Here are some key reasons I see for VHS dominating the VCR market over Betamax:
- VHS tapes were longer, allowing for more recording time which was important for movies. Betamax tapes were shorter.
- VHS gained a critical mass of adoption more quickly by being more open. They licensed their technology to other manufacturers, increasing compatibility and adoption rates.
- Rental stores predominantly stocked VHS, which helped drive consumers to that format for compatibility with rentals.
- VHS was cheaper to produce, so the format and tapes were more affordable to consumers. Lower costs helped drive more adoption.
- Network effects took over. As more people adopted VHS, it became the de
Types of technology transfer & acquisition; Modes of technology transfer; Importance, barriers & steps in internal technology transfer; Importance, barriers & steps in external technology transfer; Management of technology acquisition by a nation;
It includes concepts of Technology Management along with key concepts associated with Technology Management like technology forecasting, technology strategy, technology acquisition, technology audit, technology diffusion, technovation etc.
The document discusses technology management and HP. It describes technology management as allowing organizations to manage technological fundamentals to gain competitive advantages. It then provides details about HP's history, products, customers, patents, research labs, acquisitions, and approach to adopting technologies.
Technology transfer is the process of transferring technology from its originators to wider distribution and use. It occurs both formally and informally within and across organizations, industries, and countries. The key steps in the process include identifying technologies, obtaining intellectual property protections, developing commercialization strategies, and marketing and licensing the technology. Some common methods of transfer are licensing, support contracts, franchising, management contracts, and joint ventures. While technology transfer enables competitive advantages and economic growth, it can also lead to issues like dependency, job loss, and intellectual property challenges.
Technology management (MOT) involves the development, planning, implementation, and assessment of technological capabilities to achieve organizational strategic objectives. At the national level, MOT aims to ensure competitive technological advantage, while at the enterprise level, it focuses on gaining and maintaining a strong technological position to support competitive strategies. Key tasks of MOT at the enterprise level include technology planning, R&D management, and innovation management. Strategic management of technology (SMOT) adopts a long-term perspective and impacts all organizational levels and functions. An effective strategic technology management system (STMS) follows an eight-phase systems life cycle approach for strategic MOT.
At the national level, technology management ensures sustainable technological competitiveness and economic growth through developing technology strategies, forecasting, assessing new technologies, managing knowledge, and ensuring environmental sustainability.
At the enterprise level, key tasks include technology planning, R&D management, innovation management, and strategic management of technology to ensure competitive advantage. The strategic technology management system takes a lifecycle approach including phases such as technology creation, monitoring, assessment, transfer, acceptance, utilization, maturity assessment, and managed decline.
This document outlines the key points of India's technology policy, including its aims, priorities, and implementation. The policy was first introduced in 1983 and aims to promote self-reliance, employment, and develop internationally competitive technologies. It focuses on areas like agriculture, water resources, housing, and industrial development. The policy emphasizes indigenous development but also allows for acquisition and adaptation of imported technologies. Effective implementation and monitoring mechanisms are needed to help achieve the goals of the technology policy.
The document summarizes a merger between Tata Steel and Corus Group. Tata Steel acquired Corus, which was four times larger, for $12 billion, making it India's largest foreign takeover. The acquisition created the world's fifth largest steelmaker and expanded Tata Steel's global presence. Negotiations took place over several months, with Tata Steel increasing its initial offer several times before winning Corus shareholders' approval. The rationale for the deal was to increase Tata Steel's production capacity and access new markets, establishing it as a major global steel producer.
Types of technology transfer & acquisition; Modes of technology transfer; Importance, barriers & steps in internal technology transfer; Importance, barriers & steps in external technology transfer; Management of technology acquisition by a nation;
It includes concepts of Technology Management along with key concepts associated with Technology Management like technology forecasting, technology strategy, technology acquisition, technology audit, technology diffusion, technovation etc.
The document discusses technology management and HP. It describes technology management as allowing organizations to manage technological fundamentals to gain competitive advantages. It then provides details about HP's history, products, customers, patents, research labs, acquisitions, and approach to adopting technologies.
Technology transfer is the process of transferring technology from its originators to wider distribution and use. It occurs both formally and informally within and across organizations, industries, and countries. The key steps in the process include identifying technologies, obtaining intellectual property protections, developing commercialization strategies, and marketing and licensing the technology. Some common methods of transfer are licensing, support contracts, franchising, management contracts, and joint ventures. While technology transfer enables competitive advantages and economic growth, it can also lead to issues like dependency, job loss, and intellectual property challenges.
Technology management (MOT) involves the development, planning, implementation, and assessment of technological capabilities to achieve organizational strategic objectives. At the national level, MOT aims to ensure competitive technological advantage, while at the enterprise level, it focuses on gaining and maintaining a strong technological position to support competitive strategies. Key tasks of MOT at the enterprise level include technology planning, R&D management, and innovation management. Strategic management of technology (SMOT) adopts a long-term perspective and impacts all organizational levels and functions. An effective strategic technology management system (STMS) follows an eight-phase systems life cycle approach for strategic MOT.
At the national level, technology management ensures sustainable technological competitiveness and economic growth through developing technology strategies, forecasting, assessing new technologies, managing knowledge, and ensuring environmental sustainability.
At the enterprise level, key tasks include technology planning, R&D management, innovation management, and strategic management of technology to ensure competitive advantage. The strategic technology management system takes a lifecycle approach including phases such as technology creation, monitoring, assessment, transfer, acceptance, utilization, maturity assessment, and managed decline.
This document outlines the key points of India's technology policy, including its aims, priorities, and implementation. The policy was first introduced in 1983 and aims to promote self-reliance, employment, and develop internationally competitive technologies. It focuses on areas like agriculture, water resources, housing, and industrial development. The policy emphasizes indigenous development but also allows for acquisition and adaptation of imported technologies. Effective implementation and monitoring mechanisms are needed to help achieve the goals of the technology policy.
The document summarizes a merger between Tata Steel and Corus Group. Tata Steel acquired Corus, which was four times larger, for $12 billion, making it India's largest foreign takeover. The acquisition created the world's fifth largest steelmaker and expanded Tata Steel's global presence. Negotiations took place over several months, with Tata Steel increasing its initial offer several times before winning Corus shareholders' approval. The rationale for the deal was to increase Tata Steel's production capacity and access new markets, establishing it as a major global steel producer.
Technology absorption refers to a firm acquiring technological knowledge and capabilities from external sources. It involves various phases: adoption, where the technology is modified for the buyer's needs; adaptation, where further changes are made to suit local conditions; absorption, where the technology is unpacked and investigated; and optimization, where usage is improved. The process of technology absorption in a project involves formulation, execution, adaptation, absorption, and improvement stages. Benefits include avoiding repeated collaborations, developing ability to unpackage technologies, savings in foreign exchange, and building self-reliance.
Diversification is a corporate strategy where a firm enters new markets or industries that are not currently part of its business by developing new products for those markets. Firms diversify for reasons such as having excess resources, diminishing growth in their current industry, cost savings opportunities, or spreading business risks. There are two main types of diversification: related diversification, where a firm leverages its technical expertise across industries, and unrelated diversification, where a firm enters industries with no strategic fit. Firms must evaluate the attractiveness and costs of new industries as well as whether diversification creates shareholder value.
