Webinar: Measuring And Monetizing Strategic Innovation Ali Zeeshan
To view recording, watch the video at end of the slide or visit https://youtu.be/AlBVmA3u37g
Measuring innovation can be difficult. Some assume that innovation is more of an art form. Or they realize that “innovation” is a word that means different things to different people, and so assume that it cannot be measured. This is unfortunate, because managing both innovation and measurement are critical to the successful execution of strategy and monetizing (or deriving tangible benefits from) your innovation efforts.
The webinar will provide valuable insights about these timely topics of performance management:
Webinar Topics
• The steps your organization can take to define what innovation means for your strategy
• The steps needed to design and implement a set of measures that will help you implement your strategy and achieve results
• Keys to monetizing innovation
• The critical factors for successfully introducing and managing strategic innovation
• How to develop and maintain a culture of innovation and entrepreneurship
New Product Development was a 3-day public workshop for managers offered for many years through what is now UW-Madison’s Center for Professional and Executive Development (CPED). Since CPED has modified its mission to focus on leadership and management training, this and other marketing classes have been discontinued. Therefore I am providing this for your individual education.
A version of this presentation with embedded hyperlinks to YouTube videos and other educational sites is available through my website, BrainSnacksCafe.com.
Enjoy!
Research and Development is the systematic activity combining both basic and applied research aimed at discovering new products or discovering new knowledge for improving the effectiveness of existing products for the innovation of business enterprise. Food and dairy industry rarely appreciate the value of R&D.
Webinar: Measuring And Monetizing Strategic Innovation Ali Zeeshan
To view recording, watch the video at end of the slide or visit https://youtu.be/AlBVmA3u37g
Measuring innovation can be difficult. Some assume that innovation is more of an art form. Or they realize that “innovation” is a word that means different things to different people, and so assume that it cannot be measured. This is unfortunate, because managing both innovation and measurement are critical to the successful execution of strategy and monetizing (or deriving tangible benefits from) your innovation efforts.
The webinar will provide valuable insights about these timely topics of performance management:
Webinar Topics
• The steps your organization can take to define what innovation means for your strategy
• The steps needed to design and implement a set of measures that will help you implement your strategy and achieve results
• Keys to monetizing innovation
• The critical factors for successfully introducing and managing strategic innovation
• How to develop and maintain a culture of innovation and entrepreneurship
New Product Development was a 3-day public workshop for managers offered for many years through what is now UW-Madison’s Center for Professional and Executive Development (CPED). Since CPED has modified its mission to focus on leadership and management training, this and other marketing classes have been discontinued. Therefore I am providing this for your individual education.
A version of this presentation with embedded hyperlinks to YouTube videos and other educational sites is available through my website, BrainSnacksCafe.com.
Enjoy!
Research and Development is the systematic activity combining both basic and applied research aimed at discovering new products or discovering new knowledge for improving the effectiveness of existing products for the innovation of business enterprise. Food and dairy industry rarely appreciate the value of R&D.
New Product Development Philosophy IB Work BetterStephen Tavares
This presentation outlines Philosophy IB's offerings in the New Product Development space including governance and process design and outsourced project management.
A marketing plan is a written document detailing the current situation with respect to customers, competitors, and the external environment and providing guidelines for objectives, marketing actions, and resource allocations over the planning period for either an existing or a proposed product or service.
Feasibility Analysis
Feasibility analysis is the process of determining whether a business idea is viable.
It is the preliminary evaluation of a business idea, conducted for the purpose of determining whether the idea is worth pursuing.
Feasibility analysis takes the guesswork (to a certain degree) out of a business launch, and provides an entrepreneur with a more secure notion that a business idea is feasible or viable.
Comprehensive Feasibility Analysis, Product/Service Desirability
New Product Development Philosophy IB Work BetterStephen Tavares
This presentation outlines Philosophy IB's offerings in the New Product Development space including governance and process design and outsourced project management.
A marketing plan is a written document detailing the current situation with respect to customers, competitors, and the external environment and providing guidelines for objectives, marketing actions, and resource allocations over the planning period for either an existing or a proposed product or service.
Feasibility Analysis
Feasibility analysis is the process of determining whether a business idea is viable.
It is the preliminary evaluation of a business idea, conducted for the purpose of determining whether the idea is worth pursuing.
Feasibility analysis takes the guesswork (to a certain degree) out of a business launch, and provides an entrepreneur with a more secure notion that a business idea is feasible or viable.
Comprehensive Feasibility Analysis, Product/Service Desirability
Business Research Plan Proposal PowerPoint Presentation SlidesSlideTeam
If your company needs to submit a Business Research Plan Proposal PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. https://bit.ly/3omBF6X
Strategic Planning
Unrestricted
“the managerial process of creating and
maintaining a fit between the organization’s
objectives and resources and the evolving
market opportunities”
What is strategic planning?
