Disruptive innovation refers to innovations that create new markets by either targeting customers at the bottom of the market who are not served by existing products, or targeting customers in new emerging markets. There are three main types of disruptive innovation: low-end disruption, new market disruption, and business model innovation. Examples include Toyota entering the US market with affordable cars, and Grameen Bank providing microloans to the poor without collateral. For companies to foster disruptive innovation, they need to create separate organizational structures, spin out new organizations, or acquire startups already pursuing disruptive strategies. Developing countries and non-consumers are ideal target markets. Grameen Bank and Grameen Phone are examples of disruptive
Presentation based on Harvard Business Review article: "What is Disruptive Innovation?", by Clayton M. Cristensen, Michael E. Raynor, and Rory McDonald – December, 2015 issue.
The theory of disruptive Innovation was introduced in the article: "Disruptive Technologies: Catching the Wave", by Joseph L. Bower and Clayton M. Christensen from the HBR january–february 1995 issue.
The theory of disruptive innovation has proved to be a powerful way of thinking about innovation-driven growth. Many leaders of small, entrepreneurial companies praise it as their guiding star; so do many executives at large, well-established organizations, including Intel, Southern New Hampshire University, and Salesforce.
But just what is Disruptive Innovation? Which companies are considered to be causing "disruption"?
In this meetup, we will explore the basic tenets of disruptive innovation. Then we will look at some of today's companies and their services and discuss if they are disruptive or not.
Lastly, we will look a bit deeper into the theory and see if what we have learned so far allows us to more accurately predict which businesses will grow.
Disruptive Innovation describes a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves upmarket, eventually displacing established competitors.
An interesting summary of the key takeaways from the famous innovation management book "The innovator's dilemma". The book won Global Business Book Award and was the best business book of the year in 1997.
1. The document discusses various aspects of innovation including identifying bottlenecks, creating opportunities, achieving focus, engaging commitment, making ideas possible, and making innovations happen through proper project management.
2. It provides examples of why innovations may fail such as lack of leadership, barriers to progress, and not setting up the right type of project.
3. Key steps in the innovation process are outlined including organizing to manage ideas, assessing ideas for value and fit, removing barriers, and de-risking innovations internally and externally.
This document discusses different types and levels of innovation including product, process, and strategy innovation. It also describes five models for managing innovation: the suggestion system, continuous improvement teams, new venture teams, incubator lab, and innovation teams. The key aspects of each model are outlined. The document concludes with recommendations for developing an innovation strategy such as scanning for opportunities, challenging industry assumptions, and focusing on value creation throughout the new product development process.
Innovation & Entrepreneurship - From Basics to Open InnovationNikolaos Vaslamatzis
Innovation & Entrepreneurship basics - how to think like an entrepreneur and models, analytical tools and frameworks to further develop a business idea, explore a market and develop a minimum viable product (mvp).
Presentation based on Harvard Business Review article: "What is Disruptive Innovation?", by Clayton M. Cristensen, Michael E. Raynor, and Rory McDonald – December, 2015 issue.
The theory of disruptive Innovation was introduced in the article: "Disruptive Technologies: Catching the Wave", by Joseph L. Bower and Clayton M. Christensen from the HBR january–february 1995 issue.
The theory of disruptive innovation has proved to be a powerful way of thinking about innovation-driven growth. Many leaders of small, entrepreneurial companies praise it as their guiding star; so do many executives at large, well-established organizations, including Intel, Southern New Hampshire University, and Salesforce.
But just what is Disruptive Innovation? Which companies are considered to be causing "disruption"?
In this meetup, we will explore the basic tenets of disruptive innovation. Then we will look at some of today's companies and their services and discuss if they are disruptive or not.
Lastly, we will look a bit deeper into the theory and see if what we have learned so far allows us to more accurately predict which businesses will grow.
Disruptive Innovation describes a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves upmarket, eventually displacing established competitors.
An interesting summary of the key takeaways from the famous innovation management book "The innovator's dilemma". The book won Global Business Book Award and was the best business book of the year in 1997.
1. The document discusses various aspects of innovation including identifying bottlenecks, creating opportunities, achieving focus, engaging commitment, making ideas possible, and making innovations happen through proper project management.
2. It provides examples of why innovations may fail such as lack of leadership, barriers to progress, and not setting up the right type of project.
3. Key steps in the innovation process are outlined including organizing to manage ideas, assessing ideas for value and fit, removing barriers, and de-risking innovations internally and externally.
This document discusses different types and levels of innovation including product, process, and strategy innovation. It also describes five models for managing innovation: the suggestion system, continuous improvement teams, new venture teams, incubator lab, and innovation teams. The key aspects of each model are outlined. The document concludes with recommendations for developing an innovation strategy such as scanning for opportunities, challenging industry assumptions, and focusing on value creation throughout the new product development process.
