The document discusses strategies for deploying technological innovations. It explains that deployment is a core part of the innovation process, as the value of an innovation depends on how easily people can access and integrate it into their lives. It then discusses using timing as a deployment strategy, with examples from the video game industry of taking advantage of seasonal effects like the Christmas season. Finally, it discusses other deployment tactics like pricing strategies, distribution channels, accelerating distribution through alliances and bundling, and tailoring marketing methods to different types of customers.
The value of any technological innovation is only partly determined by what the tech-nology can do. A large part of the value of an innovation is determined by the degree to which people can understand it, access it, and integrate it within their lives. Effective deployment strategies can reduce uncertainty about the product, lower resistance to switching from competing or substitute goods, and accelerate adoption.
Capital Rationing is the allocation of a finite quantity of a resource over different possible uses. Many firms use a form of capital rationing in formulating their new product development plans. Under capital rationing, the firm sets a fixed research and development budget (often some percentage of the previous year’s sales), and then uses a rank ordering of possible projects to determine which will be funded.
A large part of the value of an innovation is determined by the degree to which people can understand it, access it, and integrate it within their lives. Deployment is not just a way for the firm to earn revenues from its innovations; deployment is a core part of the innovation process itself.
The value of any technological innovation is only partly determined by what the tech-nology can do. A large part of the value of an innovation is determined by the degree to which people can understand it, access it, and integrate it within their lives. Effective deployment strategies can reduce uncertainty about the product, lower resistance to switching from competing or substitute goods, and accelerate adoption.
Capital Rationing is the allocation of a finite quantity of a resource over different possible uses. Many firms use a form of capital rationing in formulating their new product development plans. Under capital rationing, the firm sets a fixed research and development budget (often some percentage of the previous year’s sales), and then uses a rank ordering of possible projects to determine which will be funded.
A large part of the value of an innovation is determined by the degree to which people can understand it, access it, and integrate it within their lives. Deployment is not just a way for the firm to earn revenues from its innovations; deployment is a core part of the innovation process itself.
[talk with notes] Disruptive innovation is hard, and constitutes a different set of challenges and risks for all kinds of companies, regardless of size. To increase the likelihood of successful outcomes in moving from idea to execution, there are some strategies and lessons learned that Tamara, head of PARC’s global business development and commercial operations, will share. She will also share portfolio management as a framework for managing these challenges especially when you are considering multiple disruptive innovation investments.
In an earlier Linkage webinar delivered by Lonney Gregory, we explored behaviors to develop an innovative mindset and stimulate creativity. We believe in order to stay ahead of the competition, individuals and teams must be creative and innovative. And while that is true, creativity and innovative behaviors alone won’t guarantee innovation initiatives will succeed. But what if you could hedge your bets on innovation and increase the likelihood of success; would you do it? In addition to engaging in ways of thinking that inspire breakthroughs, repeatable organizational processes, cultural adaptations, and clearly defined approaches for integrating it all, including handling risks, will significantly increase the likeness of success for innovation in your organizations. This next session on innovation will introduce three basic concepts that lead toward successfully enabling an innovation capable organization; one that drives innovation throughout the organization.
In this session, participants learn about:
1. Identifying market opportunities using one of the most profound approaches for understanding what consumers and non-consumers want by defining what Clayton Christensen calls the “Job to be Done”
2. How to lead ultra-productive solution seeking sessions based upon the world famous IDEO Design Thinking methodology.
3. Applying principles to overcome what Steven Shapiro calls the performance paradox and for growing high performance teams.
There are different Strategic Innovation methodologies, frameworks and models that aid organizations, particularly with technology driven, production companies. Most companies must innovate and continually improve to maintain a competitive advantage, but how they accomplish these process improvements differs significantly from Strategic Innovation. Traditional strategies rely on process improvements and product development through lessons learned, adoption of internal and external best practices, and improvements that are incremental and nature that are often found in Total Quality Management programs. Strategic Innovation requires a culture that can create breakthroughs within a company’s current market, and potentially enter a new market or segment. Strategic Innovation, and the implementation models that follow, are not for every organization, and a review of traditional strategies and risks associated with Strategic Innovation will be covered.
In the 1960s, Stanley Milgram addressed a number of letters to a friend of his, a stockbroker in Boston. Milgram then distributed these letters to a random selection of people in Nebraska.
The Innovation Commercialization Process:A Case StudyCheryl Tulkoff
When people think of innovation, they frequently think of the “big idea” or product while overlooking the fact that innovation is really a process.
They think of innovation solely in the creative sense rather than considering the importance or even existence of an innovation methodology.
Countless examples exist of good inventions that never succeeded in the marketplace or failed to live up to expectations while lesser ones thrived.