• Goal:
• Long-term growth and profitability
• Addresses two questions:
• What is the organization’s main activity
(currently)?
• How will it reach its goals?
Strategic planning
• A subgroup of a single business or a collection of
related businesses within the larger organization
Strategic business units
• Each SBU has:
• A unique target market
• Control over its resources
• Its own unique competitors
• A unique strategic plan
• May have its own accounting, R&D,
manufacturing, marketing
Strategic business units
Strategic alternatives - tools
Ansoff’s strategic opportunity matrix
The innovation matrix
• Yellow:
• Core Innovation
• Uses existing assets
• Ex: Tide Pods
• Orange:
• Adjacent Innovation
• Uses existing abilities in new ways
• Ex: Crest Whitestrips
• Red:
• Transformational Innovation
• New markets, new products, new businesses
• Ex: Uber/Lyft
The innovation matrix
Core Innovation
Next year’s car
Adjacent Innovation
Electric car
Transformational
Innovation
App-based taxi service
The innovation matrix
• Portfolios: SBUs will have a range of performance
in terms of growth and profitability
• This matrix organizes each SBU by their present or
future growth and market share
• Relative market share:
• The ratio between the company’s market share and the
share of the largest competitor
Boston Consulting Group’s Portfolio Matrix
Boston Consulting Group’s Portfolio Matrix
Boston Consulting Group’s Portfolio Matrix
Build Build or Harvest
Hold or Harvest Divest
Boston Consulting Group’s Portfolio Matrix
The General Electric Model
• Ansoff’s Matrix:
• Helps you choose between current options (the
present market and what you can currently offer)
and new options (a new market and/or new
products)
• Innovation Matrix:
• Illustrates how opportunities change as you move
away from core capabilities
• Boston Consulting Matrix:
• Helps you analyze the performance of a portfolio of
SBUs
• General Electric:
• Adds more nuance to the Boston Consulting matrix
When to use what?
• Based on the company or SBU’s strategy,
managers can now create a marketing plan
• Process of anticipating future events and determining
strategies to achieve organizational objectives in the
future
Planning
• Designing activities relating to marketing objectives and
the changing marketing environment
Marketing planning
• Written document that acts as a guidebook of
marketing activities for the marketing manager
Marketing plan
The Marketing Plan
• To provide clearly stated activities that help
employees and managers understand and work
toward common goals
• To allow the examination of the marketing
environment in conjunction with the inner
workings of the businesses
• To help marketing ma.
Research shows that 75% of change initiatives fail due to misdiagnosis – poor framing for and solving the wrong problem. Through business evaluation, market analysis and customer researach, we offer comprehensive solutions for sustainable growth.
Game Changing Quality Strategies that Drive Organizational Excellencekushshah
Quality in the past was more related conforming to requirements, in lot of cases as it relates to engineering requirements and not necessarily enthusiastic customer experience. It was a very narrow definition of quality and focused more on Things Gone Wrong. Goal was to reach a level of customer accepted.
Quality definition today is much broader and winning in quality in this highly competitive environment requires deployment game changing quality strategies.
We will discuss how to infuse the voice of the customer into the way we design our products and services so that they exceed customer expectations. Organizations that engage all functions within enterprise and are customer centric will differentiate themselves from the rest of the competition. This presentation will provide an integrated roadmap on how to integrate proactive quality strategies such as Design for Six Sigma (DFSS), Advanced Product Quality Planning (APQP), Design Failure Modes and Effects Analysis (DFMEA), Process Failure Modes and Effects Analysis (PFMEA) along with reactive strategies such as Six Sigma and control plans to achieve organizational excellence.
Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
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Empowering the Data Analytics Ecosystem: A Laser Focus on Value
The data analytics ecosystem thrives when every component functions at its peak, unlocking the true potential of data. Here's a laser focus on key areas for an empowered ecosystem:
1. Democratize Access, Not Data:
Granular Access Controls: Provide users with self-service tools tailored to their specific needs, preventing data overload and misuse.
Data Catalogs: Implement robust data catalogs for easy discovery and understanding of available data sources.
2. Foster Collaboration with Clear Roles:
Data Mesh Architecture: Break down data silos by creating a distributed data ownership model with clear ownership and responsibilities.
Collaborative Workspaces: Utilize interactive platforms where data scientists, analysts, and domain experts can work seamlessly together.
3. Leverage Advanced Analytics Strategically:
AI-powered Automation: Automate repetitive tasks like data cleaning and feature engineering, freeing up data talent for higher-level analysis.
