable of industrial use. Disclosing an idea publicly before filing can prevent it from being patented. The European Patent Office allows filing a single application covering multiple countries. International patents via the PCT system provide an initial filing covering over 100 countries.
Tse financial viability of a business model 2014
This document discusses assessing the financial viability of a business model early in the entrepreneurial process. It provides the following key points:
- Conducting an early assessment of pricing, costs, and volumes is important to determine if the business can cover costs and achieve profitability. This helps identify if outside investment is needed.
- For a business to be feasible, the financial model must show the business will earn more than it invests. Assessing financial viability early allows entrepreneurs to adopt an investor mindset and qualify financial objectives.
- Financial viability depends on whether the business intends to enter the market for products (selling goods) or the market for technology (licensing technology). Key questions address whether returns compensate for risks
Defining the opportunity playground version
The document discusses two sources for business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas are solutions to observed problems, while knowledge-push ideas apply new technologies. For demand-pull ideas, the entrepreneur identifies a problem, studies its causes, and develops a product/service solution. For knowledge-push ideas, the entrepreneur develops a new technology and identifies suitable commercial applications. The document provides tools to evaluate each type of idea and reality-test assumptions through market research and value chain analysis.
Defining the opportunity modified
The document discusses two sources for business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas arise from observing an unmet customer need or solving an unsolved problem. Knowledge-push ideas arise from developing a new technology and then finding suitable commercial applications for it. The document provides examples of both types of ideas and advises entrepreneurs on evaluation tools to use depending on whether their idea is demand-pull or knowledge-push. It stresses the importance of reality-testing assumptions through market research.
Tse focus groups_2014
Focus groups involve a small group of 6-10 participants selected from the target market discussing their opinions and emotional responses to a new product or topic under the guidance of a trained moderator. They provide qualitative feedback to help businesses understand consumer perspectives, identify new opportunities, and improve products before full launch. However, focus group results may not be fully representative and participants may feel social pressure to conform or be more favorable than real purchase behavior.
Tse blue ocean_strategy_modified2014
The document discusses the concepts of "Red Oceans" and "Blue Oceans" in business. It provides examples and tools to help find "Blue Oceans", or new market spaces with uncontested demand.
Specifically, it summarizes how the Australian wine company Casella Wines was able to break into the crowded US wine market by creating a "Blue Ocean". They mapped the existing competitive factors wine producers competed on (price, packaging, marketing etc.) and eliminated or reduced competing on those factors. Instead, they raised and created new factors like ease of purchase and an image of fun and adventure to attract new wine drinkers, carving out a new, uncontested market space. This approach led
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This document discusses alternative mechanisms for protecting intellectual property besides patents when patents are not available or appropriate. These include trade secrets, complexity and tacit knowledge, and speed to market. Trade secrets can protect ideas as long as they remain secret within a company. Complexity and tacit knowledge protection may come from a venture being too difficult to imitate due to its complex, interrelated nature. Speed to market involves capturing attention and share quickly before competitors through novel strategies like open licensing models or compelling solutions to customer problems.
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J2638 product and pricing research by solutions 2 (imperial college) - oct201...Valeryia Kazheunikava
The document discusses various quantitative and qualitative research methods that can be used to support product development, including:
1) Conducting qualitative research such as focus groups and interviews to generate a list of potential customer needs and product features.
2) Using quantitative methods like max diff research to narrow down the extensive list of features generated through qualitative research.
3) Employing techniques like conjoint analysis and price sensitivity meters to determine customers' willingness to pay for different product attributes and identify the optimal pricing.
4) Segmenting the market and developing tailored products or portfolios to meet the needs of different segments.Tse appropriability overview-2014
The document discusses the concept of "appropriability", which refers to the legal and economic conditions that affect a venture's ability to operate and protect its revenues and market share. It includes two components: protectability, or the ability to prevent copying, and freedom to operate, or the ability to execute an idea without infringing others' rights. The document provides an overview of different types of intellectual property protections including patents, copyrights, trademarks, and secrecy; it also discusses assessing a venture's appropriability regime and strategy.