Technology management involves the planning, design, optimization, operation and control of technological products, processes and services. It includes assessing technologies, acquiring them internally or externally, absorbing the new technologies through assimilation and adaptation, and managing them over their lifecycle from development to decline. Effective technology management helps organizations gain competitive advantages through improved quality, reduced costs, increased flexibility and faster innovation.
This document discusses technology transfer and technology acquisition. It begins by defining technology transfer as the process of transferring skills, knowledge, technologies and manufacturing methods between organizations. There are two main types of technology transfer - horizontal transfer between areas/countries, and vertical transfer from research to production. Technology acquisition involves obtaining new technologies internally through R&D or externally through partnerships. Nations regulate technology flows in/out to balance economic development and dependence on external sources.
This document provides an overview of a lecture on technology management. It discusses key topics like technology strategy, innovation management, and the relationship between technology and business competitiveness. It also defines important terms, lists success factors for technology management, and frameworks for reviewing technological innovation and technology adoption. Barriers to success with new technologies and lessons learned from examples are also summarized.
Topics that will be emphasized in this class include
Technology Strategy
Development of Technological capability
Innovation management
Technology management and business competitiveness interface
Technology adoption
E-business and Virtual Corporation
http://phpexecutor.com
Turnkey projects refer to contracts where a firm fully designs, constructs, and equips a facility and turns it over to the purchaser ready for operation. The process involves the contractor tendering for the project and then delivering and executing it. The Continental Group is an Indian company that specializes in turnkey interior solutions and projects. It provides turnkey services for sectors like corporate, telecom, retail, hospitality, and healthcare. Advantages of turnkey projects include good economic returns, contractors being responsible for results, and fixed pricing. Disadvantages include high prices, lack of client interference, and difficulty finding specialists.
The document provides 5 examples of disruptive innovation:
1) Transistor radios disrupted analogue radios by being portable despite lower sound quality.
2) Pocket calculators disrupted desktop calculators through portability despite lower computing power.
3) LCD TVs disrupted CRT TVs initially in mobile applications where lighter weight and battery life were more important than picture quality.
4) Minimills disrupted integrated steel mills by producing cheaper, lower quality steel that captured more segments over time.
5) Mobile phones disrupted landlines by being portable despite lower sound quality and higher costs initially.
There are two main sources and types of technology. Internal research and development is one source, but it is usually slower and more costly. External sources include mergers and acquisitions, joint ventures, franchise agreements, licensing agreements, and formal/informal contracts. These allow firms to gain new technologies through partnerships and sharing of innovations, but also come with disadvantages like culture clashes or high contracting costs. The types of technology discussed are agriculture/bio, energy/power, construction, manufacturing, transportation, medical, and information/communication.
Contents:
Business Valuation,
Relative valuation,
Sum of the Parts (SOTP) Valuation and Value Creation,
ESOP Valuation,
Discounted Cash Flow (DCF) Valuation,
Enterprise Valuation,
Valuation Discount Applicable to Holding Companies,
Valuation in Information Technology (IT) Sector,
RBI Valuation
- Technology absorption refers to acquiring, developing, assimilating, and utilizing technological knowledge and capabilities from external sources. It involves hardware, software, brainware, and support networks.
- Technology adaptation occurs when parameters of acquired technology are changed to meet local needs or infrastructure constraints.
- Technology diffusion is the spread of new technologies, products, services, or processes from one entity to another over time. It typically follows an S-curve adoption pattern from innovators to early adopters to the mainstream.
- Organizations must properly manage technology absorption with support from management, clear agreements, training, and compliance with government guidelines requiring disclosure of absorption efforts.
This document discusses the strategic management of technological innovation. It begins with an introduction by Fajri Ansyah Putra and outlines topics to be covered, including the importance of technological innovation, its impact on society, and innovation strategies across industries. Technological innovation is important for competitive success, with some companies relying on new products for 30-45% of sales. While innovation increases competition, it benefits society by enabling new goods and services and increasing GDP. However, most innovative ideas do not become successful new products, with only about 1 in 3,000 making it to market. Effective innovation management requires alignment with company objectives, leveraging core competencies through the innovation funnel process.
Supply Chain Management Assignment on ITC- DiversificationYamini Kahaliya
This is report on supply chain management of ITC- Diversification.
this is beneficial for the BBA/b.om /mba students.
this includes following topics -
Supply chain
Supply chain management
Key benefits of supply chain management
Goals of supply chain management
Process of supply chain management
Types of process floe of supply chain
Introduction of company
Supply chain of Cigarettes
Supply chain of Agarbattis
Supply chain of e-Choupal
Supply chain of hotel
Supply chain of paper
Conclusion
Bibliography
The document discusses innovation process management (IPM) in healthcare. IPM uses tools and workflows to help healthcare institutions rationalize, coordinate, and focus innovative thinking and efforts. It enables ideas to thrive and technologies to come to market by examining how knowledge and ideas can be converted into improved products, processes, or services. The IPM solution addresses the end-to-end innovation management process through stages including strategize, capture, formulate, evaluate, define, and select. This helps healthcare organizations foster a culture of innovation and manage the process in an objective, strategic manner.
Technology diffusion refers to the spread of new technologies and applications across nations, organizations, industries, and users. It involves the study of how, why, and at what rate new ideas and technologies are adopted. There are several factors that influence the diffusion of technologies within businesses, including the relative advantages over existing technologies, compatibility with existing values, ease of understanding and application, and ability to experiment. Technologies typically diffuse first within innovative organizations, then major competitors, and finally smaller organizations and laggards. The rate of diffusion depends on profitability and investment requirements.
This document discusses business models for sustainability. It defines a business model and reviews literature on the topic. It then discusses how sustainable business models focus on adding value to stakeholders rather than extracting value. The rest of the document provides examples of business models that can enable sustainability, such as product life cycle management, product-service systems that replace ownership, and open innovation models. It emphasizes that appropriate business models are needed to drive diffusion of sustainable technologies.
Digital Supply Chain Management - Supply Chain 4.0 - Supply Chain Management ...Danar Mustafa
This document discusses supply chain 4.0 and the key implications of digital technologies in supply chain management. It defines key terms like digitization and digital transformation. It outlines the industrial revolutions and driving technologies of industry 4.0 like the internet of things, cloud computing, and big data analytics. It also discusses how digitalization can unlock value and benefits through mass customization, automation, and leveraging big data. Finally, it provides examples of how new digital technologies are transforming supply chain management.
A brief description of the Clayton Christensen's concept of disruptive technology and how it helps us to understand why companies go bankrupt under conditions of technological change.
This document provides an overview of key concepts in the management of technology. It discusses management of technology at the macro and micro levels. It also defines technology and different types including product, process, and management technology. Additionally, it covers technology components, classifications of technology levels from high to low, and levels of technological capability at the firm level from acquisitive to innovative. Finally, it distinguishes between invention and innovation, and types of innovations from incremental to radical.