Innovation & Entrepreneurship - From Basics to Open InnovationNikolaos Vaslamatzis
Innovation & Entrepreneurship basics - how to think like an entrepreneur and models, analytical tools and frameworks to further develop a business idea, explore a market and develop a minimum viable product (mvp).
The document discusses open innovation and dynamic capabilities for industry growth. It argues that open innovation means valuable ideas can come from inside or outside a company. Dynamic capabilities refer to a company's ability to integrate, build and reconfigure resources to address changing environments. The document also discusses the importance of developing a portfolio of capabilities including operational, technological, open and dynamic capabilities. It emphasizes that business models mediate between technical and economic domains and must be innovated to drive growth.
1. The document discusses key strategic choices and dilemmas around innovation and entrepreneurship, including whether to focus on technology vs. markets, products vs. processes, and open vs. closed innovation.
2. It also covers the diffusion of innovations through an S-curve, and when being a first-mover or follower is more advantageous. Managers must also consider how to respond to disruptive innovations.
3. Entrepreneurs face challenges as their businesses progress from start-up to maturity, and social entrepreneurs address social problems through flexible missions, forms, and models.
This is the second of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation tools and processes, a viewer will be ale to discern the main themes and points of the workshop. (The third deck in the workshop was just an introduction to the workshop).
This presentation discusses innovation models and disruptive technologies. It was created by Ziya Boyacigiller, a leading angel investor and mentor in Turkey. The presentation covers Resource, Process, and Values theory for understanding firm strengths and weaknesses. It also discusses Clayton Christensen's theories of sustaining versus disruptive innovation. Disruptive innovations target new markets or the low-end of existing markets with lower-priced, simpler products. Established firms often overlook disruptive technologies as they focus on their major customers. The presentation provides examples like personal computers and cell phones.
This document discusses business model innovation (BMI). It defines BMI as reinventing a business itself by innovating two or more elements of its business model to deliver value in a new way. The document then covers the evolution of BMI principles, the relevance of BMI today to address disruption and competition, challenges companies may face with BMI like failure to scale up ideas, and provides examples of companies like Apple and Ikea that successfully applied BMI.
This document provides an overview of innovation and the process of moving ideas to products. It defines innovation as the profitable implementation of ideas. There are four types of innovation: product/service, process, paradigm/business model, and position. Building innovation requires knowing ideas come from employees, providing tools to find good ideas, allowing time for collaboration, and having processes to move ideas forward. Ideas can come from changes in markets, demographics, knowledge, perceptions, unexpected outcomes, and incongruities. Leveraging a company's unique assets, talent, and brand is important for innovation. Moving ideas to products involves interactive models that incorporate technology push, market pull, and advances in society.
Innovation Management - 2 - Types of InnovationJoseph Ho
4 Types of Innovation
- Sustaining Innovation
- Breakthrough Innovation
- Disruptive Innovation
- Basic Research
Dimensions of Innovation Space
- Product
- Process
- Position
- Paradigm
This document discusses innovation, including what it is, why it matters, types of innovation, metrics to measure innovation, and provides a case study of Nestle's innovation with Nespresso.
1) Innovation involves introducing something new that provides value, and can be incremental or radical. Metrics to measure innovation include inputs like resources invested, processes like time to develop ideas, and outputs like new products and sales from new products.
2) The case study describes how Nestle developed its Nespresso business over 20 years through failures, partnerships, focusing on high-end customers, and creating an exclusive club to commercialize single-serve coffee.
3) Key lessons are that innovation takes time,
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
The document discusses lean innovation and continuous innovation. It argues that continuous disruption requires continuous innovation, and that continuous innovation requires new management tools like lean innovation management. Lean innovation aims to achieve 10x the number of initiatives in 1/5 the amount of time through techniques like the business model canvas, customer development, and agile engineering. It also discusses the need for ambidextrous organizations that can both execute current business models while pursuing breakthrough innovations. Examples are provided of how lean startup techniques have been applied in practice, including a case study of a Stanford student team that applied customer development to validate and pivot their business model based on customer interviews.
To appreciate the role of entrepreneurship in challenging and urgent times
To classify the types of climate change effects on entrepreneurs as well as the opportunities hat arise within the Asia–Pacific context
To review important concepts in climate change economics that impact entrepreneurial activity
To appreciate the various emerging frameworks in entrepreneurial ecology
This book discusses the practice of innovation and entrepreneurship. It outlines 7 sources of innovative opportunities and provides strategies for entrepreneurship, including being first to market or finding a specialized niche. The book argues that systematic innovation requires purposefully searching for changes and analyzing new opportunities, and that entrepreneurship is the institution that drives innovation.
