MBA Essentials Innovatie - Henry Robben
•
2 likes•719 views
This document provides an agenda for a webinar lecture course on "MBA Essentials" being offered on June 28, 2013. The agenda includes an introduction, an overview of the course, a discussion of innovation myths, competitive advantages, technology, and staying innovative. The course will include 6 live webinars over 1.5 hours each week, assignments and discussions between webinars, and accompanying books or audio. The cost is €595 and there is a discount for taking multiple courses.
Recommended
More Related Content
Similar to MBA Essentials Innovatie - Henry Robben
Similar to MBA Essentials Innovatie - Henry Robben (20)
More from Crowdale.com
More from Crowdale.com (20)
Recently uploaded
Recently uploaded (20)
MBA Essentials Innovatie - Henry Robben
- 2. Without you we’re an Ice cream truck on a deserted street...(naar!Bruce!Springsteen)
- 3. Agenda •Introduc)e# •Course#‘MBA#Essen)als’# •Innova)e# + Tien#innova)emythes + Innova)e#als#O2#van#marke)ng + Risico’s#nemen + Wie#is#je#klant? + Compe))ve#advantage + Technologie + Blijven#innoveren •Crowdale.com#&#Survey
- 10. Epiphany#(10)
- 18. Your!boss!knows!!more!about!innova3on!than!you. Your#boss#knows#more#about# innova)on#than#you#(2)
- 21. “It’s all about the long term.”
- 22. The core of the presentation 23 Innovation is the O2 of marketing Marketing has only 1 function Marketing works through competitive advantages Competitive advantages are created by resources: assets, processes It all comes down to your business model
- 23. What is marketing about? Building Sustainable Business Market Making Market Hunting Market Farming
- 24. Making iPad sales cross million mark twice as fast as original iPhone “I do not know what I use it for, but I use it all day long.”
- 25. Hunting
- 26. Farming
- 29. Why do we need products and services? A state of felt deprivation A desired state: fulfilment
- 30. Invoegen: FILMPJE UNDER ARMOUR INVOEGEN (zie dropbox)
- 31. Innovation is fulfilling a customer’s unmet or insufficiently met needs.
- 32. Innovation is seeing what everybody sees, but thinking what nobody is thinking
- 33. “It(is(casino(gambling,(where(part(of(the(game(is(to(choose(which(games(to(play,(as(well( as(playing(them(with(skill.((We(can(imagine(the(top(figures(in(high(tech(F(the(Gateses(and( Gerstners(and(Groves(of(their(industries(F(as(milling((in(a(large(casino. Over(at(this(table,(a(game(is(star4ng(called(mul4media.((Over(at(that(one,(a(game(called( Web(services.((In(the(corner(is(electronic(banking.(There(are(many(such(tables.((You(sit(at( one.((…) How(much(to(play?(you(ask.((Three(billion,(the(croupier(replies.((Who’ll(be(playing?((We( won’t( know( un4l( they(show( up.( ( What( are( the( rules?( ( Those’ll( emerge( as( the( game( unfolds.((What(are(my(odds(of(winning?((We(can’t(say.((Do(you(s4ll(want(to(play?”( W.(Brian(Arthur(in(Harvard(Business(Review Learning from High Tech
- 34. Jaruzelski, Loehr & Holman, in: Strategy + Business, Winter 2011
- 38. ‘Based on our extensive study over many years, we found that pioneers mostly fail, have a low market share, and are rarely market leaders. In particular, about two-thirds of the pioneers in our sample failed. On average, pioneers have an equilibrium market share of only 6 percent. And only 9 percent of these pioneers endure as market leaders’ Once a new technology rolls over you, if you're not part of the steamroller, you're part of the road. Stewart Brand
- 40. 41 Failure Rates of New Products 0 23 45 68 90 90 40 10 Sometimes Quoted in Press Research Reports Sometimes Claimed
- 41. Risks of New Products. About 35% of all new products fail; and companies spend more money and manpower on failures than on successes. … Percentages differ among B2C and B2B products and services.