Challenging your dominant values - strategic design for individualskirsten bonde sørensen
This document describes a workshop on strategic design for individuals presented by Kirsten Bonde Sørensen. The workshop explores using design processes and generative tools to help participants clarify their values and mental models related to money, imagine future possibilities, and develop new strategies. Bonde Sørensen's research involved applying strategic design principles at both the organizational level in a Danish bank and at the individual level. Her work demonstrates how generative tools and visual expression can facilitate self-reflection and help people gain insight into how their dominant values influence their lives and potentially take leadership to change behaviors. The workshop is intended to provide participants an opportunity for value clarification and developing new perspectives on their relationship with money.
The document discusses industry evolution and strategic change. It begins by outlining the typical industry life cycle model, which includes introduction, growth, maturity, and decline stages. It then examines two key drivers of industry evolution: demand growth and the creation and diffusion of knowledge. As industries progress through the life cycle, competition shifts from rival technologies to incremental product improvements and process innovations. Industries eventually converge around a dominant design. The chapter provides examples of how these patterns played out in industries like automobiles, cameras, and fast food.
Technology absorption refers to a firm acquiring technological knowledge and capabilities from external sources. It involves various phases: adoption, where the technology is modified for the buyer's needs; adaptation, where further changes are made to suit local conditions; absorption, where the technology is unpacked and investigated; and optimization, where usage is improved. The process of technology absorption in a project involves formulation, execution, adaptation, absorption, and improvement stages. Benefits include avoiding repeated collaborations, developing ability to unpackage technologies, savings in foreign exchange, and building self-reliance.
Diversification is a corporate strategy where a firm enters new markets or industries that are not currently part of its business by developing new products for those markets. Firms diversify for reasons such as having excess resources, diminishing growth in their current industry, cost savings opportunities, or spreading business risks. There are two main types of diversification: related diversification, where a firm leverages its technical expertise across industries, and unrelated diversification, where a firm enters industries with no strategic fit. Firms must evaluate the attractiveness and costs of new industries as well as whether diversification creates shareholder value.
Technology management involves the planning, design, optimization, operation and control of technological products, processes and services. It includes assessing technologies, acquiring them internally or externally, absorbing the new technologies through assimilation and adaptation, and managing them over their lifecycle from development to decline. Effective technology management helps organizations gain competitive advantages through improved quality, reduced costs, increased flexibility and faster innovation.
This document discusses technology transfer and technology acquisition. It begins by defining technology transfer as the process of transferring skills, knowledge, technologies and manufacturing methods between organizations. There are two main types of technology transfer - horizontal transfer between areas/countries, and vertical transfer from research to production. Technology acquisition involves obtaining new technologies internally through R&D or externally through partnerships. Nations regulate technology flows in/out to balance economic development and dependence on external sources.
This document provides an overview of a lecture on technology management. It discusses key topics like technology strategy, innovation management, and the relationship between technology and business competitiveness. It also defines important terms, lists success factors for technology management, and frameworks for reviewing technological innovation and technology adoption. Barriers to success with new technologies and lessons learned from examples are also summarized.
Topics that will be emphasized in this class include
Technology Strategy
Development of Technological capability
Innovation management
Technology management and business competitiveness interface
Technology adoption
E-business and Virtual Corporation
http://phpexecutor.com
Turnkey projects refer to contracts where a firm fully designs, constructs, and equips a facility and turns it over to the purchaser ready for operation. The process involves the contractor tendering for the project and then delivering and executing it. The Continental Group is an Indian company that specializes in turnkey interior solutions and projects. It provides turnkey services for sectors like corporate, telecom, retail, hospitality, and healthcare. Advantages of turnkey projects include good economic returns, contractors being responsible for results, and fixed pricing. Disadvantages include high prices, lack of client interference, and difficulty finding specialists.
The document provides 5 examples of disruptive innovation:
1) Transistor radios disrupted analogue radios by being portable despite lower sound quality.
2) Pocket calculators disrupted desktop calculators through portability despite lower computing power.
3) LCD TVs disrupted CRT TVs initially in mobile applications where lighter weight and battery life were more important than picture quality.
4) Minimills disrupted integrated steel mills by producing cheaper, lower quality steel that captured more segments over time.
5) Mobile phones disrupted landlines by being portable despite lower sound quality and higher costs initially.
There are two main sources and types of technology. Internal research and development is one source, but it is usually slower and more costly. External sources include mergers and acquisitions, joint ventures, franchise agreements, licensing agreements, and formal/informal contracts. These allow firms to gain new technologies through partnerships and sharing of innovations, but also come with disadvantages like culture clashes or high contracting costs. The types of technology discussed are agriculture/bio, energy/power, construction, manufacturing, transportation, medical, and information/communication.
Contents:
Business Valuation,
Relative valuation,
Sum of the Parts (SOTP) Valuation and Value Creation,
ESOP Valuation,
Discounted Cash Flow (DCF) Valuation,
Enterprise Valuation,
Valuation Discount Applicable to Holding Companies,
Valuation in Information Technology (IT) Sector,
RBI Valuation
- Technology absorption refers to acquiring, developing, assimilating, and utilizing technological knowledge and capabilities from external sources. It involves hardware, software, brainware, and support networks.
- Technology adaptation occurs when parameters of acquired technology are changed to meet local needs or infrastructure constraints.
- Technology diffusion is the spread of new technologies, products, services, or processes from one entity to another over time. It typically follows an S-curve adoption pattern from innovators to early adopters to the mainstream.
- Organizations must properly manage technology absorption with support from management, clear agreements, training, and compliance with government guidelines requiring disclosure of absorption efforts.
This document discusses the strategic management of technological innovation. It begins with an introduction by Fajri Ansyah Putra and outlines topics to be covered, including the importance of technological innovation, its impact on society, and innovation strategies across industries. Technological innovation is important for competitive success, with some companies relying on new products for 30-45% of sales. While innovation increases competition, it benefits society by enabling new goods and services and increasing GDP. However, most innovative ideas do not become successful new products, with only about 1 in 3,000 making it to market. Effective innovation management requires alignment with company objectives, leveraging core competencies through the innovation funnel process.
Supply Chain Management Assignment on ITC- DiversificationYamini Kahaliya
This is report on supply chain management of ITC- Diversification.
this is beneficial for the BBA/b.om /mba students.
this includes following topics -
Supply chain
Supply chain management
Key benefits of supply chain management
Goals of supply chain management
Process of supply chain management
Types of process floe of supply chain
Introduction of company
Supply chain of Cigarettes
Supply chain of Agarbattis
Supply chain of e-Choupal
Supply chain of hotel
Supply chain of paper
Conclusion
Bibliography
The document discusses innovation process management (IPM) in healthcare. IPM uses tools and workflows to help healthcare institutions rationalize, coordinate, and focus innovative thinking and efforts. It enables ideas to thrive and technologies to come to market by examining how knowledge and ideas can be converted into improved products, processes, or services. The IPM solution addresses the end-to-end innovation management process through stages including strategize, capture, formulate, evaluate, define, and select. This helps healthcare organizations foster a culture of innovation and manage the process in an objective, strategic manner.