Right-Tool Selection: Strategically choose the most effective advanced analytics techniques (e.g., AI, ML) based on specific business problems.
4. Prioritize Data Quality with Automation:
Automated Data Validation: Implement automated data quality checks to identify and rectify errors at the source, minimizing downstream issues.
Data Lineage Tracking: Track the flow of data throughout the ecosystem, ensuring transparency and facilitating root cause analysis for errors.
5. Cultivate a Data-Driven Mindset:
Metrics-Driven Performance Management: Align KPIs and performance metrics with data-driven insights to ensure actionable decision making.
Data Storytelling Workshops: Equip stakeholders with the skills to translate complex data findings into compelling narratives that drive action.
Benefits of a Precise Ecosystem:
Sharpened Focus: Precise access and clear roles ensure everyone works with the most relevant data, maximizing efficiency.
Actionable Insights: Strategic analytics and automated quality checks lead to more reliable and actionable data insights.
Continuous Improvement: Data-driven performance management fosters a culture of learning and continuous improvement.
Sustainable Growth: Empowered by data, organizations can make informed decisions to drive sustainable growth and innovation.
By focusing on these precise actions, organizations can create an empowered data analytics ecosystem that delivers real value by driving data-driven decisions and maximizing the return on their data investment.
Data Centers - Striving Within A Narrow Range - Research Report - MCG - May 2...pchutichetpong
M Capital Group (“MCG”) expects to see demand and the changing evolution of supply, facilitated through institutional investment rotation out of offices and into work from home (“WFH”), while the ever-expanding need for data storage as global internet usage expands, with experts predicting 5.3 billion users by 2023. These market factors will be underpinned by technological changes, such as progressing cloud services and edge sites, allowing the industry to see strong expected annual growth of 13% over the next 4 years.
Whilst competitive headwinds remain, represented through the recent second bankruptcy filing of Sungard, which blames “COVID-19 and other macroeconomic trends including delayed customer spending decisions, insourcing and reductions in IT spending, energy inflation and reduction in demand for certain services”, the industry has seen key adjustments, where MCG believes that engineering cost management and technological innovation will be paramount to success.
MCG reports that the more favorable market conditions expected over the next few years, helped by the winding down of pandemic restrictions and a hybrid working environment will be driving market momentum forward. The continuous injection of capital by alternative investment firms, as well as the growing infrastructural investment from cloud service providers and social media companies, whose revenues are expected to grow over 3.6x larger by value in 2026, will likely help propel center provision and innovation. These factors paint a promising picture for the industry players that offset rising input costs and adapt to new technologies.
According to M Capital Group: “Specifically, the long-term cost-saving opportunities available from the rise of remote managing will likely aid value growth for the industry. Through margin optimization and further availability of capital for reinvestment, strong players will maintain their competitive foothold, while weaker players exit the market to balance supply and demand.”
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...
Financial aspect
1. New Product Development
and Performance in the
Banking Industry
Sook-Fun Fong
May-Chiun Lo PUNEET D. SINGH
T. Ramayah 1416FM028
2. Abstract
• Objective of the articles is to hypothesis the impact of new product
development on organization performance
• 250 banks participated in this study
• Test hypothesis that comprised of firm image, brand strength,
market sensing capability ,product innovativeness and new product
quality on new product performance and subsequently
bootstrapping was conducted to investigate the standard error of
the estimate and t-value
• The findings revealed that four types of new product development
factors namely firm image, brand strength, product innovativeness
and new product quality were found positively related to new
product performance
3. Introduction
• Project management assist organizations to plan,ensure,repeatable
sales and market-driven product and services to suit the needs and
wants of the customers(jhonson,2009)
• Past studies have indicated that many large companies have a high
product failure rate of new product development at more than 65
percent(adams,2010)
• One of the reasons for the failure is the introduction of an
unattractive new product in the market(Euchner.2008)
• New product development is a difficult process but it has ben
identified as an important precursor to performance
(bendoly,bharadwaj &bharadwaj,2012)
4. Conceptual background and hypotheses
• New product management
new product management is an important function in an origination. As it helps to
identify and quantify problems and opportunities in the market segment According to
windley(2002), product management focuses on customer’s needs and wants rather than
on the organization's assets, such as technology, and employee skills
• Firm image
Firm image is an intuitively appealing concept where a favorable image can boost sales
through increased customer satisfaction and loyalty
• Brand strength
Brand represents a product’s position in the mind of the customers i.e. CSR
• Market-sensing capability
Market-sensing capability is one of the firm’s rate rare valuable and difficult-to-imitate
resources that can be used to achieve superior business performance
• Product innovativeness
An organization's innovativeness can be defined as product newness, product advantages,
product-company fit and innovation-market fit.