Many of these failures could have been eliminated through use of an innovation commercialization process.
This presentation describes the process and demonstrates its application through a case study.
This presentation explores some of the underlying issues responsible for declining pharma R&D productivity, and provides a new, fully integrated approach to reverse this trend by navigating R&D projects and portfolios through the risk-return landscape in real time.
A case study demonstrates how this system can be used in practice to improve the risk-return profile of a Phase 2 development project according to risk appetite.
This presentation focuses on R&D in the pharmaceutical industry, however the approach can be used to manage and optimize the risk-return profile of any business asset at any stage of its lifecycle, at any level, in any industry.
In the 1960s, Stanley Milgram addressed a number of letters to a friend of his, a stockbroker in Boston. Milgram then distributed these letters to a random selection of people in Nebraska. He instructed the individuals to pass the letters to the addressee by sending them to a person they knew on a first-name basis who seemed in some way closer (socially, geographically, etc.) to the stockbroker. This person would then do the same, until the letters reached their final destination.
In the 1960s, Stanley Milgram addressed a number of letters to a friend of his, a stockbroker in Boston. Milgram then distributed these letters to a random selection of people in Nebraska. He instructed the individuals to pass the letters to the addressee by sending them to a person they knew on a first-name basis who seemed in some way closer (socially, geographically, etc.) to the stockbroker. This person would then do the same, until the letters reached their final destination.
This white paper attempts to look at the various aspects of Demo/Eval programs that are commonly used by manufacturers to test the usability of their product and also understand some of the basic user requirements that should be offered to enhance saleability.
[talk with notes] Disruptive innovation is hard, and constitutes a different set of challenges and risks for all kinds of companies, regardless of size. To increase the likelihood of successful outcomes in moving from idea to execution, there are some strategies and lessons learned that Tamara, head of PARC’s global business development and commercial operations, will share. She will also share portfolio management as a framework for managing these challenges especially when you are considering multiple disruptive innovation investments.
In an earlier Linkage webinar delivered by Lonney Gregory, we explored behaviors to develop an innovative mindset and stimulate creativity. We believe in order to stay ahead of the competition, individuals and teams must be creative and innovative. And while that is true, creativity and innovative behaviors alone won’t guarantee innovation initiatives will succeed. But what if you could hedge your bets on innovation and increase the likelihood of success; would you do it? In addition to engaging in ways of thinking that inspire breakthroughs, repeatable organizational processes, cultural adaptations, and clearly defined approaches for integrating it all, including handling risks, will significantly increase the likeness of success for innovation in your organizations. This next session on innovation will introduce three basic concepts that lead toward successfully enabling an innovation capable organization; one that drives innovation throughout the organization.
In this session, participants learn about:
1. Identifying market opportunities using one of the most profound approaches for understanding what consumers and non-consumers want by defining what Clayton Christensen calls the “Job to be Done”
2. How to lead ultra-productive solution seeking sessions based upon the world famous IDEO Design Thinking methodology.
3. Applying principles to overcome what Steven Shapiro calls the performance paradox and for growing high performance teams.
There are different Strategic Innovation methodologies, frameworks and models that aid organizations, particularly with technology driven, production companies. Most companies must innovate and continually improve to maintain a competitive advantage, but how they accomplish these process improvements differs significantly from Strategic Innovation. Traditional strategies rely on process improvements and product development through lessons learned, adoption of internal and external best practices, and improvements that are incremental and nature that are often found in Total Quality Management programs. Strategic Innovation requires a culture that can create breakthroughs within a company’s current market, and potentially enter a new market or segment. Strategic Innovation, and the implementation models that follow, are not for every organization, and a review of traditional strategies and risks associated with Strategic Innovation will be covered.
In the 1960s, Stanley Milgram addressed a number of letters to a friend of his, a stockbroker in Boston. Milgram then distributed these letters to a random selection of people in Nebraska.
The Innovation Commercialization Process:A Case StudyCheryl Tulkoff
When people think of innovation, they frequently think of the “big idea” or product while overlooking the fact that innovation is really a process.
They think of innovation solely in the creative sense rather than considering the importance or even existence of an innovation methodology.
Countless examples exist of good inventions that never succeeded in the marketplace or failed to live up to expectations while lesser ones thrived.
Many of these failures could have been eliminated through use of an innovation commercialization process.
This presentation describes the process and demonstrates its application through a case study.
This presentation explores some of the underlying issues responsible for declining pharma R&D productivity, and provides a new, fully integrated approach to reverse this trend by navigating R&D projects and portfolios through the risk-return landscape in real time.
A case study demonstrates how this system can be used in practice to improve the risk-return profile of a Phase 2 development project according to risk appetite.