Tse entrepreneurial market_research_2014
Entrepreneurial market research involves speaking to "preferred witnesses" like customers, suppliers, consultants to discover information about potential markets in a short period of time with limited resources. The document discusses identifying witnesses for different product/market segments and collecting qualitative data from discussions. It emphasizes discovering customer needs, the potential for a win-win proposition, and decision-making structures in different segments. The goal is to evaluate segments and focus on those with the best fit for further development.
Tse entrepreneurial market_research_2014
Entrepreneurial market research involves speaking to "preferred witnesses" like customers, suppliers, consultants to learn about target markets with limited time and resources. This research falls between exhaustive research and going in blind. You should identify potential product/market segments and find 3-5 organizations in each to learn their needs, pain points, decision makers, and potential for your solution. The goal is to validate assumptions and focus your approach in an efficient way. You should discover the level of need, potential for a win-win proposition, and decision processes in each segment. This research will help refine your business concept before committing extensive time and money.
Tse financial planning_2014
A financial plan or model projects a venture's financial position over time based on assumptions in financial statements like income, expenditure, cash flow, and balance sheet. It estimates the venture's value, cash needs, compares alternatives, and provides information for investors. Creating a financial plan involves forecasting revenues and costs, timing of cash flows versus profits, and financing needs to evaluate the venture's prospects.
Tse bus model_teece_analysis_2014
The document discusses the Teece model and Clarysse's Entrepreneurial Strategy Matrix for assessing entrepreneurial strategies. The Teece model assesses the protectability of a business idea and the ease of accessing complementary assets needed to bring the idea to market. It evaluates whether independent market entry or a cooperative partnership strategy is better. Clarysse's matrix builds on this by also considering whether a market for products or technologies is more suitable and what resources will be required for different strategies. Examples are provided to illustrate applying the models. The models help determine a viable business strategy by assessing threats to an idea's protectability and access to needed complementary assets.
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J2638 product and pricing research by solutions 2 (imperial college) - oct201...
J2638 product and pricing research by solutions 2 (imperial college) - oct201...
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Tseblueoceanstrategymodified2014 141127122431-conversion-gate02-150205073350-...
J2638 product and pricing research by solutions 2 (imperial college) - oct201...
J2638 product and pricing research by solutions 2 (imperial college) - oct201...
Similar to Defining the opportunity modified
Definingtheopportunitymodified 141127015140-conversion-gate02
This document discusses two types of business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas are identified by observing an unmet customer need or problem in the market. Knowledge-push ideas arise from new technologies or capabilities. The document provides guidance on evaluating each type of idea. For demand-pull ideas, it recommends using tools to benchmark the idea against other solutions and improve it. For knowledge-push ideas, it suggests using a technology/application matrix to compare commercial applications for the new technology. Both types of ideas then undergo further market testing and evaluation.
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The document discusses the two main sources of business ideas: demand-pull ideas and knowledge-push ideas. Demand-pull ideas are based on observed market opportunities, such as problems encountered by customers. Knowledge-push ideas are based on new technologies or capabilities. The document provides examples of each type of idea and suggests tools to further evaluate and develop ideas depending on their source.
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teachers.ppt
Teachers play a vital role in society by educating and shaping the minds of students. If you're considering a career as a teacher, here are some key aspects to consider:
Passion for Education: Teaching requires a genuine passion for education and a desire to make a positive impact on students' lives. Ask yourself if you enjoy working with young people, if you find joy in helping others learn, and if you have a genuine interest in the subjects you would like to teach.
Communication and Interpersonal Skills: Effective teachers possess strong communication and interpersonal skills. They can convey information clearly, engage students in discussions, and build positive relationships with their students, parents, and colleagues.
Patience and Adaptability: Teaching can be challenging, so it's important to be patient and adaptable. Students come from diverse backgrounds and have different learning styles and abilities. As a teacher, you need to be patient, understanding, and willing to adapt your teaching methods to meet the needs of individual students.
Continuous Learning: Education is a lifelong journey, and teachers are lifelong learners. To be effective, teachers must stay up-to-date with the latest teaching techniques, curriculum changes, and educational trends. Continuing professional development is crucial to provide the best learning experience for students.
Impact and Influence: Teaching offers the opportunity to make a lasting impact on students' lives. As a teacher, you have the power to inspire, motivate, and empower students. The ability to shape young minds and help students reach their full potential can be incredibly rewarding.
