B2b ppt
- 1. B2B MARKETING CHAPTER-8 Presentation on Managing Innovation and New Industrial Product Development Presented by: Saurabh Jain Rahul Mishra Sumit Saurabh
- 2. The Management of Innovation Management practices in successful industrial firms reflect the realities of the innovation process itself. James Quinn asserts that “innovation tends to be individually motivated, opportunistic, customer responsive, tumultuous, nonlinear, and interactive in its development. Managers can plan overall directions and goals, but surprises are likely to abound. Clearly, some new-product-development efforts are the outgrowth of deliberate strategies (intended strategies that become realized), whereas others result from emergent strategies (realized strategies that, at least initially, were never intended).
- 3. Strategic activity within a large organization falls into two broad categories: induced and autonomous strategic behavior. Induced Strategic Behavior Induced strategic behavior is consistent with the Firm’s traditional concept of strategy. It takes place in relationship to its familiar external environment (for example, its customary markets). By manipulating various administrative mechanisms, top management can influence the perceived interests of managers at the organization’s middle and operational levels and keep strategic behavior in line with the current strategy course. Autonomous Strategic Behavior During any period, most strategic activity in large, complex firms is likely to it into the induced behavior category. However large resource-rich firms are likely to possess a pool of entrepreneurial potential at operational levels, which expresses itself in autonomous strategic initiatives. The 3M Company encourages its technical employees to devote 15 percent of their work time to developing their own ideas. Through the personal efforts of individual employees, new products are born.
- 4. Induced Versus Autonomous Strategic Behavior: Selected Characteristics of the marketing Strategy Formulation Process
- 5. Product Championing and the Informal Network •An individual manager, the product champion, assumes a central role in sensing an opportunity and in mobilizing an informal network to explore the idea’s technical feasibility and market potential. •A product champion is an organization member who creates, defines, or adopts an idea for an innovation and is willing to assume significant risk (for example, position or prestige) to successfully implement the innovation. • Senior managers at 3M do not commit to a project unless a champion emerges and do not abandon the effort unless the champion “gets tired.” Emphasizing a rich culture of innovation embraced by all employees, senior executives at 3M also encourage product championing behavior and calculated risk-taking. •The decision roles and responsibilities of managers in this informal network are poorly defined in the early phases of the strategy-formulation process but become more formalized as the process evolves.
- 6. Exploring the Technology Portfolio of a Firm • Some development projects center on improving the manufacturing process. • Some on Improving products. • Others on both process and product improvements.
- 7. Four Types of Development Projects 1. Derivative projects center on incremental product enhancements, incremental process improvements, or incremental changes on both dimensions. 2. Platform projects create the design and components that are shared by a set of products. 3. Breakthrough projects establish new core products and new core processes that differ fundamentally from previous generations. 4. Research and development is the creation of knowledge concerning new materials and technologies that eventually leads to commercial development.
- 8. Product Family • Products that share a common platform but have different specific features and enhancements that are required for different sets of consumers. • Strategists argue that a firm should move away from a planning emphasis that centers on single products. • The move toward a product family perspective requires close interfunctional working relationships, a long-term view of technology strategy, and a multiple-year commitment of resources.
- 9. The Disruptive Innovation Model Special insights into innovation management come from examining the rate at which products are improving and customers can use those improvements. For example, when personal computers were first introduced in the early 1980s, typists often had to pause for the Intel 286 chip to catch up. But today, only the most demanding customers can fully use the speed and performance of personal computers. For many products, from Excel spreadsheets to application-enriched handsets and information appliances, few customers absorb the performance features that innovating companies include as they introduce new and improved products.
- 10. Overshooting customer demand •First a rate of improvement in a given product or technology that customers can use, represented by the dotted line, sloping slightly upward across the chart. •Second, for a given product, innovating firms offer a trajectory of improvement as they develop new and improved versions over time. The pace of technological progress usually outstrips the ability of many, if not most, customers to keep up with it. •Therefore, as companies strive to make better products they can sell at higher profit margins to the most demanding customers, they overshoot and provide much more performance than mainstream customers are able to use.
- 11. Sustaining versus Disruptive Innovation A distinction is made between a sustaining innovation and a disruptive innovation. According to Clayton M. Christensen and Michael E. Raynor, “A sustaining innovation targets demanding, high-end customers with better performance than what was previously available (for example, incremental product improvements or breakthrough products).” A disruptive innovation represents a product or service that is not as good as currently available alternatives. “But disruptive technologies offer other benefits— typically, they are simpler, more convenient, and less expensive products that appeal to new or less-demanding customers.” Disruptive Strategy Examples Once a disruptive product or service gains a foothold, the improvement cycle begins and eventually it intersects with the needs of more demanding customers. For example, Xerox held a commanding position in the high- speed photocopier business until Canon’s simple tabletop copier disrupted that strategy in the early 1980s. Likewise, Southwest Airlines disrupted established airlines; Amazon.com disrupted traditional bookstores; Staples disrupted small stationery stores and distributors of office supplies; and Google disrupted directories of all sorts, including Yellow Pages.