This presentation focuses on R&D in the pharmaceutical industry, however the approach can be used to manage and optimize the risk-return profile of any business asset at any stage of its lifecycle, at any level, in any industry.
In the 1960s, Stanley Milgram addressed a number of letters to a friend of his, a stockbroker in Boston. Milgram then distributed these letters to a random selection of people in Nebraska. He instructed the individuals to pass the letters to the addressee by sending them to a person they knew on a first-name basis who seemed in some way closer (socially, geographically, etc.) to the stockbroker. This person would then do the same, until the letters reached their final destination.
In the 1960s, Stanley Milgram addressed a number of letters to a friend of his, a stockbroker in Boston. Milgram then distributed these letters to a random selection of people in Nebraska. He instructed the individuals to pass the letters to the addressee by sending them to a person they knew on a first-name basis who seemed in some way closer (socially, geographically, etc.) to the stockbroker. This person would then do the same, until the letters reached their final destination.
This white paper attempts to look at the various aspects of Demo/Eval programs that are commonly used by manufacturers to test the usability of their product and also understand some of the basic user requirements that should be offered to enhance saleability.
Before an advance formal Discovery Session for which planners will gather relevant business, market, and product insights, the FIRST ACTIONABLE strategic step in the strategic planning process is to develop an initial Go-To-Market framework.
Summary of Stacey Delaney's presentation from SAGE 2016Ruperta Daher
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How planning ahead can help drive successful implementation
Choosing the best way of implementing your technology stack
Future developments in products and providers
Addressing the skills gap
Conclusions for marketers
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Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
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Ppt 5 crafting a deployment strategy
1. CRAFTING A DEPLOYMENT STRATEGY
DEPLOYMENT TACTICS
IT Strategy
CreatePPTBy:M.Irwanhabibie
2. The value of any technological innovation is only partly
determined by what the technology can do. A large part of the
value of an innovation is determined by the degree to which
people can understand it, access it, and integrate it within their
lives. Deployment is not just a way for the firm to earn
revenues from its innovations; deployment is a core part of the
innovation process itself.
CreatePPTBy:M.Irwanhabibie
3. As illustrated by the video game industry, the timing of the product
launch can be a significant part of a company’s deployment strategy. For
example, even though Nintendo had a 16-bit video game system in
development when Sega’s 16-bit Genesis was introduced, Nintendo delayed
introducing a 16-bit system for fear of cannibalizing its 8-bit system sales.
The advantages and disadvantages of being a first, earlybut- not-first, or late
mover were discussed in Chapter Five; the focus here is on how a firm can
use timing as a deployment strategy.
CreatePPTBy:M.Irwanhabibie
4. Generally, firms try to decrease their development cycles in order to
decrease their costs and to increase their timing of entry options, but this does
not imply that firms should always be racing to launch their products as early as
possible. A firm can strategically use launch timing to take advantage of
business cycle or seasonal effects, to position its product with respect to previous
generations of related technologies, and to ensure that production capacity and
complementary goods or services are in place. The role of each of these tactics is
illustrated in the video game industry.
Nintendo, Sony, and Microsoft all took advantage of seasonal effects by
introducing their consoles shortly before Christmas so that the hype of the
consoles’ launch would coincide with the Christmas buying season. The majority
of video game consoles are sold in December. By launching their consoles close
to December, firms could target their advertising for this time and leverage the
free publicity that surrounded a console’s launch such as press releases
announcing the introduction and external product reviews.
CreatePPTBy:M.Irwanhabibie
5. Chapter Nine revealed how making a technology more open (i.e., not
protecting it vigorously or partially opening the technology through
licensing) could speed its adoption by enabling more producers to improve
and promote the technology and allowing complementary goods developers
to more easily support the technology. However, the chapter also pointed
out that making a technology completely open poses several risks. First, if a
firm completely opens its technology, other producers may drive the price of
the technology down to a point at which the firm is unable to recoup its
development expense. If competition drives the price down so no producer
earns significant margins on the technology, no producer will have much
incentive to further develop the technology. Finally, opening a technology
completely may cause its underlying platform to become fragmented as
different producers alter it to their needs, resulting in loss of compatibility
across producers and the possible erosion of product quality.
CreatePPTBy:M.Irwanhabibie
6. Pricing is a crucial element in the firm’s deployment strategy. Price
simultaneously influences the product’s positioning in the marketplace, its
rate of adoption, and the firm’s cash flow. Before a firm can determine its
pricing strategy, it must determine the objectives it has for its pricing model.
