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You have heard about all these businesses successfully marketing online and have probably been assaulted by dozens of social media managers by now, but how can you be confident in their anticipated results?
Beware of these social media managers and website designers willing to accept your money without ever addressing the strategy they propose to implement. Any graphic artist or competent website designer can make something pretty, but will it convert visitors to subscribers and sales? Ok, so you have addressed the design of your site as a whole and you have defined the objectives for all your pages, now it is imperative that your copy leads people through your site the way you want. Content is typically a component drastically overlooked when developing a site, but it is more important than the design in my opinion. Now you have got a design people will love, and content has been created that will fully engage anyone interested in your topic, but since less than 1% of people come to your site for the first time to make a purchase how do you plan to capture their information? There should not be regular massive changes to your design, but engaging with your audience frequently is a must.
Knowing how to create blogs, status updates, and content updates on your site in a way that spawns conversation is a strategy that you should establish ahead of time so that there is a predetermined schedule of content going up and a scheduled time to respond to interaction. If you are willing to take the time to address these 5 areas prior to fully launching your site you will find it much easier to generate and measure the results of your internet marketing efforts.
The elements that make up a truly innovative company are many: a focused innovation strategy, a winning overall business strategy, deep customer insight, great talent, and the right set of capabilities to achieve successful execution. If more companies could gain traction in closing both the strategic alignment and culture gaps to better realize these goals and attributes, not only would their financial performance improve, but the data suggests that the potential gains might be large enough to improve the overall growth rate of the global economy. Last year, we looked at the innovation capability sets companies put together, how they vary by innovation strategy, and which groups of capabilities can best enable companies to outperform their peers. Understanding these issues is particularly important now that innovation spending is on the rise again.
Issues of culture have long been of great concern to corporate executives and management theorists alike, whether they apply to companies as a whole or to selected areas such as innovation.
On the other hand, companies whose strategic goals are clear, and whose cultures strongly support those goals, possess a huge advantage. Similarly, companies agree strongly on the cultural attributes that are most prevalent at their companies. In general, companies also continue to show a range of significant gaps in how their strategic goals and cultural attributes contribute to performance and support their innovation.
As in previous years, this year we classified the companies that responded to our survey into the three core innovation strategies via our online Innovation Strategy Profiler.
Just as companies following any of these three strategies can succeed, so any company can manifest strong strategic and cultural alignment, no matter which strategy it follows. Overall, for example, Need Seekers are more than three times as likely to report that their innovation strategy is strongly aligned with their business strategy as other companies. Our previous studies have consistently shown that companies using any one of these strategies can regularly outperform their peers, and that, although top performers had an overlapping set of capabilities critical to success no matter which strategy they followed, those top performers also had developed a unique, focused set of capabilities essential to their strategy. Over the four years since we began our analysis of the three models of innovation, the Technology Drivers strategy has been the most frequently employed around the globe and across industries. Successful Tech Drivers can no longer depend solely on the ability of their researchers to develop ingenious products that consumers are dying to have. Few companies exemplify both the long history of technology innovation and the new, more customer-centric demands better than Hewlett-Packard Company.
The close alignment of innovation with the business can be seen clearly at HP Labs, the company’s central research organization. That is entirely in keeping with the strategic goals of Tech Drivers: to ensure superior product performance and quality, at the lowest cost possible. The automotive supplier sector, hard hit by the recession and the problems plaguing the auto industry in general, has only recently begun to recover. That puts Visteon squarely in the camp of the Market Readers, those companies that carefully monitor markets and listen to their customers in order to gauge what the market is looking for, and then work closely with suppliers and partners to provide it.
This approach is in line with the innovation goals we have identified among Market Readers, including customizing products for markets and making sure those products have a clear advantage in the market, in terms of both quality and cost. These capabilities include not just a willingness to pay attention to the market and work with customers but also to run a very tight product development ship, using capabilities such as product platform and resource requirement management.
But it is the effort to instill a culture of collaboration that has most transformed Visteon’s innovation efforts.
As successful as many Market Readers and Technology Drivers are, there is something different about Need Seekers.
But what really sets the best Need Seekers apart is their ability to execute on their strategy — to combine all these elements into a coherent whole. The advantage of the Need Seeker model is evident when the biggest R&D spenders are compared with the most innovative companies. The trick for Agilent, as for many other companies, is to balance short-term R&D with long-term thinking about the kinds of things that will need to be measured in five or 10 years. In many ways, Agilent’s innovation culture stems from its history as part of HP, but Solomon notes that the company has defined its own values. Yet even the most successful companies concede the difficulty of maintaining the cultures that led to their success.
The larger lesson for companies that struggle to convert their R&D expenditures into successful products, solid financial returns, and unassailable market positions is that it may not just be traditional factors like the innovation pipeline that need rethinking. This year, we again asked our survey respondents to choose the companies they thought were the most innovative. Following Apple, again, were Google and 3M, with 44 percent and 19 percent of respondents including them among the top three, respectively.