Challenges and Rewards: Teaching can be both challenging and rewarding. It requires dedication, resilience, and the ability to handle various responsibilities such as lesson planning, grading, classroom management, and addressing individual student needs. However, the joy of seeing students grow, learn, and succeed can make it all worthwhile.
Professional Support: Look into the support available for teachers, such as mentoring programs, professional development opportunities, and a supportive school community. Having a supportive network can help you thrive and overcome challenges in your teaching career.
Remember, teaching is a profession that requires commitment and a genuine interest in nurturing the minds of future generations. It's important to thoroughly research the education requirements and licensing processes in your country or region to ensure you meet the necessary qualifications. Consider shadowing or volunteering in classrooms to gain firsthand experience and a better understanding of the teaching profession before making a final decision.
Ndl bio 2014
Nicola Diligu is an experienced consultant who has worked with various global companies. He has expertise in business and technology strategy, innovation management, and organizational transformation. Some of his past roles include leading consulting engagements for aerospace, defense, and industrial clients on topics such as technology strategy, product development, cost reduction, and organizational redesign. Currently, he runs his own boutique consulting firm, X-Fert Innovation, and also works with Evalueserve providing strategic advisory services.
Agility Experienced. Success Realized.
The event NewCo Boston was held on on April 26 2016. This presentation was delivered by Joe Kinsella, the founder & CTO of CloudHealth Technologies.
http://bos.newco.co/2016-schedule/
Agility Experienced. Success Realized - 042516
CloudHealth Technologies is a company where employees are able to challenge themselves and achieve success, while doing something meaningful and having fun at the same time. Less than 4 years ago, CTO and Founder, Joe Kinsella began brainstorming the concept of of a platform, CloudHealth, with nothing more than a laptop and the cloud. Today, CloudHealth Technologies is one of Boston's fastest growing tech companies, delivering the industry's most comprehensive cloud service management platform, as recently recognized by MassTLC as the most innovative cloud technology of the year.
Gain insider knowledge from Joe on how to implement an agile process that takes an initial concept and turns it into a viable technology resulting in dramatic growth and a successful company. In this session, Joe discusses his personal journey, experiential learning, and the related success that comes from a team of passionate employees with a genuine focus on dynamic interactions between groups and departments.
Chapter 2 entrepreneurship (lecture 2)
The document outlines the 5 main steps in the entrepreneurial process: 1) discovery, 2) concept development, 3) resourcing, 4) actualization, and 5) harvesting. It describes each step, including generating ideas, writing a business plan, acquiring resources, operating the business, and deciding on future plans. The document also discusses identifying opportunities, developing an innovative concept, and some of the challenges entrepreneurs may face like stress from risk, long hours, and balancing work and family commitments.
Updated: Marketing your Technology
This document discusses strategies for marketing technology at different stages of maturity. It begins by outlining the types of companies that can be created from a technology and how that impacts the marketing approach. It then discusses how to assess the maturity of a technology using Technology Readiness Levels (TRLs) and how that maps to potential customers and good outcomes. The document provides frameworks to think about targeting current vs new customers and the 7 Ps of technology marketing as they relate to the stage of maturity. Overall, it aims to help thinkers understand how to effectively market and position their technology based on its current state.
Tapping into The Business of Science - Idea Generation - Finding Partners
Tapping into the Business of Science with Michelle Przedwiecki and Robert Braathe of Braathe Enterprises
Tcm step 1 technology analysis
The document outlines the agenda and content for a workshop on technology analysis and commercialization. It introduces the Innovation SPACETM technology commercialization model, which involves 12 stages across 6 phases from concept to business maturity. The workshop will cover assessing the technical attributes of an innovation versus its value proposition, innovation mapping, and analyzing innovation projects based on attractiveness and effort required. It emphasizes that during the technology analysis stage, it is important to determine if a product is new, unique, technically feasible, and offers significant advantages over existing solutions by researching patents, literature, and speaking with experts.
Startups: Accelerating Ideas to Prototypes
Learn the steps to turn ideas into prototypes effectively.
Why to follow the steps?
- Efficiently transforms abstract concepts into tangible prototypes.
