Idea Generation P P I M Jan23,2006
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generation of ideas particularly in marketing and the increasing incidence of plagiarisms and copycats
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In the early days of product development, the technology is inferior and lacking in performance. The focus is very much on the technology itself. The users are enthusiast who like the idea of the product, find use for it, and except the lack of performance. Then as the product becomes more mature, other factors become important, such as price, design, features, portability. The product moves from being a technology to become a consumer item, and even a community.
In this lecture we explore the change from technology focus to consumer focus, and look at why people stand in line overnight to buy the latest gadgets.
Cordless Products, Inc "Overview"
Cordless Products, Inc. seeks $11 million in funding to launch its new Blower Buddy product. The portable, handheld air blower aims to replace canned air and generate $284 million in sales within five years. Key factors for success include dominating early markets through infomercials and internet marketing, and using contract manufacturing to keep costs low. The funding would be used for initial production and advertising, with payback expected within 3-5 years through sales revenues or conversion to equity. Timing the launch for Fall/Winter 2010 is seen as crucial to success.
L09 The Innovator's Dilemma
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?
company portofolio
The document outlines various industrial and commercial product designs from an industrial design company, including fume hoods, water bottles, washing machines, medical devices, and more. The designs focus on usability, efficiency, safety, and meeting industry standards. The company provides design services for a variety of clients in sectors like healthcare, consumer goods, and industry.
Mit Innovation Lab March 2010
A talk at the Sloan School of Management, MIT on RepRap and the democratization of Fabrication Technology and emergence of open hardware communities.
Innovation Lab meeting organized by Professor von Hippel.
Orient electronics
Orient Electronics is one of the fastest growing consumer electronics companies in Pakistan. It was established in 2005 as a private limited company. Orient produces a wide range of home appliances including air conditioners, refrigerators, LED TVs, and more. It aims to introduce modern technologies at affordable prices. Orient has partnerships with foreign brands like Mitsubishi and Midea to transfer technology and build its brand image. It competes in the electronics market through affordable pricing, latest technology, and a distribution model that moves products from the company to dealers to retailers and consumers.
Blue Ocean Tsl 2009
The document discusses the concepts of blue ocean strategy and provides examples of companies that have successfully implemented it. Blue ocean strategy involves creating new market space by changing the boundaries of an industry and making competition irrelevant. Examples discussed include Apple with the iPod/iTunes by making music purchasing and listening easier and more personalized, Dell by directly selling computers to customers, and EasyJet by offering low-cost flights in Europe.
Disruptive innovation
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
When customers get clever: Managerial approaches to dealing with creative con...
Creative consumers (defined as customers who adapt, modify, or transform a proprietary offering) represent an intriguing paradox for business. On
one hand, they can signify a black hole for future revenue, with breach of copyright and intellectual property. On the other hand, they represent a gold mine of ideas and business opportunities. Central to business is the need to create and capture value, and creative consumers demand a shift in the mindsets and business models of how firms accomplish both. Based upon their attitude and action toward customer innovation, we develop a typology of firms’ stances toward creative consumers. We then consider the implications of the stances model for corporate strategy and
examine a three-step approach to dealing with creative consumers: awareness, analysis, and response.
From your desktop to your wrist: How UX is shaping the way we experience music
These are the slides for a talk I gave in UX Cambridge 2015.
A case study about the considerations that need to be taken into account when designing experiences that involve music delivered through multiple channels, working with a geographically dispersed team.
I focus on a variety of products that aim to provide a range of services - from streaming and downloading digital music to creating new radio experiences, all delivered through different platforms: radio, responsive, mobile and wearables.
Avatar as innovation
James Cameron's 2009 film Avatar broke many box office records through its innovative use of 3D techniques. Cameron had envisioned the film since 1994 but needed to wait for technology to advance sufficiently to realize his vision. Avatar used both incremental and disruptive innovations. It told the story of humans colonizing Pandora to mine the valuable mineral unobtanium, threatening the indigenous Na'vi people. Cameron pioneered new motion capture and 3D filming technologies to fully immerse viewers in the alien world of Pandora.
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