Technology diffusion refers to the spread of new technologies and applications across nations, organizations, industries, and users. It involves the study of how, why, and at what rate new ideas and technologies are adopted. There are several factors that influence the diffusion of technologies within businesses, including the relative advantages over existing technologies, compatibility with existing values, ease of understanding and application, and ability to experiment. Technologies typically diffuse first within innovative organizations, then major competitors, and finally smaller organizations and laggards. The rate of diffusion depends on profitability and investment requirements.
This document discusses business models for sustainability. It defines a business model and reviews literature on the topic. It then discusses how sustainable business models focus on adding value to stakeholders rather than extracting value. The rest of the document provides examples of business models that can enable sustainability, such as product life cycle management, product-service systems that replace ownership, and open innovation models. It emphasizes that appropriate business models are needed to drive diffusion of sustainable technologies.
Digital Supply Chain Management - Supply Chain 4.0 - Supply Chain Management ...Danar Mustafa
This document discusses supply chain 4.0 and the key implications of digital technologies in supply chain management. It defines key terms like digitization and digital transformation. It outlines the industrial revolutions and driving technologies of industry 4.0 like the internet of things, cloud computing, and big data analytics. It also discusses how digitalization can unlock value and benefits through mass customization, automation, and leveraging big data. Finally, it provides examples of how new digital technologies are transforming supply chain management.
A brief description of the Clayton Christensen's concept of disruptive technology and how it helps us to understand why companies go bankrupt under conditions of technological change.
This document provides an overview of key concepts in the management of technology. It discusses management of technology at the macro and micro levels. It also defines technology and different types including product, process, and management technology. Additionally, it covers technology components, classifications of technology levels from high to low, and levels of technological capability at the firm level from acquisitive to innovative. Finally, it distinguishes between invention and innovation, and types of innovations from incremental to radical.
Challenging your dominant values - strategic design for individualskirsten bonde sørensen
This document describes a workshop on strategic design for individuals presented by Kirsten Bonde Sørensen. The workshop explores using design processes and generative tools to help participants clarify their values and mental models related to money, imagine future possibilities, and develop new strategies. Bonde Sørensen's research involved applying strategic design principles at both the organizational level in a Danish bank and at the individual level. Her work demonstrates how generative tools and visual expression can facilitate self-reflection and help people gain insight into how their dominant values influence their lives and potentially take leadership to change behaviors. The workshop is intended to provide participants an opportunity for value clarification and developing new perspectives on their relationship with money.
The document discusses industry evolution and strategic change. It begins by outlining the typical industry life cycle model, which includes introduction, growth, maturity, and decline stages. It then examines two key drivers of industry evolution: demand growth and the creation and diffusion of knowledge. As industries progress through the life cycle, competition shifts from rival technologies to incremental product improvements and process innovations. Industries eventually converge around a dominant design. The chapter provides examples of how these patterns played out in industries like automobiles, cameras, and fast food.
This document summarizes a lecture on the history of thinking about innovation. It covers perspectives from the 1930s to present. Key topics discussed include Schumpeter's view of innovation and entrepreneurship, the development of R&D departments in the 1950s, innovation diffusion models from the 1960s, national innovation strategies in the 1970s, innovation as a professional discipline in the 1980s, open and collaborative innovation systems of the 1990s/2000s. The lecture provides an overview of major theories and case studies within the evolution of innovation management thinking.
Technological innovations for sustainabilitySwapnil Soni
This document discusses technological innovations for sustainability. It begins with introducing key concepts of technology, innovation and sustainability. It then discusses the need for technological innovation to support sustainable development given the exponential growth of population. The document presents how technology, sustainability and development are related in a cycle and provides examples of technological innovations that have had sustainability impacts. It examines the approaches of large organizations, small innovating companies and other economic entities to technological innovation. The document also includes two case studies, one on generating nuclear power through nuclear wastes and another on technological innovation in the horticulture market. It discusses challenges to sustainable development policies and provides recommendations for the future of technology and sustainability.
Rethinking the pets industry - a revolution in the comingPatrick Stähler
Pets are great companion for humans. Therefore the market for pet food and accessories is a very special market. The current industry structure is driven by innovation in the channels, but the internet will allow new and fresh business models.
The slides are from a presentation I held at the annual PETS INTERNATIONAL conference, Berlin January 26-27, 2012
Digital Transformation Review 9: The Digital Strategy Imperative #DTR9Capgemini
In this edition of the Digital Transformation Review, we examine the approaches that organizations can take to crafting a strategy for a digital age, focusing on the following key questions: 1. How do you design a digital strategy in today’s uncertain and volatile world and understand how much reinvention of the organization is required? 2. Should your company become a
platform, or be a part of one? 3. What are the most successful approaches to executing digital strategy – acquisitions, partnerships, Greenfield?
This seminar report discusses green technology and its goals. Green technology aims to conserve natural resources and the environment through sustainable practices like rethinking resource usage, recycling waste, renewing energy sources, reducing consumption and taking responsibility. The report outlines different types of green technology including green energy, green building, green purchasing, green chemistry and green nanotechnology. It provides examples like how green buildings can save on energy and water usage. The conclusion is that while green technology has challenges, continued efforts are needed to address issues like global warming and energy shortages through solutions offered by green technology.
The document outlines the new product development process, which includes idea generation, screening, concept testing, market strategy development, business analysis, test marketing, and commercialization. The goal is to develop, test, and evaluate new product ideas to ensure growth and survival. Key steps involve assessing opportunities, determining the product type, developing the concept, evaluating market potential and profitability, testing the product and marketing plan, and commercializing the new product. Following this process helps reduce risks and avoid costly mistakes when bringing new products to market.
This document discusses different types and patterns of innovation. It notes that innovation can be categorized as product vs process, radical vs incremental, competence-enhancing vs competence-destroying, and architectural vs component. It also discusses how the performance and adoption of new technologies typically follows an S-curve pattern over time. Finally, it outlines how technological change often follows a cyclical pattern from an initial discontinuity to a period of exploration, emergence of a dominant design, and incremental improvements before the next discontinuity.
This document discusses the gap that often exists between marketing and product design functions in new product development. It argues that conjoint analysis is an ideal tool to bridge this divide by helping develop customer-focused products. Specifically, it notes that consumer research is sometimes not fully incorporated due to perceived lack of credibility of consumer opinions or lack of help in generating innovative ideas. However, conjoint analysis can overcome these issues by systematically eliciting customer preferences and translating voice of customer information for designers.
This document discusses the gap that often exists between marketing and product design functions in new product development. It notes that while understanding customer needs is important for success, capturing the "voice of the customer" through marketing research can be challenging to incorporate into product design. The document recommends conjoint analysis as a tool that can help bridge this divide by allowing marketing information about customer preferences to be systematically incorporated into the product design process early on. This helps ensure new products are focused on consumer needs and more likely to succeed in the market.