HBR's 10 must reads on Innovation. The author is Peter Drucker, the founder of modern management. The most innovative business ideas come from methodically analyzing seven areas of opportunity. You have to identify the opportunity and need a leap of imagination to arrive at the right response.
Intuit Inc. is a software company that develops financial and tax preparation software. It has over 8,200 employees. Some of its popular products include Quicken, QuickBooks, and TurboTax. Intuit focuses heavily on research and development to ensure its products meet consumer needs. It spends significant time and money on consumer research each year to understand how customers use its products and feel about them. This research helps Intuit keep up with changing customer needs and technology. When Microsoft stopped developing its competing Money software in 2009, Intuit became the clear leader in personal finance software. However, Intuit will need to continue its focus on research and innovation to maintain its leadership position and avoid the same fate as Microsoft Money.
Innovation is defined as a new idea, device, or method. It involves introducing something new that is more effective than what is already available. There are three main types of innovation: operational, which improves existing processes; tactical, which introduces new products or services; and strategic, which disrupts existing markets to create new ones. Strategic innovation does not follow existing market rules and takes advantage of weaknesses in the market to differentiate itself. It connects users rather than owning them and relies on users to generate value in order to create new markets and new types of users. For a company to survive disruption, it may need to disrupt itself through strategic innovation.
The document discusses innovation, entrepreneurship, and smart business models. It defines innovation as an invention paired with a process and market. Entrepreneurship is described as a process, not a person, and as being about large companies that happen to be small, not small businesses. Entrepreneurship bridges the gap between technology/opportunity and value. Technology entrepreneurship requires both technology entrepreneurship skills and management skills at different stages. It also discusses the importance of teamwork in entrepreneurship and the technology adoption lifecycle curve.
This document provides an overview of marketing and technology developments at Kodak from its founding in 1888 through its bankruptcy in 2012. It summarizes Kodak's major product innovations including the Brownie camera, Kodachrome film, and EasyShare digital cameras. The document also outlines key events in Kodak's history such as peaking employment in 1988 and filing for bankruptcy in 2012 after struggling to transition to digital. In 3 sentences: This document summarizes Kodak's history from 1888 to 2012, outlining major product innovations like the Brownie camera and challenges in transitioning to digital that led to bankruptcy after peaking with over 144,000 employees in 1988.
IBM was formed in 1924 and became a leader in computing technology throughout the 20th century. It introduced many innovations including the personal computer in 1981. More recently, IBM has expanded into consulting services and acquired companies to grow. It aims to increase profits and market share, especially in Asia. Potential strategies include increasing marketing in Asia, entering the mobile phone market, and producing video game consoles. The best approach is increasing Asian marketing and entering mobile phones given market potential. Contingency plans address issues that may arise with these strategies.
The document discusses open innovation and dynamic capabilities for industry growth. It argues that open innovation means valuable ideas can come from inside or outside a company. Dynamic capabilities refer to a company's ability to integrate, build and reconfigure resources to address changing environments. The document also discusses the importance of developing a portfolio of capabilities including operational, technological, open and dynamic capabilities. It emphasizes that business models mediate between technical and economic domains and must be innovated to drive growth.
1. The document discusses key strategic choices and dilemmas around innovation and entrepreneurship, including whether to focus on technology vs. markets, products vs. processes, and open vs. closed innovation.
2. It also covers the diffusion of innovations through an S-curve, and when being a first-mover or follower is more advantageous. Managers must also consider how to respond to disruptive innovations.
3. Entrepreneurs face challenges as their businesses progress from start-up to maturity, and social entrepreneurs address social problems through flexible missions, forms, and models.
This is the second of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation tools and processes, a viewer will be ale to discern the main themes and points of the workshop. (The third deck in the workshop was just an introduction to the workshop).
This presentation discusses innovation models and disruptive technologies. It was created by Ziya Boyacigiller, a leading angel investor and mentor in Turkey. The presentation covers Resource, Process, and Values theory for understanding firm strengths and weaknesses. It also discusses Clayton Christensen's theories of sustaining versus disruptive innovation. Disruptive innovations target new markets or the low-end of existing markets with lower-priced, simpler products. Established firms often overlook disruptive technologies as they focus on their major customers. The presentation provides examples like personal computers and cell phones.
This document discusses business model innovation (BMI). It defines BMI as reinventing a business itself by innovating two or more elements of its business model to deliver value in a new way. The document then covers the evolution of BMI principles, the relevance of BMI today to address disruption and competition, challenges companies may face with BMI like failure to scale up ideas, and provides examples of companies like Apple and Ikea that successfully applied BMI.
