Cambridge Consultants Innovation Day 2012: Creating global adoption

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If a product, especially a medical product, is to be truly successful in increasingly competitive markets, it needs to be accepted and adopted by regulators and users alike, being safe to use while delighting the target audience. The barriers are made increasingly more difficult if your product is going to achieve success on a global platform. In this talk we examine what is required to develop a product that takes account of the needs of multi-markets and the range of cultural and social issues you will encounter when creating a product that can achieve success in both Japan and New Jersey.

Business

Creating Global Adoption

Client: Innovation Day 2012
Melanie Turieo | Serge Roux

Commercially Confidential 13 November 2012 INNOV12-P-055 v1.0

HELLO! I’M…

Melanie Turieo Serge Roux

Must be safe
Must be portable
Should be compact
Should inspire cleanliness
Should be 100% recyclable
Should reduce waste

Ms. Mr.
WHAT
Commercially Confidential 2
HOW
13 November 2012 INNOV12-P-055 v1.0

HOW DO YOU MAKE A PRODUCT FOR

THIS CROWD… …AS WELL AS THIS CROWD ?

Commercially Confidential 3 13 November 2012 INNOV12-P-055 v1.0

The context
trap

Commercially Confidential 4 13 November 2012 INNOV12-P-055 v1.0

The culture
trap

Commercially Confidential 5 13 November 2012 INNOV12-P-055 v1.0

The illustration
trap

Commercially Confidential 6 13 November 2012 INNOV12-P-055 v1.0

The market
trap

Commercially Confidential 7 13 November 2012 INNOV12-P-055 v1.0

R2R
VARIABILITY
(Region to Region)

Commercially Confidential 8 13 November 2012 INNOV12-P-055 v1.0

THE
TARGET USER
CONNUNDRUM

Commercially Confidential 9 13 November 2012 INNOV12-P-055 v1.0

VARIABILITY
&
IMPACT

Commercially Confidential 10 13 November 2012 INNOV12-P-055 v1.0

VARIABILITY
&
IMPACT

Commercially Confidential 11 13 November 2012 INNOV12-P-055 v1.0

VARIABILITY
&
IMPACT

Commercially Confidential 12 13 November 2012 INNOV12-P-055 v1.0

VARIABILITY
&
IMPACT

Commercially Confidential 13 13 November 2012 INNOV12-P-055 v1.0

Dealing with complexity

ELIMINATE

ALLOCATE

EDUCATE

Commercially Confidential 14 13 November 2012 INNOV12-P-055 v1.0

ELIMINATE

Do not reinvent the wheel

Commercially Confidential 15 13 November 2012 INNOV12-P-055 v1.0

ELIMINATE

Eliminate failure modes

Commercially Confidential 16 13 November 2012 INNOV12-P-055 v1.0

ELIMINATE

Eliminate bespoke resources

Commercially Confidential 17 13 November 2012 INNOV12-P-055 v1.0

ALLOCATE

Absorb complexity into
the device

Commercially Confidential 18 13 November 2012 INNOV12-P-055 v1.0

ALLOCATE

Assign complexity to the
most agile component

Commercially Confidential 19 13 November 2012 INNOV12-P-055 v1.0

EDUCATE

Make
the result apparent

Commercially Confidential 20 13 November 2012 INNOV12-P-055 v1.0

EDUCATE

Reinforce intended use

Commercially Confidential 21 13 November 2012 INNOV12-P-055 v1.0

AS A RECAP…

Stratify your
MARKET
wisely
and understand
VARIABILITY

Build a
HUMAN
platform
with an agile
PERSONALITY

Commercially Confidential 22 13 November 2012 INNOV12-P-055 v1.0

Thank you!

Client: Innovation Day 2012
Melanie Turieo | Serge Roux

Commercially Confidential 13 November 2012 INNOV12-P-055 v1.0

Lingel Windows has been operating in India since 2006 and is a leading manufacturer of windows and doors in Europe. When it started in India, the UPVC market was small but Lingel introduced UPVC windows, which were unknown at the time. It has since expanded across India and now has a nationwide network of over 25 cities. Lingel focuses on training employees and dealers to have technical knowledge of the products and providing excellent customer service and satisfaction.

Portfolio Roland Zeder: INNOVATION WORK

rolandzed

This document appears to be a portfolio for Roland Zeder showcasing his work experience in product innovation across many industries. It provides brief descriptions of over 15 projects he has worked on, highlighting the objectives and key innovations for each. The portfolio aims to demonstrate Zeder's broad experience leading cross-functional teams from concept through market introduction for both consumer and industrial products.

