Collaboration among companies is often claimed to become the source of distinctive competitive advantage to companies. Trust belongs to key determinants of collaboration. The literature on innovation suggests that innovative companies have well mastered two processes: creation of ideas and transformation of ideas into new solutions. In this presentation these two areas are the focal point. We seek for the information about the customer role as a generator of ideas and its impact on the process of their implementation.
The presentation is based on case studies of Polish companies, which are compared with a case study from Japan. This approach allows comparison of the situation in countries with low and very high innovation economy. In the Polish respondent opinion the Japanese advertising agencies market operates on totally different rules than in Poland. Areas indicated by representatives of both agencies concern mainly the role of trust in the cooperation with external stakeholders.
The advertising market in Poland is still young and highly fragmented. The transactional approach represented by polish agencies results in concentrating on the development of projects and selling capabilities. There is no place, time and knowledge to maintain customers and to develop their loyalty. The fight for customers, often on the borderline of ethics, and price, as the main determinant of project selection, inhibit innovation. The approach to relationships represented by the Polish companies is rooted in the culture. Looking more broadly at the issue of trust in relationships and the role of relationships in the innovation process we refer to the transition economy, which is characterized by a lack of confidence
Dr. Sabine Brunswicker's presentation about the future of open innovation as presented at the 7th European Innovation Summit of the European Parliament: A Pact for Innovation. December 7th, 2015 in Brussels, Belgium.
Dr. Sabine Brunswicker's presentation about the future of open innovation as presented at the 7th European Innovation Summit of the European Parliament: A Pact for Innovation. December 7th, 2015 in Brussels, Belgium.
Disrupted Disruptions. Lessons from Potential Disruptive Innovations that bar...Abayomi Baiyere
Some potentially disruptive innovations (DI) will either not survive long enough or will not sustain their momentum sufficiently to eventually become disruptive. What value can we then extract from these occurrences to better understand how to sustain a potential DI? Conversely how does this phenomenon contribute to our knowledge of dealing with threats of disruptive innovation? This paper advances the concept of disrupted disruptions and reveals the surrounding elements and traits that can make an innovation with a disruptive promise to loose such potential. It also gives us understanding of how an innovation may lose such capacity due to the characteristics of the innovation itself or the responding actions of the industry/company being disrupted. The paper further present four propositions based on which a model - DIVE was then developed to conceptualize the characteristics and response attributes that characterize disrupted disruptions.
Synergies between India and Sweden. Sweden is a highly industrialized country, with successful firms like Ikea, Volvo, Ericsson, SKF present all over the world. Paradoxically, its citizens here are not sufficiently exposed to the global world, especially India
and China. Sweden also is trying to attract foreign students to its shores, but has a branding issue and faces many challenges. India is going through a prolonged period of growth, fuelled by industries like IT, Biotechnology,
textiles to name a few. It has a youthful population and faces interesting challenges of its own, in providing skills and opportunities to the youngest world force in the world.
An initial look at an alternative to internships that seeks to provide experience producing reports, networking opportunities, and exposure to the professions studied. This initiative was launched in response to new information regarding DHS employee education preparation, an increased interest in teaching to increase critical and creative thinking, and a limit on available internships. Students engage in individually-graded group assignments, submit and resubmit reviewed work, and selected reports and summaries are identified as able to be submitted to official agencies and organizations.
Introduction to Social Media for filmmakersSales Hub Pro
A brief introduction to the idea of using social media and the internet to tell stories through the medium of film and television. The slides are a collection of ideas and references that are useful for anyone working with narrative, storytelling and writing for various mediums. Andrew McAvinchey with slides and links from many sources including Stephanie Spiro who provided the slides on Twitter use
Disrupted Disruptions. Lessons from Potential Disruptive Innovations that bar...Abayomi Baiyere
Some potentially disruptive innovations (DI) will either not survive long enough or will not sustain their momentum sufficiently to eventually become disruptive. What value can we then extract from these occurrences to better understand how to sustain a potential DI? Conversely how does this phenomenon contribute to our knowledge of dealing with threats of disruptive innovation? This paper advances the concept of disrupted disruptions and reveals the surrounding elements and traits that can make an innovation with a disruptive promise to loose such potential. It also gives us understanding of how an innovation may lose such capacity due to the characteristics of the innovation itself or the responding actions of the industry/company being disrupted. The paper further present four propositions based on which a model - DIVE was then developed to conceptualize the characteristics and response attributes that characterize disrupted disruptions.
Synergies between India and Sweden. Sweden is a highly industrialized country, with successful firms like Ikea, Volvo, Ericsson, SKF present all over the world. Paradoxically, its citizens here are not sufficiently exposed to the global world, especially India
and China. Sweden also is trying to attract foreign students to its shores, but has a branding issue and faces many challenges. India is going through a prolonged period of growth, fuelled by industries like IT, Biotechnology,
textiles to name a few. It has a youthful population and faces interesting challenges of its own, in providing skills and opportunities to the youngest world force in the world.