- Provides a solid platform to build products and launch in the market.
- Enhances the probability of high success in a short span of time.
- Attract investors and stakeholders.
- Saves time, money, and resources.
Tcm Workshop 1 Technology analysis
This document outlines the agenda and content for a workshop on technology commercialization. It introduces the Innovation SPACETM technology commercialization model, which consists of 6 phases from concept to domination. Phase 1, the concept phase, includes discovering if a new technology or product is unique, technically feasible, and has market needs. Step 1 of this phase is a technology analysis to determine these attributes. The document then discusses key questions for the technology analysis, common innovator delusions, an example value proposition canvas, and frameworks for mapping innovations and prioritizing projects based on attractiveness vs. effort required.
Women in Innovation - My Innovation: describing what I am applying for
The award is for innovators looking to scale up and grow their innovative company or to carry out an innovative project. In this workshop, we will discuss how to:
- Scope the project that you are looking to get funded
- Present your value proposition
- Describe it in the context of your ambitions to grow and scale your business
- Articulate the benefits you will gain from the non-financial support available
Business presentation
The document outlines a 7-step process for identifying and selecting a business opportunity:
1. Develop a personal profile to understand strengths and objectives.
2. Create criteria for evaluating opportunities.
3. Generate ideas from various sources like existing industries or market needs.
4. Conduct a snap investigation of top ideas to evaluate preliminary viability.
5. Evaluate ideas against the selection criteria and shortlist the most viable.
6. Optional pre-feasibility studies of shortlisted ideas for a detailed picture.
7. Make the final selection by answering 30 questions to thoroughly evaluate strengths and risks.
Book club INSPIRED How To Create Tech Products Customers Love
This document discusses best practices for product development. It covers four main areas: product, people, process, and culture. For product, it emphasizes the importance of a compelling long-term vision and strategy aligned with business goals. For people, it discusses assembling cross-functional product teams with dedicated product managers and designers. For process, it advocates for separating product discovery and delivery, with discovery focused on validating ideas through prototyping and customer testing. Finally, for culture it notes the need for experimentation, empowerment, and a customer-centric mindset to foster innovation.
CWIN17 Melbourne / aie client pack_v1.3
This document outlines Capgemini's approach to applied innovation and their Applied Innovation Exchange (AIE). It discusses how startups and new technologies are disrupting traditional companies and how AIE can help clients maintain relevance through innovation. AIE offers services like workshops, hackathons, and experiments to help clients discover opportunities, develop ideas, and deploy innovations. It also discusses sustaining innovation through strategies, culture change, and partnerships. The goal is to accelerate clients' ability to apply innovations and realize business value.
Technology Asessment & Forecasting.pptx
This is a presentation I gave to a number of university administrators in The Republic of Georgia who are interested in building capacity in technology commercialization.
Murray Slides
This document discusses key concepts in technology strategy for startups. It addresses questions around value creation and value capture. Specifically, it discusses:
1) Whether a scientific idea has economic potential and how to determine a technology's value proposition for customers.
2) The importance of considering competition and having strategies to capture value such as intellectual property protection, secrecy, speed, and lock-in.
3) How the business model mediates between technical and economic domains by defining the market, value proposition, value chain, costs, and competitive strategy.
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Pricing 2013
This document discusses various pricing strategies and concepts, including cost-plus pricing, value pricing, and economic value to the customer (EVC). Cost-plus pricing involves determining costs and adding a markup percentage, but it does not consider customer perceived value. Value pricing is based on the product's value to the customer. EVC analysis aims to objectively quantify the value customers receive from product attributes compared to alternatives. The document provides examples and guidelines for applying these pricing strategies, especially using market testing and research to inform price setting.
Business model financial viability 2013
This document discusses assessing the financial viability of a business model early in the process. It provides tools and frameworks for evaluating three key components: market scale, breakeven analysis, and return on investment. Breakeven analysis involves estimating costs, volume needs, and pricing to cover costs. Return on investment considers the financial returns needed to compensate for the risks to the entrepreneur. The document also discusses differences in assessing financial viability for a product market versus a technology market focused on licensing or acquisition.