This document provides an overview of innovation and the process of moving ideas to products. It defines innovation as the profitable implementation of ideas. There are four types of innovation: product/service, process, paradigm/business model, and position. Building innovation requires knowing ideas come from employees, providing tools to find good ideas, allowing time for collaboration, and having processes to move ideas forward. Ideas can come from changes in markets, demographics, knowledge, perceptions, unexpected outcomes, and incongruities. Leveraging a company's unique assets, talent, and brand is important for innovation. Moving ideas to products involves interactive models that incorporate technology push, market pull, and advances in society.
Innovation Management - 2 - Types of InnovationJoseph Ho
4 Types of Innovation
- Sustaining Innovation
- Breakthrough Innovation
- Disruptive Innovation
- Basic Research
Dimensions of Innovation Space
- Product
- Process
- Position
- Paradigm
This document discusses innovation, including what it is, why it matters, types of innovation, metrics to measure innovation, and provides a case study of Nestle's innovation with Nespresso.
1) Innovation involves introducing something new that provides value, and can be incremental or radical. Metrics to measure innovation include inputs like resources invested, processes like time to develop ideas, and outputs like new products and sales from new products.
2) The case study describes how Nestle developed its Nespresso business over 20 years through failures, partnerships, focusing on high-end customers, and creating an exclusive club to commercialize single-serve coffee.
3) Key lessons are that innovation takes time,
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
The document discusses lean innovation and continuous innovation. It argues that continuous disruption requires continuous innovation, and that continuous innovation requires new management tools like lean innovation management. Lean innovation aims to achieve 10x the number of initiatives in 1/5 the amount of time through techniques like the business model canvas, customer development, and agile engineering. It also discusses the need for ambidextrous organizations that can both execute current business models while pursuing breakthrough innovations. Examples are provided of how lean startup techniques have been applied in practice, including a case study of a Stanford student team that applied customer development to validate and pivot their business model based on customer interviews.
To appreciate the role of entrepreneurship in challenging and urgent times
To classify the types of climate change effects on entrepreneurs as well as the opportunities hat arise within the Asia–Pacific context
To review important concepts in climate change economics that impact entrepreneurial activity
To appreciate the various emerging frameworks in entrepreneurial ecology
This book discusses the practice of innovation and entrepreneurship. It outlines 7 sources of innovative opportunities and provides strategies for entrepreneurship, including being first to market or finding a specialized niche. The book argues that systematic innovation requires purposefully searching for changes and analyzing new opportunities, and that entrepreneurship is the institution that drives innovation.
HBR's 10 must reads on Innovation. The author is Peter Drucker, the founder of modern management. The most innovative business ideas come from methodically analyzing seven areas of opportunity. You have to identify the opportunity and need a leap of imagination to arrive at the right response.
Intuit Inc. is a software company that develops financial and tax preparation software. It has over 8,200 employees. Some of its popular products include Quicken, QuickBooks, and TurboTax. Intuit focuses heavily on research and development to ensure its products meet consumer needs. It spends significant time and money on consumer research each year to understand how customers use its products and feel about them. This research helps Intuit keep up with changing customer needs and technology. When Microsoft stopped developing its competing Money software in 2009, Intuit became the clear leader in personal finance software. However, Intuit will need to continue its focus on research and innovation to maintain its leadership position and avoid the same fate as Microsoft Money.
Innovation is defined as a new idea, device, or method. It involves introducing something new that is more effective than what is already available. There are three main types of innovation: operational, which improves existing processes; tactical, which introduces new products or services; and strategic, which disrupts existing markets to create new ones. Strategic innovation does not follow existing market rules and takes advantage of weaknesses in the market to differentiate itself. It connects users rather than owning them and relies on users to generate value in order to create new markets and new types of users. For a company to survive disruption, it may need to disrupt itself through strategic innovation.
The document discusses innovation, entrepreneurship, and smart business models. It defines innovation as an invention paired with a process and market. Entrepreneurship is described as a process, not a person, and as being about large companies that happen to be small, not small businesses. Entrepreneurship bridges the gap between technology/opportunity and value. Technology entrepreneurship requires both technology entrepreneurship skills and management skills at different stages. It also discusses the importance of teamwork in entrepreneurship and the technology adoption lifecycle curve.
This document provides an overview of marketing and technology developments at Kodak from its founding in 1888 through its bankruptcy in 2012. It summarizes Kodak's major product innovations including the Brownie camera, Kodachrome film, and EasyShare digital cameras. The document also outlines key events in Kodak's history such as peaking employment in 1988 and filing for bankruptcy in 2012 after struggling to transition to digital. In 3 sentences: This document summarizes Kodak's history from 1888 to 2012, outlining major product innovations like the Brownie camera and challenges in transitioning to digital that led to bankruptcy after peaking with over 144,000 employees in 1988.