- 12. Types of Disruptive Strategies Low-End Strategy Tests For a low-end disruptive strategy to succeed, two requirements must be met: 1. There should be customers at the low end of the market who are eager to purchase a “good-enough” product if they could acquire it at a lower price. 2. The company must be able to create a business model that can yield attractive profits at the discount prices that are needed to attract customers at the low end of the market. Example: Southwest Airlines drew customers away from the major carriers. New-Market Strategy Tests For new market disruptions, at least one and generally both of these requirements must be met: 1. A large population can be defined who have historically lacked the money, equipment, or skill to acquire this product or service for themselves. 2. Present customers need to go to an inconvenient location to use the product or service. Examples: Canon desktop photocopiers were a new-market disruption in the 1980s because they enabled employees to make their own copies rather than taking their originals to the corporate high-speed copying center to get help from technical specialists. Also, Research in Motion Limited’s BlackBerry is a new-market disruption relative to notebook computers. A Final Litmus Test Once an innovation passes the tests that apply to low-end The innovation must be disruptive to all the significant competitive firms in the industry. If one or more of the significant industry players is pursuing the strategy, the odds will be stacked against the new entrant.
- 13. Innovation Winners in High-Technology Characteristics 1. Limited Structure Creating successful products to meet changing customer needs requires flexibility but successful product innovators combine this flexibility with a few rules that are never broken. 2. Real Time Communication and Improvisation Improvisation involves activities in which the design and execution of actions approach convergence with each other in time. 3. Experimentation: Probing into the Future Creators of successful product portfolios did not invest in any one version of the future but, instead, used a variety of low-cost probes to create options for the future. 4. Time Pacing Product innovators carefully manage the transition between current and future projects while less successful innovators let each project unfold according to its own schedule.
- 14. Although the definitions of failure are somewhat elusive, research suggests that 30 to 40 percent of industrial products fail. The Major Drivers of a Firm’s New Product Performane
- 15. New Product Development Process Successful companies employ a high-quality new product development process--careful attention is given to the execution of the activities and decision points. Benchmarking characteristics: • The firms emphasized upfront market and technical assessments. • The process featured complete descriptions of the product concepts, product benefits, positioning, and target markets. • Tough project go/kill decision points were included in the process and the kill option was actually used. • The new product process is flexible.
- 16. Three ingredients were important here: 1. Top management committed the resources necessary to meet the firm’s objectives for the total product effort in the firm. 2. R&D budgets were adequate and aligned with the stated new product objectives. 3. The necessary personnel were assigned and were relieved from other duties. Resource Commitments
- 17. New Product Strategy Set aggressive new product performance goal as a basic corporate goal and communicate it to all employees.
- 18. New Product Competitive Reactions 1.The new product represents a major threat to their market. 2.The market is experiencing a high rate of growth.
- 19. Sources of new product ideas Lead Users Because many industrial product markets for high-technology and, in particular, capital equipment consist of a small number of high-volume buying firms, special attention must be given to the needs of lead users. These include a small number of highly influential buying organizations that are consistent early adopters of new technologies. Customer Visits A popular approach among business marketers for gaining new product insights is customer visits. Here a cross-functional team visits a customer organization to secure a first-hand account of customer needs. Based on a carefully crafted interview guide, in-depth interviews are conducted with key buying influential's to uncover user problems, needs, and desires. Web-Based Methods for Improving Customer Inputs to Design Recognizing the ability of customers to innovate, many firms have developed tools that invite customers to design their own products. With these innovative toolkits, customers are given an array of features that can be configured, as desired, to create their own customized products.
- 20. Lead user projects are conducted by a cross-functional team that includes four to six managers from marketing and technical departments; one member serves as project leader.Team members typically spend 12 to 15 hours per week on the projects. The Lead User Method
- 21. Four Strategic Factors For New Product Success Product advantage refers to customer perceptions of product superiority with respect to quality, cost-performance ratio, or function relative to competitors. Marketing synergy represents the degree of fit between the needs of the project and the firm’s resources and skills in marketing. Technical synergy concerns the fit between the needs of the project and the firm’s R&D resources and competencies. International orientation--new products that are designed and developed to meet foreign requirements, and that are targeted at world or nearest- neighbor export markets.
- 22. Fast-Paced Product Development Rapid product development offers a number of competitive advantages. To illustrate, speed enables a firm to respond to rapidly changing markets and technologies. Moreover, fast product development is usually more efficient because lengthy development processes tend to waste resources on peripheral activities and changes. Matching the Process to the Development Task How can a firm accelerate product development? A major study of the global computer industry provides some important benchmarks. Compressed Strategy for Predictable Projects For well-known markets and technologies, a compression strategy speeds development. This strategy views product development as a predictable series of steps that can be compressed. Speed comes from carefully planning these steps and shortening the time it takes to complete each one. This research indicates that the compressed strategy increased the speed of product development for products that had predictable designs and that were targeted for stable and mature markets. Experiential Strategy for Unpredictable Projects For uncertain markets and technologies, an experiential strategy accelerates product development. The underlying assumption of this strategy, “product development is a highly uncertain path through foggy and shifting markets and technologies. The key to fast product development is, then, rapidly building intuition and l exile options in order to learn quickly about and shift with uncertain environments.
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