The what, why and how of mass customizationIan McCarthy
This paper introduces the aim, scope and content of this special issue on mass customization. It begins by providing a background review of mass customization, which revolves around two questions: what is mass customization, and why mass customize? By focusing on these, the paper presents definitions and explanations of the different approaches to mass customization, and describes the potential reasons for and benefits of mass customization. In addition to setting the scene for the special issue, this introductory review asserts that there is a relative dearth of research on how to design and operate a manufacturing system capable of mass customizing. This is a system design or configuration issue, which involves determining the most appropriate or viable design for the available range of multiple and interdependent design variables. However, despite the strong interest in configurational research in the business and operations strategy area, there are few works that develop and propose models for understanding how to mass customize.
This document discusses the importance of understanding consumer needs in new product development and the gap that often exists between marketing and product design functions. It proposes that conjoint analysis is an ideal tool to bridge this divide by helping to develop customer-focused, successful products. The document provides background on new product development processes, the challenges faced by industrial designers, and the value of incorporating formal consumer research methods early in the development process. It argues that conjoint analysis can help overcome deficiencies in translating voice of the customer information for product designers to create useful, usable, and satisfying products for consumers.
The document discusses the gap that often exists between marketing and product design functions in new product development. It provides background on the importance of understanding consumer needs for developing successful new products. However, marketing research is not always effectively incorporated into product design due to perceived lack of credibility of consumer insights and inability to generate innovative ideas. The document proposes that conjoint analysis can help bridge this divide by overcoming deficiencies in translating voice of customer information for product development teams.
The document summarizes three models related to innovation:
1) The S-Curve model describes the introduction, growth, and maturation of innovations as well as technological cycles within industries. It involves early stages of large investment and small improvements followed by more rapid progress as knowledge accumulates.
2) The Teece Model explains that imitability and complementary assets determine profits from innovation. Imitability refers to how easily competitors can copy a technology. Complementary assets like distribution channels are also important.
3) The Abernathy-Utterback Model outlines three phases - fluid, transitional, and specific. The fluid phase involves experimentation, the transitional phase sees standardization and a dominant design emerge, and the
Targeting innovation and implications for capability developme.docxjosies1
Targeting innovation and implications for capability development
Dave Francis
a
, John Bessant
b,*
a
Centre for Research in Innovation Management (CENTRIM), University of Brighton Brighton, UK
b
School of Management, Cranfield University, Cranfield, Bedfordshire MK43 0AL, UK
Abstract
Innovation is often described in terms of changes in what a firm offers the world (product/service innovation) and the ways it creates and
delivers those offerings (process innovation). Arguably this definition is insufficient since it does not take into account two other areas where
innovation is possible-market position and business models. Market position relates to the situation where an established product/service
produced by an established process is introduced to a new context; here the innovation management challenge is concerned with issues like
adoption behaviour and technology transfer. Business model innovation relates to the situation in which a reframing of the current
product/service, process and market context results in seeing new challenges and opportunities and letting go of others.
Each of these poses challenges for the ways in which innovation is organised and managed—what we term innovation management
capability. The paper explores some of these challenges and also looks at the additional issues raised by discontinuous innovation, moving
beyond the steady state conditions of ‘doing what we do but better’ to a new set of conditions in which ‘doing different things in different
ways’ becomes the norm.
q 2004 Elsevier Ltd. All rights reserved.
Keywords: Innovation; Targeting; Innovation capability; Discontinuous innovation
1. Introduction
Since the Palaeolithic period (Curwin, 1954) some, but
not all, human societies formed enterprises that created new
or improved artefacts, devised ’better’ processes, developed
new ways of selling and devised alternative models of
organising (Diamond, 1997). These enterprises were
innovative—they found ways to exploit the latent potential
of ideas. Innovation can be defined simply as “the successful
exploitation of new ideas” (DTI, 1994). Others have defined
innovation more elaborately, but in similar terms; for
example (Baumol, 2002) writes that innovation is:
“the recognition of opportunities for profitable change
and the pursuit of those opportunities all the way through
to their adoption in practice”.
Embedded in these definitions is the notion that
innovation can be managed. For example, Drucker (1994)
argues that innovation is a core process for a firm; he
suggests that: “in…a period of rapid change the best-
perhaps the only-way a business can hope to prosper, if not
survive, is to innovate. This is the only way to convert
change into opportunities. This, however, requires that
innovation itself be organised as a systematic activity”
(Preface 1).
It follows that enterprises that are better able to manage
innovation than others and demonstrate a record of
succes.
Chapter 3 types and patterns of innovationMuhammad Anang
The path a technology follows through time is termed its technology trajectory. Technology trajectories are most often used to represent the technology’s rate of performance improvement or its rate of adoption in the marketplace.
Technological innovation is now a key driver of competition for many firms. The document discusses several chapters about the importance and sources of innovation. Chapter 1 notes that innovation fosters economic and social benefits but may also create negatives. Chapter 2 outlines various sources of innovation, including individual inventors, users, research collaborations, and government efforts. Chapter 3 describes different types of innovation and typical patterns of technological change and adoption over time.
Reference : Schilling, Melissa A. 2017. Strategic Management Of Technological Innovation. New York : McGraw-Hill Education.
http://sif.uin-suska.ac.id/
http://uin-suska.ac.id/
Early successes, they explain, become reflected in organizational culture, structures, and practices, which slowly become invariant over time, even in the face of a “dramatically-changed strategic context and a palpably clear recognition of the need for change.”
Dennis Senik of Doyletech Corporation presents a model for understanding how new technologies are adopted in markets. The model examines how three factors - market needs/wants, technological advances, and industrial systems - interact and evolve in predictable ways as innovations penetrate markets. Doyletech helps clients apply this model to identify opportunities to increase value creation by better aligning these factors. Their analysis of various industries reveals gaps or weak links that economic development organizations can address to stimulate jobs and growth.
An introductory presentation here for business students outlining the relationship between business strategy and technological environment. The role of technological change as an opportunity or threat is examined as are the drivers of innovation and the process of diffusion.
The document discusses various types of innovations including discontinuous, evolutionary, and disruptive innovations. It also covers models for how new products are adopted such as the Bass diffusion model, Everett Rogers' diffusion of innovation model, and the technology acceptance model. Finally, it provides an overview of the new product development process which involves idea generation, product design, market research, and bringing a new product to market through various stages.
Managing innovation within firms-Chapter 4 (Paul Trott).pptxAartiPandey63
1. The document discusses the tension within organizations between the need for stability and efficiency versus the need for creativity and innovation. It notes that companies must balance these competing demands to be successful both today and in the future.
2. It explores the "innovation dilemma" where pursuing innovation too far can lead to failure, but pursuing it too little can also lead to company failure. Finding the right balance is difficult.
3. Several tools and factors that can help facilitate innovation within organizations are discussed, including having a growth orientation, accepting risks, cross-functional cooperation, and providing space for creativity. Formal structures, centralized decision-making, and size can impact innovation as well.
Innovation in manufacturing as an evolutionary complex systemIan McCarthy
This document discusses innovation as an evolutionary complex system. It makes three key points:
1. Innovation can involve either continuous (smooth) evolution or discontinuous (qualitative) changes when new ideas branch off. Innovations introduce new customer experiences and needs but also carry high risks.
2. There is a tension between standardized control approaches used for mass production, which can inhibit creativity, and allowing emergent freedom which enables innovation. Decentralized and collaborative approaches are important for innovation.