IBM was formed in 1924 and became a leader in computing technology throughout the 20th century. It introduced many innovations including the personal computer in 1981. More recently, IBM has expanded into consulting services and acquired companies to grow. It aims to increase profits and market share, especially in Asia. Potential strategies include increasing marketing in Asia, entering the mobile phone market, and producing video game consoles. The best approach is increasing Asian marketing and entering mobile phones given market potential. Contingency plans address issues that may arise with these strategies.
The social life of ideas: From innovation to profitHay Group India
The main challenge in organizational innovation lies in its execution, and not in having more ideas. Top companies create supportive cultures that transform ideas into profitable investments.
Companies need innovation to survive. In fact, there is no shortage of clever people and smart ideas. Hence the competitive edge comes from having the best execution – from the time the idea is first identified, shepherded through the corporate maze, and into the hands of the paying customer.
And yet, in many companies, the chase for short-term profitability can become the Achilles heel of long-term business sustainability. The way to avoid this is to have a deep-rooted culture that promotes innovation and new ideas to filter up and sideways.
Disruptive Technologies: Impact on Strategic Alliances, Partnerships & ChannelsPhil Hogg
This document discusses disruptive technologies and their impact on strategic alliances, partnerships, and channels. It begins with an introduction to disruptive technology theory, using examples of how seemingly great companies like Kodak and Blockbuster failed due to disruptive innovations. It then covers key enabling technologies of disruption like mobile internet and cloud computing. Finally, it discusses winning partnership strategies to exploit disruptive technologies through strategic alliances and partnerships.
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
Ron Sege, former CEO of Echelon Corp, discusses 3Com's strategy for competing in China against established companies like Cisco. 3Com focused on innovating for the home market in China, dramatically reducing costs, and delivering a new level of service. This allowed 3Com to disrupt the status quo and gain market share from competitors with higher cost structures. 3Com was then able to globalize this strategy and challenge Cisco in global markets.
Techquisition - Don't Be Disrupted. Be Disruption.Paul Cuatrecasas
The document discusses how technological disruption is affecting all industries, forcing even traditional companies to become "technology companies" through acquisitions. It provides numerous examples of large, non-tech companies acquiring technology startups and software companies across many industries in order to gain new capabilities, defend against disruption, and drive growth. The pace of technology M&A is accelerating as digital transformation becomes mission critical for survival in today's business environment.
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
Here are some key lessons Intel could have learned from their experience in the DRAM industry:
1. Continuous innovation is critical in a fast-paced technology industry. Intel fell behind competitors in DRAM innovation after the 1103 chip.
2. Taking a multi-pronged approach helps mitigate risks, as technology developments are uncertain. Intel's "Goldilocks strategy" of pursuing multiple DRAM process technologies helped hedge risks.
3. Competitive pressures can arise quickly from low-cost producers. Japanese companies gained a huge cost advantage over Intel in DRAM manufacturing.
4. Diversifying across markets reduces reliance on any single product. Exiting low-margin DRAM and entering high-growth microprocessors
This document contains information about Group -7 which includes 5 students from MACFAST COLLEGE THIRUVALLA. It also contains their responses to questions regarding 3M's history of innovation and culture, how innovation was institutionalized, advantages and disadvantages of 3M's organization structure, and explanations for their international success. Key details include 3M being founded in 1902, hiring their first scientist in 1907, allowing 15% of employee time for personal projects, establishing a central research laboratory in 1937, and transforming to a more integrated network of businesses with a focus on global scale and local differences.
The Strategy Partner Group attended Contagious magazine's Now/Next/Why conference in New York City to address how big brands can best address current and future technological trends. Topics discussed included digital immediacy, adaptive innovation, new currencies, coding as an essential skill, creating global brand franchises, and innovations that take interactions beyond screens and into the real world. Speakers provided insights on how brands can navigate changes in areas like time preference, trust, education, data usage, and interactive technologies.
This document discusses the convergence of media, entertainment and technology. It covers several topics including:
1) How consumer electronics are becoming indispensable parts of everyday life and consumers are demanding more functions in single devices.
2) Examples of device convergence like mobile phones that have cameras, music players, and more.
3) Changes in how consumers access and interact with content through new media like increased control and participation.
4) Trends in various markets like music, cameras, TV, and gaming that show convergence across devices.
5) Challenges and opportunities that convergence presents for different players like content providers, device manufacturers, and network operators.
Creativity And Innovation In The WorkplaceCandice Him
This document provides an overview of the history of the hotel and lodging sector. It begins by noting that the origins of the industry can be traced back to early biblical times, when facilities offered guests basic hospitality. While ancient hotels lacked modern amenities, they helped establish the industry. Early accommodations for travelers were basic, aiming to provide a safe place to rest between outposts. The development of inns and other establishments in stagecoach lines helped formalize the industry. Over time, hotels expanded amenities and became centers of community with restaurants and other services.
Next slides are the outlineDetermine each one is low or modera.docxcurwenmichaela
Next slides are the outline
Determine each one is low or moderate or hight.