Tse design rights_2014
Registered design rights can protect the appearance of a product through its shape, color, texture, and ornamentation. An unregistered design right arises automatically in Europe but is not always easy to enforce, while a registered design provides longer and stronger protection at a low cost. Key aspects of a registered design right include protecting novel designs with eye appeal through a monopoly right, a registration process at a patent office, exclusions for functional features, a duration of 25 years renewable in 5-year periods, and ownership by the author or employer. Registered designs can be as useful as patents when a product's appearance is strongly linked to its functionality.
Tse copyright 2014
Copyright protects original creative works such as literature, art, music, and software by giving the creator exclusive rights over the reproduction and distribution of their work. There are two types of copyright - the material right, which can be transferred and assures economic compensation, and the moral right, which remains with the creator and protects the integrity and attribution of their work. Copyright arises automatically when a work is created and provides protection under law for a set duration of time without any registration required.
Tse value chain_2014 (1)
The document discusses value chains and value-added activities. It defines a value chain as showing the process needed to bring a product to customers. Value-added activities increase a product's worth by enhancing features, visibility, availability, prestige, trust, compatibility or support. Complementary assets like brands, distribution or skills are also important. A value chain analysis identifies a company's position, opportunities with other players, and consequences for the business model. Power in the chain comes from control over complementary assets and ability to choose partners or compete directly. The analysis examines suppliers, buyers, potential entrants, substitutes and industry rivals to understand competitive dynamics.
Tse value network_2014
A value network shows how value is created through cooperation and exchanges between members of a network, rather than through linear supplier-customer relationships. It highlights interdependence between members and how they can pool complementary resources to satisfy customer needs. Value networks are particularly relevant for 'new economy' businesses in industries like ICT where no single firm controls all aspects of the business. Analyzing a company's potential value network can provide insights into cooperation opportunities and how to design business models that create value for all network participants.
Tse value chain_2014 (1)
The document discusses value chains and value-added activities. It defines a value chain as showing the process needed to bring a product to customers. Value-added activities increase a product's worth by enhancing features, visibility, availability, prestige, trust, compatibility or support. Complementary assets like brands, distribution or skills are also important. A value chain analysis identifies opportunities and challenges with other players. It is important to understand where power lies in the chain and whether building own assets or partnering is best. The example of Innobev analyzes its beverage idea's value chain, finding retailers and brewers hold power and the venture's position is currently too weak, requiring more thinking.
J2638 product and pricing research by solutions 2 (imperial college) - oct201...
J2638 product and pricing research by solutions 2 (imperial college) - oct201...Valeryia Kazheunikava
Research methods can help businesses answer three important questions: what product or service to offer, what price to set, and which customers to target. Both qualitative and quantitative research methods are discussed in the document. Qualitative methods like focus groups and interviews help generate ideas for product features while quantitative methods like conjoint analysis and pricing simulations help narrow features and determine optimal pricing. The document provides examples of how different research methods can be used together to develop, optimize, and price new products.J2638 product and pricing research by solutions 2 (imperial college) - oct201...
J2638 product and pricing research by solutions 2 (imperial college) - oct201...Valeryia Kazheunikava
The document discusses various quantitative and qualitative research methods that can be used to support product development, including:
1) Conducting qualitative research such as focus groups and interviews to generate a list of potential customer needs and product features.
2) Using quantitative methods like max diff research to narrow down the extensive list of features generated through qualitative research.
3) Employing techniques like conjoint analysis and pricing simulations to determine customer preferences for different product attributes, optimize the product design, and set the optimal price point.Tse entrepreneurial market_research_2014
Entrepreneurial market research involves speaking to "preferred witnesses" like customers, suppliers, consultants to discover information about potential markets in a short period of time with limited resources. The document provides guidance on identifying witnesses, structuring interviews to understand customer needs, pain points, decision makers, and determining market potential. It emphasizes discovering whether there is a real problem a venture can solve, establishing a win-win proposition, and interpreting information to assess market segments and further validate assumptions.
Final version empathic design v2
Empathic design is a user-centered design process that involves observing users to understand their needs and perspectives. It includes 5 steps: 1) observing users in their natural environment, 2) capturing data through notes, photos and videos, 3) analyzing the data by reflecting on user behaviors and identifying problems, 4) brainstorming potential solutions, and 5) developing prototypes to test solutions. The goal is to design products that meet user needs in an intuitive way by gaining insights into the user experience. Empathic design provides a valuable early stage approach to product development compared to traditional market research methods.