3. Innovations evolve through ideas more than rational decision-making. Collective and expansive learning between groups and expanding knowledge boundaries supports innovation more than top-down control of ideas.
Application of voc translationtools a case studyiaemedu
The document discusses tools for translating the voice of the customer (VOC) into product design. It provides context on high new product failure rates and the importance of understanding customer needs early in the development process. The document then summarizes several VOC translation tools, including Quality Function Deployment (QFD) for translating customer wants into technical specifications, Pugh Matrix for comparing design concepts, Kano analysis for understanding customer preferences, and conjoint analysis for determining ideal product attributes based on customer tradeoffs.
Application of voc translationtools a case studyiaemedu
This document provides an overview of tools that can be used to translate customer needs and preferences into product design. It discusses conjoint analysis, which measures customer preferences to help simulate customer reactions to new products. The document also mentions other voice of the customer tools like Kano analysis, Pugh matrix, quality function deployment that can be used in the new product development process to help bridge the gap between marketing and design. It emphasizes the importance of understanding customer desires early in development through market research to improve the success rate of new products.
The document discusses how business is changing rapidly due to digital technologies and the flow of digital information. It argues that while companies have invested heavily in IT like networks and email, they are only getting 20% of potential benefits because they don't fully understand what is possible or how to use technology to share information across organizations. The author predicts that in the 2000s, business velocity will increase as quality improvements and processes happen more quickly when information can flow digitally.
The document discusses Rogers' diffusion of innovations theory and its key concepts. It provides an overview of the four main elements that lead to the diffusion of innovations: the innovation itself, communication channels, time, and social systems. It then discusses several factors that influence the rate of adoption of innovations, including their relative advantage, compatibility, complexity, trialability, and observability. Barriers to diffusion are also examined, such as an innovation's perceived advantage, compatibility with existing social and cultural norms, complexity, ability to be tested, and observability of benefits. The concept of the "tipping point" is discussed as a way innovations spread epidemically through certain individuals like connectors, mavens, and salespeople. Examples are
Sony can be considered a market disruptor in several ways:
1. Sony repeatedly entered new markets by developing innovative, portable consumer electronics products like the transistor radio, portable TV, and Walkman that appealed to new customer segments rather than competing directly with existing products.
2. Sony targeted customers who could not previously afford or access the functionality their products provided (like teenagers) rather than existing customers of larger products.
3. Sony's portable products disrupted existing markets for non-portable electronics and created new "on-the-go" customer needs and behaviors.
So in summary, Sony disrupted markets through radical product innovation that opened up new market spaces and customer segments, rather than sustaining existing technologies or competing directly with
The document discusses how networks are important for innovative individuals and entrepreneurs. It notes that creating a new business relies on an individual's social relationships for accessing resources, information, and support. While networks provide benefits like these, they can also potentially create conflicts of interest between business and personal relationships. Therefore, innovative people must balance the interests of their company with their interpersonal relationships when making decisions. Communities of practice can also stimulate change and innovation by allowing people to learn from one another, though this is often incremental innovation rather than radical innovation.
The document provides details about the Ford Model T automobile and why it was suitable for the US market conditions in the early 20th century. It notes that the Model T was produced by the Ford Motor Company from 1908 to 1927. Henry Ford increased productivity and output by implementing an assembly line production process with specialized labor. Workers performed individual tasks rather than completing full vehicles. This approach significantly raised Model T productivity and efficiency, enabling Ford to lower the car's price in a way that was affordable to common Americans at the time. The Model T's affordability and availability made it suitable for the period's US market conditions.
1) The book review summarizes The Machine That Changed the World, which chronicles the history of global automobile development and highlights comparisons between manufacturers.
2) It identifies "lean production" as a key technology discussed in the book that has reshaped automobile manufacturing, having originated in Japan but since spread worldwide.
3) The review finds the book interesting and closely linked to topics in the current publication, as it was the work that popularized the term "lean production" globally.
3. 1. Dominant Design
What is a dominant design?
What forces lead some designs to become the
standard for a category of product?
What are the difficulties associated with the
process?
What uncertainties do manufacturers face?
How are consumers affected while the standard
is emerging?
How do firms compete once a dominant design
is established?
How do dominant designs shift through time?
What factors might disrupt the status quo in an
established sector?
How might this affect established firms?
4. 1.1 What is Dominant Design?
“A dominant design in a product class is, by definition, the one that wins the allegiance of the market
place, the one that competitors and innovators must adhere to if they hope to command significant
market following. The dominant design usually takes the form of a new product (or set of features)
synthesised from individual technological innovations introduced independently in prior product
variants.” (Utterback, 1996)
+ simple
LUCK
Image 1: The Dominant Design is not determined from a technical standpoint, but by society.
5. Dominant designs emerge after the ‘ferment’ phase that follows a
major innovation.
It can occur at the level of an entire product (Henderson and Clark
1990), or at the component level (Abernathy and Utterback, 1978).
It represents a moment of relative stability before change begins
again, at first incrementally (Anderson and Tushman, 1990), and later
through major or radical revision which, after another period of
ferment, results in a new dominant design.
Several mechanisms may lead to
the emergence of a dominant
Era of Ferment Era of Incremental design.
• Design Competition Change
• Substitution • Elaboration of It constitutes the best compromise
Dominant Design for addressing a predominant share
of market demand and as such is
TIME widely imitated across the sector
(Christensen et al 1998)
As a consequence of economies of
scale that favor standardization
(Klepper 1997)
As a consequence of network
Technological Dominant Design #1 Technological effects
Discontinuity Discontinuity
#1 #2
6. Dominant designs have been documented in
diverse product categories, including VCRs, nuclear
reactors, automatically controlled machine tools,
and watches (Utterback 1994).
8. Dominant Design is also the 8th stage in the technology life-cycle.
The next few videos showcase the technology life-cycle in more
detail and we found them quite interesting.
Stage Video URL
1. Origin of Idea http://www.youtube.com/watch?v=YAH4OkFKnoE&feature=relmfu
2. Proposal of Concept http://www.youtube.com/watch?v=zf34TZYRhRA&feature=relmfu
3. Verification of Concept http://www.youtube.com/watch?v=DT09EiG6Ihs&feature=relmfu
4. Laboratory Demonstration http://www.youtube.com/watch?v=I_TvwobmzAk&feature=relmfu
5. Field Trials http://www.youtube.com/watch?v=VI90HtLF9MI&feature=relmfu
6. Commercial/Operational Intro http://www.youtube.com/watch?v=7aKw7bxkI14&feature=relmfu
7. Era of Ferment http://www.youtube.com/watch?v=ulHewPH5YDE&feature=relmfu
8. Dominant Design http://www.youtube.com/watch?v=MkBUMwQX-V4&feature=relmfu
9. Era of Incremental Improvement http://www.youtube.com/watch?v=bc4w6LR_xsA&feature=plcp
10. Substitution http://www.youtube.com/watch?v=TWi7knlR0G8&feature=plcp
9. 1.2 What forces lead some designs to become the standard
for a category of product?
10. 1.3 What are the difficulties associated with the process?