Gives some explanations to show why
Only put key words. Then in the remark, write full sentences to explain.
1
Porter’s Five Force Anaylsis
Buyers bargaining power: Low? Moderate? High?
Suppliers bargainining power: Low? Moderate? High?
Threat of new entrants: : Low? Moderate? High?
Threat of subsitutes(Outside of the industry) : Low? Moderate? High?
Rivalry among competitor: : Low? Moderate? High?
The reasons why buyers bargaining power
is low or moderate or high?
1
2
3
The reasons why Suppliers bargainining power
is low or moderate or high?
The reasons why Threat of subsitutes is low or moderate or high?
The reasons why Threat of new entrants
is low or moderate or high?
The reasons why Rivalry among competitor is low or moderate or high?
1
2
3
4
Instruction:
Read the Kodak case. Create a PowerPoint to conduct Porter’s Five force analysis. Totally 6 slides. Outline is given under attachment. Follow the outline. Due date is 4/12/2016, 20:00 p
Note: The time period you have to focus is between 1983- 2000 !!!
Below is the case.
Kodak (A)
In February 2003, Daniel A. Carp, Kodak’s chief executive officer and chairman, was reviewing 2002 data with the company’s senior executives: film sales had dropped 5% from the already weak previous year and revenues were down 3%, sliding to $12.8 billion. The film industry was “under pressure unlike ever before”, and Carp predicted a “fairly long downturn”1 for traditional photography sales as more and more consumers were turning to digital cameras, which did not require film. The company had been investing heavily in digital imaging since the early 1980s, pioneering image-sensor technology in 1986 and entering the market with a variety of products during the 1990s.
In addition, Kodak was moving more of its manufacturing to China, where it could still boast film sales, and was planning to slash 2,200 jobs, or 3% of its work force, especially in the photo-finishing business. The picture for 2003 was not any brighter: Carp expected revenues to grow slightly to $13 billion and net income to be flat or down from the $770 million the company had earned in 2002.
A native of Wytheville, Virginia, Carp had graduated in management from MIT, and had begun his career at Kodak in 1970 as a statistical analyst. Since then he had held a variety of positions, including general manager of sales for Kodak Canada, general manager of the consumer electronics division, general manager of the European, African, and Middle Eastern regions in 1991, and president and chief operating officer in 1997. Carp was finally appointed CEO on January 1, 2000. After more than 30 years at the company, he realized this struggle was one of the toughest in the company’s century-long history. How could he use digital imaging to revitalize Kodak?
Kodak’s early days, 1880-1983
In 1880, after thr ...
New markets can power business growth, but to win them you need the right toolkit. Drawing on dozens of industry interviews, in-the-trenches personal experience, and extensive research, this book lays out how companies can find, enter, and win in new markets--and organize themselves to tackle the mission successfully.
The need of innovation and knowledge as the most valuable asset in the processKoenraad Seys
The document discusses how innovation is changing and occurring in new places. Traditionally, major innovation came from inventors and large corporate R&D departments, but this is shifting. Small startups are now driving disruptive innovation through new ideas and concepts. While large companies still have advantages of scale for large products, nearly half of Fortune 500 companies have dropped off the list as the average company lifespan has decreased from 75 years to less than 15. Innovation is occurring in more places as digital tools make it possible for anyone to publish information or develop new products and services.
Harnessing Disruptive Innovation - Managing The New NormalSalesLabDC
The document discusses disruptive innovation and how established companies try to stop it. It states that companies will try to pass laws to protect their business and raise costs for newcomers. However, this is only a temporary fix, and the only sure way to compete is to offer more value at a lower price to new customer segments. It also discusses how the internet has enabled more disruptive innovation opportunities but many fail. Successful disruption often comes from starting new companies, though large companies can also drive disruption through both size and innovative approaches.
This document discusses the concept of transformational change and provides examples. It begins by defining transformational change as structural changes driven by new technologies that enable significant economic growth. It then provides examples of companies like Kodak and Xerox that failed to capitalize on transformational innovations they developed. The document outlines the evolution of transformational changes throughout history driven by innovations in technology. It argues that anticipating future trends will be key for business survival and discusses how wireless technology will continue to transform various industries. The document also provides examples of how Southwest Airlines and Whole Foods transformed their business models to successfully capitalize on opportunities. It advocates for coordinated strategic approaches and discusses elements of business model innovation.
This document summarizes the presence and impact of multinational corporations (MNCs) in India. It discusses how MNCs like Samsung, LG, and others have established manufacturing facilities and distribution networks in India. While MNCs have brought new technologies and employment opportunities, they have also faced criticism for displacing local competitors and draining resources. However, Indian companies are now innovating and improving services to regain market share. Overall, the document analyzes both the benefits and challenges of MNC operations for India's development.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
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2. Introduction
We have all heard of innovation
But when is it called disruptive?