For example, if a firm is in an industry plagued with overcapacity or intense
price competition, the firm’s objective may be simply survival. A survival
price strategy prices goods to cover variable costs and some fixed costs. It is
a short-run strategy, however; in the long run, the firm will want to find a
way to create additional value. One common pricing objective is to
maximize current profits. Under this pricing strategy, the firm first estimates
costs and demand and then sets the price to maximize cash flow or rate of
return on investment. This strategy emphasizes current performance, but
may sacrifice long-term performance.
CreatePPTBy:M.Irwanhabibie
7. Firms can sell their products directly to users through their direct sales force or an
online ordering system or mail-order catalog. Alternatively, firms can use intermediaries such
as manufacturers’ representatives, wholesalers, and retailers. Selling direct gives the firm more
control over the selling process, pricing, and service. For example, when Tesla Motors launched
its Model S electric vehicle, its managers suspected that the dealer networks used by other
automakers were not the best distribution method: electric vehicles require more explanation
to consumers about estimating fuel savings, how often and where they will charge their
automobiles, battery life and resale value, etc. Salespeople at dealerships would require
extensive training, and additional incentives to motivate them to invest that amount of time in
customer education. Management at Tesla Motors thus decided to utilize a direct-to-customer
model whereby it operates its own boutique stores in high-traffic urban locations. In many
situations, however, selling direct can be impractical or overly expensive. Intermediaries
provide a number of important services that can make distribution more efficient. First,
wholesalers and retailers break bulk. In general, manufacturers prefer to sell large quantities of
a limited number of items, while customers prefer to buy limited quantities of a large number
of items. Wholesalers and retailers can pool large orders from a large number of
manufacturers and sell a wider range of goods in small quantities to customers.
Selling Direct versus Using Intermediaries
CreatePPTBy:M.Irwanhabibie
8. When the industry is likely to select a single technology as the dominant
design, it can be very important to deploy the technology rapidly. Rapid deployment
enables the technology to build a large installed base and encourages the developers
of complementary goods to support the technology platform. As the technology is
adopted, producer and user experience can be used to improve the technology, and
producer costs should also decrease due to learning effects and economies of scale.
The firm can use a variety of strategies to accelerate distribution, such as forging
alliances with distributors, creating bundling relationships, sponsoring or
contracting with large customer groups, and providing sales guarantees.
CreatePPTBy:M.Irwanhabibie
9. Firms introducing a technological innovation can use strategic
alliances or exclusivity contracts to encourage distributors to carry and promote
their goods. By providing a distributor a stake in the success of the new
technology, the firm may be able to persuade the distributor to carry and
promote the new technology aggressively. Firms that already have relationships
with distributors for other goods are at an advantage in pursuing this strategy;
firms without such relationships may need to cultivate them, or even consider
forward vertical integration to ensure that their product is widely available.
CreatePPTBy:M.Irwanhabibie
10. Firms can also accelerate distribution of a new technology by bundling it
with another product that is already in wide use.5 Bundling enables the new
technology to piggyback on the success of another product that already has a large
installed base. Once customersacquire the new product in tandem with something else
that they already use, switching costs may prevent customers from changing to a
different product, even if the different product might have initially been preferred. As
customers become familiar with the product, their ties to the technology (for instance,
through the cost of training) increase and their likelihood of choosing this technology
in future purchase decisions may also increase. Bundling arrangements have proven
to be a very successful way for firms to build their installed base and ensure provision
of complementary goods. Consider, for example, Conner Peripherals (whose disk
drives were bundled with Compaq’s personal computers), Microsoft’s MS-DOS
(whose initial bundling with IBM led to bundling arrangements with almost all PC
clone makers and also facilitated the later bundling of Windows with PCs), and
Microsoft’s Internet Explorer (which gained a larger installed base through a bundling
arrangement with America Online, one of the largest Internet providers in the United
States).
CreatePPTBy:M.Irwanhabibie
11. The marketing strategy for a technological innovation must consider both the nature
of the target market and the nature of the innovation. For example, is the target market
composed primarily of large industrial users or individual consumers? Is the innovation likely
to appeal only to technophiles or to the mass market? Are the benefits of the technology readily
apparent, or will they require considerable customer education? Will customers respond more
to detailed technical content or eye-catching brand images? Can the marketer alleviate
customer uncertainty about the innovation? Major marketing methods are briefly reviewed
next, along with how marketing can be tailored to particular adopter categories. Also explored
is how marketing can shape perceptions and expectations about the innovation’s installed base
and availability of complementary goods.
CreatePPTBy:M.Irwanhabibie
12. Major Marketing Methods
The three most commonly used marketing methods include advertising,
promotions, and publicity/public relations.
Advertising
Promotions
Publicity and Public
Relations
CreatePPTBy:M.Irwanhabibie