At rare and irregular intervals in every industry, innovations appear that
"command a decisive cost or quality advantage and that strike not at the
margins of the profits and the outputs of the existing firms, but at their
foundations and their very lives" (Schumpeter,1942)
“Extraordinary innovations overthrow the paradigm” (Kuhn, 1962).
• Once a design becomes
an industry standard, it is
difficult to dislodge.
• Until an industry
converges on a standard,
no design achieves much
cumulative production
volume.
• Dominant design leads to
crowding out of firms
11.
12. Dominant Design creates safety
and allows big investments
without big risks.
(Nelson and Winter, 1982) – maintain that designers of a technology have at
every given point in time beliefs about what is technically feasible or worth
trying
further performance improvements may be either blocked or will yield
diminishing returns (=>need fundamentally different design approaches) (Dosi,
1982)
focus on a specific course of design can make people blind to other options
pressure on firms to receive adequate returns on their investment
managers and designers pursue pathways that promise to bring about
marketable applications
13. 1.4 What uncertainties do manufacturers face?
CONFUSION abounds in basic concepts and fundamental ideas
LITTLE CLARITY on technological change and its impact on
organisational outcomes (Nelson, 1995)
Prior to emergence of DD After standard emerges
• Battle between variants • further technological progress is
driven by inherent technological
and economic forces
• Driven by social and political forces • a more consolidated community of
practitioners (Hounshell, 1995)
The emergence of any DD foretells a period of chaotic change (market
and organizational) as it completely changes the playing field
14. 1.5 How are consumers affected while the standard is emerging?
The early phase of dominant design is a learning process, as a result, designers or producers will
focus on how to deliver new technology to consumers until they understand what core features
the technology have and how to use it (Markides & Geroski, 2004). Markides and Geroski also
considered that the learning process is consistent with the learning curve, which implies that
consumers’ cognition about the new product or services will be mature as time goes by.
Consumer perception is a crucial principle that can link new
technology and consumer more effectively. When a new product or
service forms a trend, most of consumers will debate about what
new product or services should or could do, and also will compare
with their own expectation.
As for innovators and early adopters, they are enthusiastic to share
their own ideas and experiences with other potential consumers,
which will speed up the learning process.
Meanwhile, the sets of standard can reduce consumers’ uncertainty
related to the dominant designs, so that the majority of consumers
will consider them as products that they should purchase (Raji,Gary
& Arvind, 2006).
Learning Curve Eventually, consumers already gain, to some extent, knowledge,
purchasing as well as user experiences, which enables producers to
lock in consumers and reduce competition from potential
competitors and other alternative products or services (Markides &
Geroski, 2004).
15. 1.6 How do firms compete once a dominant design is established?
At the beginning, leading firms in the market go down
the learning curves swiftly, they seek scale economies
to reduce product cost and create large cost strength
to defend their leading position. Meanwhile, these “First-mover advantages are almost permanent
pioneers over the learning process brand their competitive advantages that early movers can
products and services and build up relationships with realize and use to protect themselves against the
consumers. The reputation leads these firms to win competitive threats of later-moving, imitative
more competition. (Markides & Geroski, 2004). entrants.” (Markides & Geroski, 2004, p54)
Interestingly, most successful firms are colonizers, they accurately find “inherent possibilities” in the new technology, the
consumer perception and enter the industry at the right time (Markides & Geroski, 2004).
Besides, Tushman and Anderson (1986) considered that when a new product category forms, important for a firm is the rate of
product variation, which aid in its competition for dominance.
The competition of same design changes from rival design to rival variants.
In order to differentiate the core products form same platform, firms tend to seek market segments that they extend the product
family and more limit the variety of products and the scope of market than the early phrase of dominant design (Markides &
Geroski, 2004). Products have more distinguishable features and functions with other similar products, which, based on same price,
consumers are much easier to compare and decide their preference of a product (Markides & Geroski, 2004).
! But Markides and Geroski also pointed out that sometimes an emerging dominant design, depending its strength, shift from a
niche market to a mass market, which makes it more attractive to new and potential consumers.
16. 1.7. How do dominant designs shift through time?
When the firms enter into original variants of the products,
the dominant designs will emerge after a series of experimentation
and investments from companies.
At first, it might produce competition
then the product innovation shifts to improving the production process for the
dominant design.
The results causes the increasing of process innovation, but the products
innovation decrease.
After that, it becomes harder that participating in other new variants of the
products and the exit of process innovation also decline.
Finally, the process leads to a shakeout.
17. 1.8. What factors might disrupt the status quo in an established sector?
The new innovation is the main reason to speed up changes in the currently
situation towards many companies, such as new skill, new product or process
innovation. However, the strong organizations embrace challenges and
ultimately thrive. A dominate design is standardization with a dramatic
breakthrough that would threaten the status quo for companies. When
dominate design happens, it will trigger the companies change to deal with this
opportunity or threaten.
The emergence of a dominate design is a vital step to create a new market
and it also bring out the consolidation into the market. These leading
companies will survive, while the rest of companies might be eliminated
(Constantinos and Paul,2005).
EXAMPLE
Flash Memory Industry; there are various type of flash memory cards and
only suitable for different 3C product. However, if a sort of flash memory
technology will be invested and it smaller and cheaper than existed ones, it
might replace other flash memory cards and become standardization soon.
18. 1.9. How might this affect established firms?
The firm with dominant design will become main trend in the market; even if it is a new
company, because more and more customers tend to buy products from it. People always have a
myth that the company which produced the product they want to buy firstly is the best one, so
they might choose this brand certainly. According to this, dominant design will form centralized
market share highly.
On the other hand, dominant design causes other companies which still use old-fashioned
technologies fail, the appearance of dominant design declined the number of company in this
industry, and the rest of firm not only usually attend this area earlier, but also has quite large
size. In addition to the appearance of a dominant design, it is impossible to consolidate markets.
Dominant design could give the standard in the special area; it means most of companies need
to change their dimension to fit for the standard..
EXAMPLE
Flash Memory Industry; Flash memory is a good alternative storage device and it can be used in a
wide range of portable electronic devices such as digital cameras and mp3 players. Several
companies produce various types of memory cards all with different dimensions and the different
products are not interchangeable. As we can see from finger1, in 2007, there is no any market
share in SmartMedia(SM) card because this product is out of date in many aspects such as access-
speed, weight and size.
Follow by the development in SD Card which created in 2000, it has got booming in flash memory
market recently so that there is a trend that many 3C Manufacturer will produce product which
follow by this standardization in order to be compatible with others.
20. 2. From New Technology to Mass Market:
Why does the technically most efficient product
not always emerge as the market standard?
Give some examples of when this has happened –
begin with those given in the chapter are there
others you are aware of?
What do you see as the key reasons why the VHS
dominated the VCR market? Are there any parallel
battles going on currently –give examples you are
familiar with.
What impact do consumers have on the
emergence of dominant design?
How do companies link core products and
complementary products/services and why is this
important? Give some examples explaining how
they have affected the competitive performance
of companies.
21. 2.1 Why does the technically most efficient product
not always emerge as the market standard?
Just like innovation isn’t just about inventions, dominant designs are
not always about superior features.