And why so?
How relevant is it to us today?
2
3. Types of Innovation
Sustaining Innovation – these do not affect existing
markets
Revolutionary, Transformational or Discontinuous – creates a
new market by allowing customers to solve a problem in a
radical new way e.g., automobile vs. horse-drawn carts
Evolutionary – improves a product in an existing market in a
way that the customer expects e.g. Carburetor to MPFI; CRDI
Disruptive Innovation (DI) – these radically affect
existing markets
Creates a new (and unexpected!) market by applying a different
set of rules, typically by lowering price or designing for a
different set of customers! e.g. Assembly line mfg (Ford’s Model
T), micro credit (Grameen Bank)
3
4. A bit of history….
The term “disruptive technologies” was introduced by
Clayton M. Christensen in a Feb ‘95 article for HBR
which he co-wrote with Joseph Bower
He subsequently realized that few technologies are
intrinsically disruptive or sustaining in nature
Thus he changed it to “disruptive innovation”
More importantly, it is the strategy or the business
model that the technology enables that created the
disruptive impact
How relevant is it to us today?
4
5. First Type of Disruption
Low End Disruption
Targets customers who do not need the full
performance needed by the customers at the high end
of the market e.g., Toyota’s entrance into the US market
with the Corona in the 1960-s.
Within a few years, it became the favorite 2nd car
Immediately other Japanese companies such as Honda
and Datsun (renamed Nissan) followed suit.
Guess what Toyota did next!!
Toyota entered the upper end of the market with
Corolla, Tercel, Camry, 4Runner, Lexus and Avalon
5
6. Second Type of Disruption
New Market Disruption
Targets those customers who haven’t been served by the
existing incumbents e.g., Sony’s transistor radio in the
1950-s in the US. Targeted teenagers who did not mind
the low volume as they could listen to their favorite music
without their parents knowing about it!!
Within a few years, Sony drove everyone else out of the
market
When Linux was introduced, it was inferior to Unix and
Windows NT. It is now installed in 88% of the world’s 500
fastest supercomputers
6
7. Examples of Disruptive Innovation
Disruptive Innovation Displaced Technology
Refrigerators Icehouses
Mini Steel Mills Large Integrated Steel mills
Digital Photography Traditional photography
Telephone Telegraphy
Paper Parchment
Steamships Sailing Ships
Digital Synthesizer Organ, Piano
Solid State Drive Hard Disk Drives
Digital Media CD, DVD
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8. How to foster Disruptive Innovation?
New resources, processes and values are required. Fine, but how?
Method 1: Create a new organizational structure
A classic example is the Macintosh team in Apple
New people were brought together, and kept away from the
rest of the group by a boundary
Steve Jobs created a post teen office atmosphere
Stereo system and 6’ high speakers
Masseur on call all day
24 hr supply of fruit juice and mineral water
Bossendorfer grand piano in the lobby
BMW-s and Mercs at the disposal of the team
Result: MACINTOSH
8
9. How to foster Disruptive Innovation?
New processes, resources and values are required. Here’s one more way
Method 2: Spin out a new organization
Necessary when values of mainstream organization
are antithetical
A good example is HP printer division at Boise,
Idaho
This unit was unable to devote time or talent to the
ink jet printer business
Managers needed to be able to adjust to lower gross
margins, small market and lower performance
Ink jet printer project flourished only when this was
transferred to Vancouver in British Columbia
Result: Ink Jet project was a huge success!
9
10. How to foster Disruptive Innovation?
New processes, resources and values are required. A third method
Method 3: Acquire an organization that already
has the desired resources, processes and
values
Cisco is a past master at this game – successfully
acquired several co-s between 1993 and 1997
Prime motivation was the engineers in these small
co-s and the products they made
Cisco took their resources, and bolstered logistics,
manufacturing and marketing processes
A very good example was StrataCom
Result: Tremendous synergy in CISCO
10
11. Target Markets for DI
Developing countries are ideal locations
GM set up a Buick plant in China in 2002
It targeted the middle class, and not those who could afford a
Mercedes or a BMW
DI-s compete against non consumption
The product or service that emerges from DI serves
people who were either not served earlier or were
used to poor service
Business models designed for low income markets
can be deployed in high income markets, but NOT the
other way round
Honda manufactured motor cycles for people living in
crowded and impoverished Japanese cities in the 1950-s
When Honda entered the US market in the 1960-s with the
Supercub, it was an instant hit, as US bike makers were
unwilling to sell their products at such low prices
11
12. Case Study – 1: Grameen Bank
Grameen Bank was set up by Prof. Muhammad Yunus in
Bangladesh in 1983
It was the result of a project initiated in 1976 to examine the
possibility of designing a credit delivery system for the rural poor.