5. • New product development
Quality can be segregated into objective quality and perceive quality in
which objective quality is defined as actual technical excellence of the
product that can be verified and measured
• Performance measurement
Performance measurement serves the purpose of ensuring that an organization
pursues strategies that will lead to achievement of the overall goals and
objectives
• New product performance
New product performance is the outcome of new product in the market
that depends on the design to specifications and the ability to translate
the customers needs into product specifications
6. • Relational performance
• Relational performance shows how smooth the interactions are carried out
and how easy the barriers across organizations can be overcome
• Customer satisfaction
• Customer satisfaction indicates how well the product-use experience
compares to the customer’s value expectation
7. Development of hypotheses
• Firm image and performance measurement
there are researchers who hypothesized that corporate reputation and company
image is positively related to firm superior performance. Hence following
hypotheses have been developed.
• H1:Firm image is positively related to new product performance
• H2:Firm image is positively related to new relational performance
• H3:Firm image is positively related to new customer satisfaction
• Brand strength and performance measurements
Brand can in fact be a source of achieving a firm’s superior performance such as
abnormal returns. Hence the following hypotheses have been develop
• H4:Brand strength is positively related to new product performance
• H5:Brand strength is positively related to new relational performance
• H6:Brand strength is positively related to new customer satisfaction
8. • Market-sensing capability
• Market-sensing capability is recognized as the most important determinant of
sustainable competitive advantage and superior business performance
• H7:market-sensing is positively related to new product performance
• H8:market-sensing is positively related to new relational performance
• H9:market-sensing is positively related to new customer satisfaction
• Product innovativeness and performance measurements
• Atuahene-gima(1996) hypothesized that there are positive associations
between a firm’s innovativeness, market success and a project on the firm’s
overall performance
• H10:product innovativeness is positively related to new product performance
• H11:product innovativeness is positively related to new relational
performance
• H12:product innovativeness is positively related to new customer
satisfaction
9. • New product quality and performance measurements.
Performance of the product such as product quality can be identified through the positive
market response and improvement in the product attributes itself
• H13:New product developments positively related to new product performance
• H14:New product development is positively related to new relational performance
• H15:New product development is positively related to new customer satisfaction
10. UNDERLYING THEORY
• Resource-based theory
• Popular theory for competitive advantage
• 3distinct sub groups
Tangible assets
Plant, equipment's, etc.
Intangible assets
Trademarks,brands,patents
Capabilities
Skills, of individual and group
11. • Comparative advantage theory
• Exist when offering provide superior value and can be produce at low price
• Few foundations
• Firstly, the demand in the market is heterogeneous and dynamics and this
can be identified by the organization ability to sense the market in order to
achieve a favorable new product performance, good relational performance
and customer satisfaction
• Secondly, the origination objective is to achieve superior financial
performance such as high profit .as a result, an origination that has a good
image will lead to favorable new product performance and good relation
with the stake holders and customers
• Third, Resources are tangible and intangible entities, Intangible resources
such as firm image, market-sensing capability, relationship management,
skill and knowledge can be used to apply
12. Methodology
• Respondents where the [persons who have been with the
local banks in Malaysia for more than a year
• A total 250 pairs of questionnaires where distributed
• 1section to collect the personal profile and demographic
data
• Section 2 required the respondent to rate 51 items on how
product development such as firm image, brand strength,
market-sensing capability, product innovativeness and
new product development attempted to influence
performance, relational performance and customer
satisfaction in banking sectors
13. findings
• Assessment of the measurement model
• Conducted when the relationship among the conceptual
factors of interest and underlying construct were measured
• TABLE 1,2 & 3 more than 0.60
• Assesment of the structural model
14.
15.
16. Implications
• This study has a number of theoretical and practical implicational for
both scholar and practitioners, particularly in the domain of new
product development
• First- few study has been made on nod in banking sectors
• Better understanding of NPD such as firm image, brand strength…….
• Second-provide useful guidance for those interested in Debut the
research is still limited in its ability to provide an unequivocal
guidance
• As highlighted by yam(2010) NPD serves an important strategy and
function in org that enables org to achieve to achieve strategic
competitiveness and earn above-average returns
17. Implications and directions for
future research
• There are several limitation
• 1-the study focus on the customer who have been to
Malaysian bank for mare than one year
• 2-the study is a cross-sectional study ,where the data were
obtained from the respondents at a single period of time
and can only provide a static perspective on fit
18. Conclusion
NPD plays an important role
Effective and efficient NPD lead to overall product and
relational performance and customer satisfaction
The findings of this study have offered considerable
insights into the effective measurements
The study revealed the customer perception about the
relationship of new product development on the
performance measurements