[En] MIB Dauphine - ICT4

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day 4 of the ICT Marketing presentation to the Master in International Business (MIB) classes at Paris Dauphine. The presentation is a condensed version of a 360° analysis of ICT marketing. This version now includes a comprehensive review of Marketing 2.0 and Social Media applied to big business.

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[En] MIB Dauphine - ICT4

  1. 1. Paris, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec information and communications technology (ICT) products and services the marketing of technological innovation day four 2
  2. 2. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec2 copyright notice •This presentation is made available to all the registered readers of visionarymarketing.com •This work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 3.0 License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc- sa/3.0/ or send a letter to Creative Commons, 543 Howard Street, 5th Floor, San Francisco, California, 94105, USA. •You are allowed to use one or all the slides/images contained within this presentation provided you quote the author and the source of this information (http://visionarymarketing.com) •You are also welcome to recommend this website to your friends and colleagues and to invite them to register to our free newsletter (http://visionarymarketing.com/listbot.html)
  3. 3. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec3 my personal research online… since 1995 • http://visionarymarketing.com • http://visionarymarketing.wordpress.com a French Web 2.0 website
  4. 4. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec4 agenda module timing topic one 3 hours ICT marketing and innovation, main characteristics and principles Two 3 hours innovation management: towards wikinomics Three 3 hours online marketing innovation material will be made available online at http://visionarymarketing.com/mibdauphine
  5. 5. Paris, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec module two - part three (some) classic innovation traps and innovation myths
  6. 6. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec6 the ‘widget’ trap “While great devices are invented in the laboratory, great products are invented in the marketing department” William Davidow
  7. 7. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec7 a ‘widget’ can be either a swiss army knife type of product luring clients into buying widgets they will never use a product aimed at technical prowess competitors might be impressed clients might not
  8. 8. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec8 what happens if you pile up features? (Kathy Sierra)
  9. 9. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec9 however … who said people weren’t interested in technology anymore? don’t jump to conclusions
  10. 10. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec10 the ‘innovate or die’ myth •Gary Hamel (2000): ‘We’ve reached the end of incrementalism, and only companies capable of creating industry revolutions will prosper •Tom Peters (1999), The Circle of Innovation: ‘Incrementalism is innovation’s worst enemy […] The bottom line is: ‘Innovate or die’ (p. 308). •not sustained by facts souce: innovate or die, beyond deceptive appearances, Isaac Getz & Alan G. Robinson http://visionarymarketing.wordpress.com/2006/07/06/innovate-or-die-beyond- deceptive-appearances/
  11. 11. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec11 pioneers aren’t always leaders industry pioneers market leaders copiers Xerox, 3M Canon pda's Apple (Newton) Palm laptops Osborne, Apple IBM video recorders Ampex JVC, Sony motorbikes Triumph Honda conventional cameras Leica Canon, Nikon microwave ovens Tappan Stove co., Raytheon, Litton Panasonic, Sharp, Samsung rasors Cutthroat razors, Autosrop safety razors Gillette pocket calculators Bowmar Texas Instruments nappies/diapers Chicopee Mills (J&J) Procter & Gamble Source : "Fast second", Paul A. Geroski et Constantinos C. Markides, Jossey-Bass, 2005
  12. 12. the myth of the big market Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec12 source: Millier : Marketing the unknown
  13. 13. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec13 When the rubber meets the road: avoiding common pitfalls •Rosabeth Moss Kanter >former chief editor, the Harvard Business Review >years of expertise in innovation management
  14. 14. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec14 Moss Kanter: avoiding common pitfalls •strategy lessons >not every innovation idea has to be a blockbuster >successful innovators use an “innovation pyramid (or a basket) •process lessons >tight controls strangle innovation; >companies should expect deviations from plan •structure lessons >loosen formal controls >tighten interpersonal connections between innovation efforts and the rest of the business >don’t create two classes of corporate citizens (existing business vs innovation) •skills lessons >even the most technical of innovations requires strong leaders >members of successful innovation teams stick together >innovation flourishes in cultures that encourage collaboration”
  15. 15. some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Page 15 4 baskets of innovations for a large investment bank (example) where implementation is key disruptive low hanging fruits a matter of time less innovative very innovative here and now future 3 1 10 4 18 21 6 16 9 15 12 8 14 11 22 2 19 13 20 5 7 link 17 Includingabilitytodeliver Including industry acceptance
  16. 16. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec16 Scott Berkun •The myths of innovation (2007) O’Reilly: buy it from Amazon How to tell success from failure? The best answers come not from popular myths but from time-tested truths that explain why we’ve made it this far.