Sometimes it is a satisfying design in
terms of technical possibilities that is
propelled by the accommodation of
commercial interests between suppliers,
users, and competitors (Anderson et al
1990; Basalla 1988), for example IBM and
Intel’s decision to share know-how for
blade servers may be an attempt to
hasten the emergence of a dominant
design, or VHS being cheaper to make led
to more companies adopting it, despite
Betamax’s superior design.
The chart shows things that need to
happen in order for a dominant design to It is interesting to note that some of the stages involved the public
emerge (in this example, with regards to relations and marketing of the product. As well as researching
genetically modified foods). what the end user values and what they will be willing to adopt.
People didn’t want to retrain how to type, which is one reason why
the Dvorak keyboard failed, despite its superior design.
22. 2.2 Give some examples of when this has happened –
begin with those given in the chapter are there others you are
aware of?
Example Image
The Colour Fax – Faxes are still widely used today thanks to the fact that many documents still
require a signature. The colour fax machine however never really took off, despite being superior to
it’s black and white counterpart. The first one was available in 1946, the main problem was that a
lot of people already had a black and white one, so it was a non-starter. Even if a consumer bought
one, it would only work if whoever they sent or received faxes from also had one.
Videophones – Although they are popular now thanks to smart phones and the internet, when
they were introduced into the commercial market back in the 1950’s they were a flop. At the time,
a lot of companies thought it would become the dominant design and create a revolution in face to
face interaction. However even when the phones became affordable, they found that the users
rarely looked into the camera. Nobody wanted to worry about how they looked each time the
phone rang.
The Segway - The product was very clever and it functioned fairly well, the company had a lot of
funding and the amount of mass media coverage was astounding, so what went wrong? It’s
expectations (partly due to the media coverage) were blown way out of proportion, a piece of
technology that people thought would rival in significance the internet or the PC. It was a clever
piece of technology, but not a solution. How do you park it? Charge it? Do you drive it on the
pavement or road? The infrastructure available did not support the product. There was no
compelling target market, as there wasn’t any real need for it. It was an invention rather than an
innovation, the inventors patented the product and kept it in the dark so much that they were
surprised at the public calling it “dorky”.
23. 2.3 What do you see as the key reasons why the VHS dominated
the VCR market? Are there any parallel battles going on currently?
–give examples you are familiar with.
Sony's Betamax video standard was first commercialized in 1975, followed a
year later by second mover JVC with their VHS. Amazingly it took around 10
years of battling before VHS stood as the winner.
Interestingly VHS’s dominance is not attributed to technology as Betamax had
arguably the technical superiority of the two, but rather to a combination of
other factors
Firstly, Sony's owner, Akio Morita, stated that they had difficulty and disputes
with regards to the licencing of the product, which slowed the growth of
Recommended YouTube Betamax and allowed VHS to gain a foothold in the market.
Video:
VHS machines, were much cheaper to manufacture and so would look a lot
Betamax vs VHS emergence more lucrative for companies deciding which format to back. From the
of dominant design consumers perspective the most immediate difference at the time was the
difference in recording length. Typical Betmax tapes would record for around
60 minutes, not enough to record an entire movie. VHS however could record
http://www.youtube.com/wa up to 3-hours, perfect for movies or a television series. Sony later offered
tch?v=FYQt0xi9PRM solutions but it was too little, too late.
Some people argue that pornography was also a deciding factor. Sony did not
allow this kind of content on their Betamax whilst it was readily available on
VHS (Argawel et al, 2002)
24. A new fight is on the horizon between the west coast tech giants Apple
and Amazon, regarding e-publishing between Apple’s iBooks and
Amazon’s Kindle. It could be said that the real battle that is taking place
is their underlying formats: EPUB 3 and KF8.
EPUB has surfaced as the unofficial but
widely accepted open format among
publishers. Apple cleverly chose EPUB
as it’s format for iBooks, and the format
is used in countless other e-readers and
devices (e.g. Nook).
Amazon, on the other hand, has gone solo with their KF8 (Kindle Format 8). It
replaces .azw, essentially the .mobi format with added DRM. Amazon’s KF8 is much
more versatile than EPUB. Currently it is only available on the Kindle Fire, but Amazon
has plans to port it back to their e-ink Kindles and to the Windows version of their e-
reader.
Apple is the underdog in this fight with their iBooks sales dwarfed by Amazons e-
books, but all that could change with the release of Apples new hardware this week.
25. 2.4 What impact do consumers have on the emergence of
dominant design?
Dominant designs are the innovations of thought and imagination to modify the design of
the product or service which may or may not succeed in market. There is a great impact
on consumers on emergence of Dominant design, as the name itself point towards
positive improvement to be dominating.
The Dominant design not only shows an improvement in its physical design but also the
technology behind its use is modernized.
Viz. the black/white television set in early 50s – 60s were very bulky and the picture
quality was bad are compare to the slim and sleek LED television with High definition
picture quality
This creative change in design and technology
provoke consumers to buy product.
Further, not only the dominant design play important
role but technology also the technological change in
product where consumer is experiencing new
features, easy to use, compactness and its
competency which had a greater impact on the
consumer buying behaviour towards new product and
adapt its design.
Commenting on the other product dominant designs
like QWERTY keyboard, petrol, Pen, Bulb, Telephone
etc. are great designs of its kind which have changed
the lifestyle of the consumer drastically.
26. 2.5 How do companies link core products and complementary
products/services and why is this important? Give some
examples explaining how they have affected the competitive
performance of companies.
Core Product Complementary Product
The product which is underlying consumer benefit(s) The product which is closely related to the core
offered by some of the actual and augmented product, people are encouraged to buy the
components combined together. There are desires and complementary product with the core product.
Complementary goods are the opposite of substitutes:
want we expect from the product we purchase
Demand for a good will fall if the price of a substitute
Example:- What are benefits of the Perfume? I guess is reduced
Women don’t need the spesicif color of perfume or
the shape of the bottle of perfume but the smell of the
perfume is much more important which make them
feel more attractive and confident.
Some of the complementary and core goods: Car and Petrol, Fan and Electricity, Pen and Ink, Fish and chips.
27. There is a direct as well as an indirect link between core and complementary
products. Most companies sell both types of products, but some of them do not sell
the complementary products.
EXAMPLE: Kellogg’s do not sell their complementary product i.e. milk,
Car companies do not sell petrol where as “Camel” sell pen and ink under
same brand.
It’s not always that the company
sells its complementary than its core
product, it do affect the competitive
market.
The rise in price of Oil and Petrol
affects the Automobile industries.
The demand of the core product
declines due to rise in prices of
complementary product.
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Editor's Notes
Simple LUCK (Nelson, 1995)
Peter von Stackelbergyoutube account - http://www.youtube.com/user/petervonstackelberg
Coalitions of suppliers (Cusumano et al., 1992, Varian and Shapiro, 1999)social networks (Anderson and Tushman 1990) and contacts (Rosenkopf and Tushman 1998). Social, political and organisational features (Chesborough 1999). Cultural (Garud and Rappa, 1994)(emerging markets) (Porac et al, 2001).