An initial look at an alternative to internships that seeks to provide experience producing reports, networking opportunities, and exposure to the professions studied. This initiative was launched in response to new information regarding DHS employee education preparation, an increased interest in teaching to increase critical and creative thinking, and a limit on available internships. Students engage in individually-graded group assignments, submit and resubmit reviewed work, and selected reports and summaries are identified as able to be submitted to official agencies and organizations.
Introduction to Social Media for filmmakersSales Hub Pro
A brief introduction to the idea of using social media and the internet to tell stories through the medium of film and television. The slides are a collection of ideas and references that are useful for anyone working with narrative, storytelling and writing for various mediums. Andrew McAvinchey with slides and links from many sources including Stephanie Spiro who provided the slides on Twitter use
Negative customer experiences and intellectual liabilitiesHarri Laihonen
Presentation in ICICKM 2014 in Sydney. The paper aims to elaborate how customers’ negative experiences are perceived and encountered in construction business. Negative experiences are investigated through intellectual capital approach. Special interest lays in intellectual liabilities that are categorized into two main categories: 1) obligations or risks and 2) depreciation of intellectual capital. The paper applies qualitative research approach with empirical data gathered by interviewing 10 employees representing four different construction companies in Finland. Analysis of the interview data leads to the recognition of six major antecedents of intellectual liabilities.
Innovation journey study final report - october 2013 - summaryAlastair Ross
Summary of study into innovation approaches of technology based businesses in the UK and Denmark by Codexx, University of Exeter and the University of Aalborg.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Relationships as source of innovations in advertising industry: comparative study of Polish and Japanese approaches
1. RELATIONSHIPS AS SOURCE OF
INNOVATIONS IN ADVERTISING INDUSTRY
COMPARATIVE STUDY OF POLISH AND JAPANESE
APPROACHES
Y. Hara, K. Hosoi,
G. Leszczyński, M. Zieliński
Combining the Social and Technological Aspects of Innovation:
Relationships and Networks
The 28th IMP Conference
Thursday, September 13, 2012
2. Polish approach?
Japanese approach?
RELATIONSHIPS AS A SOURCE OF
INNOVATIONS IN ADVERTISING INDUSTRY
Thursday, September 13, 2012
3. STARTING POINT
• Traditional approach to innovation process places the source of ideas inside
the company while open innovation approach treats customer as an
external source of new ideas for the company (Von Hippel, 1978, Hyland et
al., 2006, Chesborough 2003, Bjork and Magnusson 2009).
• Process of innovation requires collaboration of actors, activities and
resources at intra- and inter-firm levels (Rothwell 1994).
• That concept is based on well established relationships, which, in turn,
require trust between the company and the partners with whom it
cooperates for innovation. Mutual trust between partners is on the top of
the list of factors that affect performance of collaboration (Gulati, 1995,
Dyer and Hatch, 2004)
• However sometimes distrust is usual.
Thursday, September 13, 2012
4. SCOPE OF THE STUDY
Purpose
The main reason for taking this subject have been concerns raised by managers in relation to the
possible use of customer relationships in the exploration and development of innovation in service
companies. Therefore the paper deals with the issue of low innovativeness of Polish service
companies.
Literature addressed
The impact of external actors on innovation of the company was discussed in the literature related
to new product development (Wuyts et al., 2004), innovation (Laursen & Salter, 2006), business-to-
business relationships (Håkansson et al., 2009; Chen et al. in 2011; Salunke et al. 2011).
The recognized contribution of services to economic growth contributed to the studies of
innovation within services (de Jong et al., 2003; Hauknes, 1998; Howells & Tether, 2004; Miles, 2005).
However the impact of distrust relationships on collaboration with customer still needs clarification.
Advertising companies
Advertising companies were chosen for that study because this industry is defined as a “co-creation
service” one, where a high level of participation of the customer is required to create the service
and the service itself is advisory and problem-solving (Bolton and Saxena-Iyer, 2009).
Thursday, September 13, 2012
5. SERVICE INNOVATION
Aa and Elfring (2002) define service innovation as: new combination of services or service
elements, reproduction of service, involvement of customer, adoption of technology.
Mager and Sangiorgi (2005) suggest 3 dimensions of service innovation:
• market - pricing and offering strategies are developed
• organizational and production - processes and organizational models are invented
• relational - the social and cultural aspects of service experience include the users’
perspective
The presumed advantage of collaborating with customers for service innovation relates to:
generation of service ideas and information about user requirements
• comments on new concepts
• assistance on development and testing of prototypes
• assistance in diffusion (Chen et al. 2011)
We are focused on cases of involvement of customer, inclusion of his perspective and
integration of new knowledge in innovation process in advertising companies.
Thursday, September 13, 2012
6. RESEARCH FRAMEWORK
An open innovation model directs our attention to:
• Social capital of advertising companies that is created by the sum of the actual
and potential resources embedded within, available through and derived from
the network of relationships possessed by an individual or social unit (Nahapiet
and Ghoshal 1998).