Go To Market Workshop

OM Careers Society

The document provides an overview of a workshop on understanding markets and go-to-market strategy. It discusses several key aspects of defining a target market, including identifying customer needs and pain points. It then outlines steps for developing an effective go-to-market strategy, including defining messaging and partnerships, identifying sales processes, and structuring product deployment.

New product development & adoption process ppt @ bec doms mba 2010

Babasab Patil

This document discusses the new product development and adoption process. It begins by defining different types of new products and organizing an effective process for development. This includes idea generation, screening, concept testing, business analysis, product development, test marketing, and commercialization. It then describes the product adoption lifecycle and factors influencing adoption rates. Finally, it outlines the different categories of adopters - innovators, early adopters, early majority, late majority, and laggards - and how the rate of diffusion varies over time.

Go-to-Market Business Plan Template

Joseph Schwartz

This document provides an overview of an integrated go-to-market approach for B2B product and service providers focused on customer acquisition and retention. It outlines elements of the approach including a go-to-market readiness assessment, an integrated planning and operating model, and a value framework. The integrated planning and operating model addresses key challenges through collaboration, planning, execution, reporting and leadership. The value framework helps clearly define value drivers, differentiators, and customer value to guide marketing and sales.

Blue Ocean Strategy Summary

jessestarmer

The document discusses key concepts from Blue Ocean Strategy, including: 1. Value innovation is created by favorably affecting both cost structure and value proposition to buyers. Costs are reduced by eliminating competition factors while buyer value is increased by offering new elements. 2. Blue ocean strategy aims to create new market space by breaking the value-cost tradeoff, while red ocean strategy involves competing in existing market space on factors like cost or differentiation. 3. Tools for developing blue ocean strategy include the strategy canvas, four actions framework, buyer utility map, and analyzing the buyer experience cycle. The strategic sequence and evaluating ideas on utility, price, cost and adoption are also discussed.

Go to Market 101

vinodharith

Go-to-Market Strategy vs Marketing Strategy

Armando-Jose Diaz Phd MBM MBA

The document discusses go-to-market strategies versus marketing strategies. It notes that go-to-market strategies specifically focus on product launches, while marketing strategies can apply to ongoing activities. Go-to-market strategies involve additional components to coordinate with product development. Once launched, the go-to-market strategy evolves into an overall marketing strategy. The document then provides details on developing effective go-to-market strategies, including defining target markets, sales processes, distribution channels, and product roadmaps.

This document summarizes the customer adoption process and factors that influence it. It discusses diffusion of innovations through communication channels over time within a social system. The main elements that determine an innovation's rate of adoption are its characteristics like relative advantage and complexity. Consumer adoption involves awareness, interest, evaluation, trial, decision, and confirmation stages. Consumers fall into categories like innovators, early adopters, early majority, late majority and laggards. Situational influences like physical and social surroundings also impact consumer behavior.

Go to Market Strategy

Rajiv Netra

Go-To-Market Strategy - Entrepreneurship 101 (2012/2013)

MaRS Discovery District

Go to market planning

Mike McCormac

This document outlines a seven-step process for creating an effective go-to-market plan. It details the key questions that should be addressed at each step and the deliverables that result from completing each step. The seven steps include defining the product or service, target markets, value proposition, marketing and sales channels, sales process, required organizational structure, and supporting business processes. Following the seven steps will result in a comprehensive go-to-market plan that can be actionably implemented.

Go to-market strategy for B2B SaaS companies

Guillaume Lerouge

Product launch ppt

Prateek Mishra

52 Types of Marketing Strategies

The Cult Branding Company

This document outlines 52 different types of marketing strategies and tactics that businesses can use. Some examples mentioned include cause marketing like Toms Shoes giving away free pairs of shoes, relationship marketing like Walgreens seeing increased spending from loyal customers, and viral marketing like WestJet's Christmas video receiving millions of views. The document provides brief descriptions and examples for each type of marketing strategy.

How To (Really) Get Into Marketing

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Inside this guide, you'll learn an insiders tips and techniques to getting into the marketing industry - no job applications necessary. You'll learn what marketing really is, why you'll find a job easily, what entry level marketing jobs look like and four actionable things you can try right now to help get you into the marketing industry. Visit Inbound.org and the Inbound.org/jobs community jobs board to find opportunities and connect with professional marketers from all over.

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Cambridge Consultants Innovation Day 2012: Creating global adoption

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Cambridge Consultants Innovation Day 2012: Creating global adoption