- 42. 43 Needs to create value for The Value Principle While creating value for The Supplier The Customer
- 43. Your Company Your Customer Their Customers Figure 2.4 Perspectives on Derived Demand in Business Markets the statistical perspective on derived demand the strategic perspective on derived demand
- 45. A customer is someone who has not yet found a better alternative Nirmalya Kumar
- 46. $ $$ Resource-Based View Competitive Advantage & Enabling Business Model $$ Black Box Includes the famous Marketing-Mix Toolbox
- 47. Competitive Advantage Strength that, in a given segment, influences the customer decision process in favor of the company Porter, 2001; Greenwald & Kahn, 2005 Moenaert, Robben & Gouw 2011
- 48. U P
- 52. Competing in Changing Markets 2011 Business Model © R.Moenaert – H. Robben – P.Gouw Perceived or expected benefits What the market thinks about you The company/customer- interaction process, as perceived by the customer The financial and non-financial costs Customers’ Outlook on Differentiating Advantages (CODA) Price Customer Process Image Offering
- 53. 54
- 54. Poll##4:#Concurren)evoordelen Hoeveel#concurren)evoordelen#bied#jij? a.#0 b.#1 c.#2 d.#3 e.#4 f.#5
- 56. Which reason(s) do you give to your customers to choose for your company? Offering Image Customer Process Price
- 58. Competing in Changing Markets All Surveys CVP © R.Moenaert – H. Robben – P.Gouw Offering 34,9% Price 16,7% Customer Process 24,0% Image 24,4% Competitive Advantages
- 59. Competing in Changing Markets 11 Winners - Losers © R.Moenaert – H. Robben – P.Gouw Differentiation in offering Customer process differentiation Image differentiation Pricing differentiation Winners Losers 35,4% 36,5% 25,5% 25,6% 24,9% 20,0% 14,2% 17,9% 0%% 10%% 20%% 30%% 40%% 50%% 60%% 70%% 80%% 90%% 100%%
- 60. Excitement (‘Wow’) Dimensions Performance Dimensions Threshold:Dimensions (Basic:Requirements) Competitive advantages do not happen overnight. You have to design them into your products and services.
- 61. Figure 2.10 Business Model of the El Bulli restaurant (Spain) The Best Restaurant in the World Really, Really, Really Exclusive A genuine journey Unparallelled Dining Experience Voted&Best& Restaurant&in&the& World& Recogni4on&&& admira4on&by&peers Pioneer&in&Molecular& Gastronomy Discussed&on& Internet,&press&and& magazines Open&during&half&a& year&only&(‘Freedom& for&Crea4vity’) Ferran&Adrià: visionary,&passionate& entrepreneur&with&a strong&network Loca4on: traveling&to&Barcelona Innova4ve&Meal The&&Service Visi4ng&the& kitchen (Mysterious) Reserva4on&process 50&guests&pers&night 8000&guests&per&year 2&000&000&requests The&Tour The Terrace Loca4on: driving&through&Costa& Brava Quan4ty&of&staff &#&60 Qual4ty&of&staff ‘unbelievably&a[en4ve’ El&Taller& (infrastructure,& processes,& gatekeeping) New&recipes,& techniques&and& equipment Culture&of& Innova4on Process Focus Bragging&by&customers (co^crea4on&of& the&myth) Ingredients&&& procurement
- 62. Stage&1 Early&Market Type&1&CAs Stage&2: Mainstream&Market Type&2&CAs Innovators (2.5#%) Early Adopters (13.5#%) Technology Enthusiasts Visionaries Early Majority (34#%) Late Majority (34#%) Laggards (16#%) Pragma)sts Conserva)ves Skep)cs CHASM Source: G. Moore
- 63. ‘‘... [t]he real lesson of the marketing concept is that successful firms are able to recognize the fundamental and enduring nature of the customer needs they are attempting to satisfy. As numerous case studies point out, it is the technology of want satisfaction that is transitory’’ (Anderson, 1982, emphasis in original)
- 65. STAGE&OF&DEVELOPMENT RATE&OF INNOVATION PROCESS INNOVATION PRODUCT INNOVATION Abernathy#&#Unerback# DOMINANT DESIGN Seeking Effectiveness Seeking Efficiency Seeking Comfort Technology is dominated by two types of people: those who understand what they do not manage, and those who manage what they do not understand. Anonymous
- 66. Time Limit of performance due to natural constraint emerging key mature pacing I just invent, then wait until man comes around to needing what I've invented. R. Buckminster Fuller Performance Functional performance Acquisition cost Operating cost Reliability Serviceability Compatibility User convenience Ecology Assessing Technology
- 67. Performance Time Most-demanding customers Least-demanding customers } Performance that the mainstream market can absorb How$disrup+ve$ innova+on$works 68 Source: C. Christensen Competitive advantages Type I Competitive advantages Type II Direction ofpresenttechnology Direction of disruptive technology
- 68. 69
- 69. Moenaert, Robben & Gouw 2011 There is only one way to win and to keep on winning-- continue to innovate. Innovation is the oxygen of marketing.