Parties that have high social capital should exchange information more easily
and with bigger number of parties (Wu et al 2008)
• Learning orientation, which allows incorporation of the innovative potential
inherent in the relationships. Innovative companies are characterized by
openness to comments and recommendations from the environment,
particularly communicated by customers (Kanter 1988).
Both inter- and intra-organizational cooperation needs relationships based on
trust because it enables sharing of information. The impact of trust/distrust on
social capital and learning orientation is discussed.
Thursday, September 13, 2012
7. METHODLOGY
CASE STUDY IN TWO COUNTRIES
Thursday, September 13, 2012
8. METHODLOGY
CASE STUDY IN TWO COUNTRIES
Ad industry
Focal point is:
•Trust
•Learning orientation
•Social capital
•Innovation process
Thursday, September 13, 2012
9. METHODLOGY
CASE STUDY IN TWO COUNTRIES
Ad industry
Focal point is:
•Trust
•Learning orientation
•Social capital
•Innovation process
1.Interviews in Poland (Case 1&2) 1.Interviews in Japan (Case 3)
Thursday, September 13, 2012
10. METHODLOGY
CASE STUDY IN TWO COUNTRIES
Ad industry
Focal point is:
•Trust
•Learning orientation
•Social capital
•Innovation process
1.Interviews in Poland (Case 1&2) 1.Interviews in Japan (Case 3)
Thursday, September 13, 2012
11. METHODLOGY
CASE STUDY IN TWO COUNTRIES
Ad industry
Focal point is:
•Trust
•Learning orientation
•Social capital
•Innovation process
1.Interviews in Poland (Case 1&2) 1.Interviews in Japan (Case 3)
2.Discussing on Japanese case 2.Discussing on polish case
Thursday, September 13, 2012
12. CONTEXT
Poland Japan
• transition → market economy • market economy
• services: 54,5% of GDP • services: 75,7%
• one of lowest level of innovation • one of the most innovative economies
among OECD countries, below EU • focused on giving and receiving results
average in a long time
• lowest trust and collaboration among
EU countries
• Polish managers expect quick results of
their actions because of the short-term
orientation
Thursday, September 13, 2012
13. CASE 1
Opportunities
lack of trust exploitative learning orientation
short time relationships
Customer is not perceived as a source of innovation
Thursday, September 13, 2012
14. CASE 1
Opportunities
lack of trust exploitative learning orientation
short time relationships
Customer is not perceived as a source of innovation
Thursday, September 13, 2012
15. CASE 2
lack of trust
lack of faith in the customer’s knowledge
short time relationships
Customer is kept out of the process of innovation
Thursday, September 13, 2012
16. CASE 2
lack of trust
lack of faith in the customer’s knowledge
short time relationships
Customer is kept out of the process of innovation
Thursday, September 13, 2012
19. CASE 3
Clan
Always working with same Clan members
Thursday, September 13, 2012
20. CASE 3
Clan
Always working with same Clan members
Thursday, September 13, 2012
21. CASE 3
Clan
Always working with same Clan members
Foster trust
Thursday, September 13, 2012
22. CASE 3
Clan
Always working with same Clan members
Foster trust
Thursday, September 13, 2012
23. CASE 3
Clan
Always working with same Clan members
Foster trust
Incremental innovation
Thursday, September 13, 2012
24. CASE 3
Changing network
New knowledge
Radical innovation
Thursday, September 13, 2012
25. CASE 3
Outside Agent
Changing network
New knowledge
Radical innovation
Thursday, September 13, 2012
26. JAPANESE PERCEPTION OF POLISH
APPROACH
Japanese respondents were surprised on distrustful
relationship in Polish advertising industry. They said that they
couldn’t create good works without the trust. Trust and
cooperation with others is a basic and minimum request to do
creative works in Japanese advertising industry.
lack of trust and loyalty
a lot of time is spent to define contract
linear and intra innovation process
Thursday, September 13, 2012
27. POLISH PERCEPTION OF JAPANESE
APPROACH
The Polish managers from both researched agencies were surprised
by the importance of customer relationships that are the deciding
factor in selection of the agency. Cooperation with thirds
parties agencies is impossible in Polish circumstances. The Japanese
concept of clans seems to be very interesting, however this solution
may be difficult to transfer to Polish market
Personnel exchange (clans)
Foster the trust, contracts are not needed
Network model of innovation
Thursday, September 13, 2012
28. CONCLUSIONS
• Customer is not regarded as a source of innovation in both countries, but his role is different due to
trust/distrust
• Customer role:
• in Poland at the beginning and at the end of process,
• in Japan - customer’s perspective included, customer involved in the process
• In polish ad agencies lack of trust limits the possibilities of collaboration with customer and other
actors
• Reinforcement of trust needs time, so companies might focus on development of social capital or
modification / development of their learning orientation
• Contracts should include elements of collaborations based on clans
• Further research on development of relationships without confidence is needed
• The presented observations are exploratory in nature, but they formed the basis to apply for a grant
to Polish Ministry of Science
Thursday, September 13, 2012