  17. 17. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec17 10 myths of innovation 1. the myth of epyphany • ‘a sudden manifestation of the essence or meaning of something’ (m-w.com) • e.g: e-bay founders’ story not attracting media  Pez dispenser trade for founder’s spouse legend triggered buzz 2. we understand the history of innovation • e.g. 90’s browser wars: up to 40 different browsers in 1997. many paths could have been taken. Netscape once was dominant
  18. 18. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec18 10 myths of innovation 3. there is a method for innovation • innovation can start in many different ways • 1) hard work in a specific direction (Xerox copier) • 2) hard work with direction change (post it note / weak glue) • 3) curiosity (velcro/burrs on clothes) • 4) wealth & money (Google! could not be sold to Yahoo! Alta Vista) • 5) necessity (craiglist, Mcdonald’s) • 6) combination (stroke of luck) • the probability of innovation • 50%*50%*50%*50% etc. 4. people love new ideas • managing the fears of innovation • eg. Eiffel Tower
  19. 19. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec19 10 myths of innovation 5. the lone inventor • e.g. A Roddick, R Branson, Steve Jobs, Henry Ford etc. • e.g. “Apple did not invent the GUI, the computer mouse, or the digital music player” 6. good ideas are hard to find • the history and misuse of brainstorming: not jump to conclusions
  20. 20. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec20 10 myths of innovation 7. your boss knows more about innovation than you • Chester Carlson, inventor of 1st copy machine was told the technology he needed would never exist • Drucker: “management tends to believe that anything that lasted for a fair amount of time must be normal and go on forever” 8. the best ideas win • e.g. Sony’s superior betamax technology didn’t survive VCR • e.g. Qwerty keyboards designed to prevent jamming by slowing typists
  21. 21. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec21 10 myths of innovation 9. problems and solutions • ‘discovering problems requires as much creativity as discovering solutions’ • e.g. Dr Percy Spencer finds a melted chocolate bar in his pocket while playing with radar equipment 10. innovation is always good • Wright brothers invent plane to end wars by enabling observation of ennemy movements • DDT was aimed at controlling malaria and typhus • innovations can be good for • you • others • industry/economy • society • the world
  22. 22. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec22 part three - what have we learnt? • build products or services, not ‘devices’ • devices pile up features • inventors like their devices • silver bullet innovation: not a great idea • don’t believe in myths, be a hands-on person
  23. 23. Paris, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec module two – part four towards mass collaboration?
  24. 24. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec24 introductory thoughts about wikis •most people know wikipedia, but ignore wikis •wikiwebs are up and coming •wikiwebs are as much more about cooperation as they are about technology compare wiki engines at: http://www.wikimatrix.org
  25. 25. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec25 wiki webs •wikis=collaborative websites whose content can be edited by anyone who has access to it •invented by Ward Cunningham •a subset of the open source revolution •no it’s not just about wikipedia >Wikiletics • prepare your online sermon! >Wikinomics • the more you share, the more you win >enterprise wikis
  26. 26. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec26 we are in the conceptual age
  27. 27. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec27 but … •wikinomics require openness •wikinomics mixes real and virtual world •wikinomics isn’t about turning us into nerds
  28. 28. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec28 innovating from the outside (of the IT market) in •the goldcorp example (wikinomics) >sample chapter for free >http://wikinomics.com/book/Intr oAndOne.pdf •other examples include >IBM’s thinkplace >Procter & Gamble >Ely Lilly? http://www.robmcewen.com/biography/
  29. 29. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec29 http://www.crowdsourcingdirectory.com/ •Innocentive: >125,000 scientists from 175 countries >launched as an e-business venture by Eli Lily in 2001 •NineSigma >2007 revenue: $8.0m (source: www.inc.com) >founded in 2000 by Dr. Mehran Mehregany, Goodrich Professor of Engineering Innovation •Yet2.com >solutions in need of a problem
  30. 30. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec30 competence nodes networking “value is created in whatever way is appropriate, no longer dictated by organisational relations and boundaries” M=Management response of a given task in a given time point is given to the competence node which understands the customers problem best Bror Salmelin (SEEM Single European Electronic Market 2003), http://europa.eu.int (Europa at Work Future Trends) M M M customers
  31. 31. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec31 chicken and egg: technology and organisational models 2 home-truths >Technology enables changes in organisational forms >Organisational forms motivates changes in technology 2 open questions >are organisations supporting the process? >are organisations creating/adding value? operation reconfig- uration creation dissolut- ion
  32. 32. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec32 what impact on the stage-gate process?