Aim was to provide credit to the poorest of the poor sections of
society WITHOUT COLLATERAL!!
Group based credit – utilizes peer pressure to ensure that the
borrowers follow strict financial discipline, ensure timely repayment
and thereby increase credit standing
The bank accepts deposits, runs several development oriented
businesses such as fabric, telecom and energy
Dr. Muhammad Yunus obtained his Ph.D. from, and was a
Fulbright scholar at Vanderbilt University in the US
He started his career in the Economics dept. at Chittagong
University, Bangladesh
The Grameen Bank and Prof Yunus were awarded the Nobel
Prize for Peace in 1996
Their Low-Cost Housing Program won the World Habitat Award in
1998
Prof Yunus was awarded the Presidential Medal of Freedom by
President Obama in Aug 2009
12
13. Grameen Bank, cont’d
Guess Grameen Bank’s turnover and profits
In 2009, GB gave out $ 1.15 BB as loans
The total amount it has given in loans since it was founded is $ 8.74
BB
The profit for the year 2009 was $ 5.4 MM, compared to 19 M last yr
Story in 1983: 1250 villages with 58000 members (46% female), net
loss $ 5900
Story in 2009: 83450 villages, 8 MM members (97% female), net profit
$ 5.4 MM
Repayment rate is a staggering 98%.
Grameen methods are being applied in France, Canada, Holland and
the US
All information from www.grameen-info.org
13
14. One more story: Grameen Phone and Telecom
Grameen Telecom (GTC) was set up by Prof. Muhammad
Yunus in Bangladesh, and has a 38% stake in Grameen Phone
(GP)
The vision behind GP is that of Dr. Abdul Quadir, who has a BS
from Swarthmore, and an MBA from Wharton
He worked with the World Bank, and subsequently in some
American private financial institutions
Quadir was convinced that a mobile phone could be an income
generating device for the rural poor
When he mooted his idea, people laughed at him saying only the
very rich could afford mobile phones
Bangladesh has a per capita income of < $ 300, and a decent
mobile phone cost around $ 100 at that time.
So what did Dr. Quadir do?
14
15. More about Grameen Phone and Telecom
Quadir founded Gonophone in NYC in 1993, and this became a
launch pad for Grameen Phone
The Norwegian company Telenor made this program a reality
It lent upto $ 175 to women in rural villages – a majority of them were
small time independent entrepreneurs
The loan included the costs of the phone, the solar recharge unit, as
well as training to use and service equipment
After training, the women sold these services to the villagers on a per-
call basis at an affordable price
Pilot project was spread over 950 villages; the income of the “wireless
women” increased by $ 300 per annum – this was spent in healthcare
and education
Social status of these women increased greatly
Users could cut down on travel, and shake off their dependence on
the highly unreliable postal system to place orders, and to secure
crop information
Users could save 10% of their costs
Environmental benefits – less travel, less pollution, and no additional
construction for land lines
15
16. Still more about Grameen Phone and Telecom
A single phone in a rural area yielded a revenue of $
100 per month as opposed to $ 30 in the urban areas
It was felt that if this model could be extended, it could
generate revenues of more than $ 100 MM per year
Repayment rate is 95%!!
Nokia plays a stellar role in the supply of handsets
GP provides mobile access to 100 million people in
60000 villages
Revenues are around S 1 BB annually
16
17. DI in the automotive industry
A Rolls-Royce chassis alone cost £ 900 (c. $ 4500) in the early
1900-s. See
http://www.bentleyboys.com/Rolls-Royce%20History.htm
Along came Henry Ford, and in 1908, the Model T hit the roads at
$ 850. Competing cars were in the $ 3000-4000 range
Prices dropped to $550 in 1913 and $440 in 1915
The car was targeted primarily at farmers!!
70000 cars were sold in 1911, and this increased to 501000 in
1915
By 1914, the world market share of Model T was 48%, and in
1921, it was 56%
In India, Bullets and Yezdi-s dominated the market (250 and 250
cc), until the Japanese came with their 100 cc vehicles
Gearless scooters by Honda wiped out the Bajaj Chetak
monopoly
17
18. When does Disruptive Innovation fail?
Inadequate resources
Managers who are successful in mainstream businesses are
antithetical towards DI
They adopt and foster strategies useful in mature markets
Profit, not size, should be a driving force
Inflexible processes
Failure can occur if DI is attempted keeping existing processes in
place
For instance, between 1950 and 1980, Sony brought out 12 DI-s –
these created new markets, and brought down industry leaders
Between 1980 and 1997, not a single DI, only sustainable innovation
in terms of the Play stations, Vaio Notebooks etc
Organizational values
If there are rigid values, then a separate venture should be created to
deal with disruptive innovations
18