Tse idea generation_ evaluation_2014
The document outlines a six-stage process for generating and evaluating business ideas: 1) observing problems, 2) defining problems, 3) generating solutions, 4) synthesizing ideas, 5) evaluating ideas, and 6) implementing solutions. Each stage involves a different "mindset" such as explorer, detective, artist, engineer, and judge. The process is designed to help teams systematically develop ideas and choose the best ones by assessing multiple concepts against the same criteria.
Tse sources of_capital_2014 (1)
The document discusses various sources of capital for entrepreneurs, including internal sources like cash flow and reinvested profits, and external sources like debt, equity, subsidies, and strategic partners. It focuses on external equity sources, explaining the differences between angel investors, venture capital firms, and different types of venture capital funds. The document provides guidance on determining the appropriate funding strategy based on a venture's stage of development, complexity, cash needs, and the entrepreneur's bargaining power. It discusses how to obtain debt financing from banks and through leasing, as well as government support programs.
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Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.An Overview of the Prosocial dHEDGE Vault works
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留信网认证的作用:
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Does teamwork really matter? Looking beyond the job posting to understand lab...
Does teamwork really matter? Looking beyond the job posting to understand lab...Labour Market Information Council | Conseil de l’information sur le marché du travail
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.Ending stagnation: How to boost prosperity across Scotland
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
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Defining the opportunity modified
- 1. Defining the Opportunity Innovation, Entrepreneurship & Design Toolbox © Imperial College Business School
- 2. an observed market opportunity new technology/capability ”demand-pull idea” VS ”knowledge-push idea” © Imperial College Business School A business idea: two sources
- 3. If demand-pull idea • A currently unsolved problem is spotted: It could be personal or friends’ experiences or observation in the news or in current trends ...Often referred to as ‘customer pain’ or an unmet demand Example: students suffer from crooked back © Imperial College Business School
- 4. • Study of reasons behind the problem: Carrying heavy books © Imperial College Business School 4
- 5. • Conceivement and development of a solution (product/service) • The solution might incorporate technology, but the technology solution is created and tailored specifically for the problem. © Imperial College Business School 5
- 6. If technology-push idea • A new discovery or a new technical capability with many possible applications is made/developed Also known as a ‘platform technology’ • A suitable commercial application is identified Find the most compelling industry/market likely to need or adopt the new technology at an early date – find a problem to solve! © Imperial College Business School
- 7. If technology-push idea • Development of the raw technology further to deliver the envisioned applications develop for “Market readiness” • Once the technology is sufficiently developed, the inventor/entrepreneur start-up can either: 1. Manufacture its own products using the technology, and sell them to customers 2. License the protected tech to other companies, which will develop and sell their own products using the technology 3. Sell the start-up company, with its Intellectual Property and its highly specialised managers and staff (‘human capital’), to another (usually larger) company © Imperial College Business School 7
- 8. Demand-pull ideas usually go into the market for products Make products/services and sell directly to customers Knowledge-push ideas may end up in either The market for products or the market for technology © Imperial College Business School
- 9. If you have a demand-pull idea Go to ‘Idea generation and evaluation’ exercise in the IE&D Toolbox • benchmark your idea against other solutions • Improve your idea If you have a knowledge-push idea Go to the ‘Technology/Application Matrix’ in the IE&D Toolbox • Compare and evaluate commercial applications Afterwards you can further reality-test your assumptions and conclusions using Entrepreneurial Market Research and Value Chain/Value Network analysis. © Imperial College Business School
- 10. Demand-pull case Knowledge push case Evaluate, improve Evaluate, choose Reconsider? Reconsider? © Imperial College Business School Two possible journeys... Your Idea/Project Did you start with a problem or a technology/capability? Idea Generation and evaluation Technology/Application matrix Entrepreneurial Market Research Value Chain/Network analysis Reality -test
- 11. Clarysse, B. and Kiefer, S., 2011. The Smart Entrepreneur. London: Elliot & Thompson, Ch. 1. © Imperial College Business School Further reading