  33. 33. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec33 part four - what have we learnt? • the wiki revolution • not just technological • technology triggers organisational change which triggers technological change > or is it the other way round? • technological collaboration can inspire organisational change
  34. 34. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec34 worthy of note •points of view of the essence: innovation means different things to different people •ICT marketing is different and requires skills: not for the faint- hearted! •traditional marketing isn’t enough, experience required and paradigm shift •the lifecycle con •wikinomics: IT can be inspirational too •innovation management: when the rubber meets the road and the human factor THANK YOU!
  35. 35. Paris, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec appendix one innovation survival toolkit
  36. 36. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec36 The innovation assessment matrix STRATEGY OUTCOME Interdependence risk Integration risk Initial Market target Expectat ions for success Intern al risk Source: Adapted from Ron Adler (Insead) Are all solution elements up and running? Can all solution elements be glued together?
  37. 37. evaluation of risk Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec37 technical risk commercial risk source:Millier:Marketingtheunknown suicide zone uncertainty zone favourable zone priority segments
  38. 38. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec38 the bpt matrix is it solving any of our clients’ pains? Value for clients Value for us is it really worth it? Ability to deliver can we make it, how, how long it is going to take to get there? How could we implement it? go/no go decision ??!!
  39. 39. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec39 bpt – detail (example no.1) List scenarios and describe them. Group similar scenarios. Drop unrealistic scenarios 1 2 Rank scenarios against 3 main criteria e.g. A- value for Client B- value for users C- Ability to deliver 3 Compare results, prioritise, make decisions, launch projects
  40. 40. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec40 bpt – detail (example no.2) 0 1 2 3 4 5 6 7 8 1. VALUE FOR CLIENTS 2. VALUE FOR US3. ABILITY TO DELIVER Open embedded XL object to uncover sample BPT spreadsheet template
  41. 41. Paris, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec appendix two bibliography & webography
  42. 42. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec42 bibliography (English - 1)
  43. 43. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec43 bibliography (English - 2)
  44. 44. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec44 bibliography (French - 1)
  45. 45. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec45 bibliography (French - 2)
  46. 46. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec46 webography •in English •www.jpb.com •http://innovationtools.com •http://blog.futurelab.net/ •http://blog.guykawasaki.com/ •http://imaginatikresearch.blogspot.com/ •http://www.businessplanarchive.org/login/ •check our blogroll at http://visionarymarketing.wordpress.com •in French •http://e-mergences.blogspirit.com/ •http://billaut.typepad.com/ •http://portail- innovation.typepad.com/innovationtribune/ •http://marketing-et-convergence.over- blog.com/ •http://marketingisdead.blogspirit.com/ •http://henrikaufman.typepad.com/et_si_lo n_parlait_marketi/ •check our blogroll at http://visionary.wordpress.com
  47. 47. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec assignment no.4: the innovation quiz the quiz the quiz
  48. 48. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec about Yann Gourvennec •since 02/2008, director, Web, Digital & Social Media, Orange •01/2008-02/2011 head of Internet & digital media, Orange Business Services •06/2005-01/2008, innovation principal, Orange Business Services •2003-06/2005, alliance partner manager, france telecom •1999 – 2002 - director e-business: france telecom teleconferencing services •1997 - 1999 – consultant, Internet, marketing & information systems, cap gemini •1995-1997 – internet marketing consultant, unisys europe •1992-1995 – business systems manager, unisys europe •1988-1992 – business systems manager, unisys france •1985-1988 – account executive, philips france my research is available online at: http://visionarymarketing.com/ http://www.linkedin.com/in/ygourven
  49. 49. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec49 copyright notice •This presentation is made available to all the registered readers of visionarymarketing.com •This work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 3.0 License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc- sa/3.0/ or send a letter to Creative Commons, 543 Howard Street, 5th Floor, San Francisco, California, 94105, USA. •You are allowed to use one or all the slides/images contained within this presentation provided you quote the author and the source of this information (http://visionarymarketing.com) •You are also welcome to recommend this website to your friends and colleagues and to invite them to register to our free newsletter (http://visionarymarketing.com/listbot.html)

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