It is also worth noting that although six of the top 10 spenders are pharmaceutical companies, not a single pharmaceutical company was voted onto the list of the most innovative. Silicon Valley is famous for its long history of leadership in computing, semiconductors, software, biotech, and other innovation-based industries. It may come as something of a surprise that Silicon Valley companies are no more likely to follow a Technology Driver innovation model than other companies are. As has been the case in the past six editions of the Global Innovation 1000, this year Booz & Company identified the 1,000 public companies around the world that spent the most on research and development in 2010. For each of the top 1,000 companies, we obtained the key financial metrics for 2001 through 2010, including sales, gross profit, operating profit, net profit, historical R&D expenditures, and market capitalization. To enable meaningful comparisons within industries, we indexed the R&D spending levels and financial performance metrics of each company against the median values in its industry.
To understand how innovation strategy, culture, and organization affect performance, we conducted a Web-based survey of nearly 600 senior managers and R&D professionals from more than 400 companies around the globe.
The 3C’s Model is a business model that you can find in business books but also commented in Business Schools or MBA programs which offers a strategic look at the factors needed for success. PowerPoint® is registered trademark of Microsoft Corporation and this site do not have any relationship with Microsoft Corp. The latest talent management case studies, ebooks, articles, and seminars delivered to your inbox! The Halogen TalentSpace Blog is your go-to-place for the latest thinking on how to build a world class workforce. Get our daily TalentSpace Blog email "How to Excel at Goal Management"--> delivered right to your inbox. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. If you looking for perfect store location then Outlet Stores Malls are here to provide you list of all 65 Nordstrom Factory outlet stores locations in the US, Canada and Mexico.

Clipping is a handy way to collect and organize the most important slides from a presentation. Creating a posting schedule for every social network out there and creating a pretty website may sound glorious, but is it worth it if is not generating any income? It is important when creating the look and feel of your site you take into consideration what actions you want your audience to take on every page of the site.
Unless you have a site like Jim Carrey, which is freakin’ amazing by the way, your site must be engaging and provide as much value as possible on each and every page. Just because someone opted in for something you offered does not mean you have free reign to market and sell them on the next greatest thing out there. The last thing you want is happy and maybe not so happy people talking about your brand and you not have any response. Check out the Biz Resources page for other tools both free and paid that may help you on your online marketing journey. Our data shows that companies with unsupportive cultures and poor strategic alignment significantly underperform their competitors.
This year, we took a different vantage point, analyzing the ways that critical organizational systems and cultural attributes support those capability sets that are most likely to promote innovation success.
Companies that underperform their peers have much to gain if they can close these gaps and achieve much higher degrees of cultural and strategic alignment. The profiler characterizes a company’s innovation strategy based on its approach to incremental versus breakthrough innovation and the role that end customers play in defining future product needs. These companies often address unarticulated needs and then work to be first to market with the resulting new products and services. They often seek to solve the unarticulated needs of their customers through leading-edge new technology.
Each of the other two models has its own corresponding distinct innovation goals and cultural attributes. And this year it continues to be the most common model among the world’s 10 largest spenders on innovation. Now, in order to succeed, Tech Drivers must strike the proper balance between the pure R&D efforts that in the past led to high-tech breakthrough innovations, and the more market-oriented activities of their less tech-centered brethren. Famed for its critical role in the founding of Silicon Valley and its long history as a pioneer in a variety of technologies, HP has made a conscious effort to integrate its innovation efforts more tightly with the business, and to ensure that both its strategic goals and the innovation culture that supports those goals are aligned with that overall strategy. Prith Banerjee is HP’s senior vice president of research and director of HP Labs, which has seven locations around the world. Another third is tied to current products, so it looks maybe six to 18 months into the future. And it goes without saying that the entire effort must be imbued with a stronger spirit of respect for technical talent and knowledge, as well as openness to ideas from external sources, including academic researchers from universities around the world.
Among the companies at the center of the upswing is the Visteon Corporation, which produces a variety of systems, including climate electronics, interiors, and lighting solutions, for the world’s leading car manufacturers. That, in turn, is supported at top-performing Market Readers by a culture that fosters collaboration across functions and geographies, and openness to external ideas. Says Yerdon, “In product development, we have a phase-gate process that goes through four different gates to achieve what we feel is an appropriate level of robustness in products and technologies that are developed for sale to a customer. It has to do with their strategy — working closely with customers to develop products and get them to market first. As we have seen, the innovation strategy that Need Seekers follow is significantly more aligned than either of the other models, on average, and their culture is most likely to support their innovation efforts.
Our study shows that significantly more of the technical leads at companies classified as Need Seekers report directly to the CEO, and that their innovation agendas are much more likely to be developed and clearly communicated from the top down. It is evident in how the company gathers insights from customers and outside innovators alike. Our analysis shows that a well-executed Need Seeker model, although it may be the hardest model to create, is also the most likely to deliver superior differentiation, profitability, and growth in enterprise value.
Instead, companies should follow the lead of the most successful innovators in ensuring that the company’s culture not only supports innovation, but actually accelerates its execution.
This was the fastest rate among the top three industries in 2010, in line with its 9 percent increase in revenues. After having increased spending more than 40 percent the year before, Indian and Chinese companies almost matched that rate again in 2010, upping their investments in R&D more than 38 percent. Similarly, the healthy increase in 2010 shows just how determined companies are to keep competing for market share. But that, in our view, only strengthens our argument: Like many other top innovators, Silicon Valley companies not only have found success in creating pathbreaking new technologies, but are almost twice as likely as average companies to have developed capabilities that provide a superior understanding of the stated and unstated needs of their end customers. He works with leading technology, media, and consumer companies, focusing on strategy, corporate development, marketing and sales, organization, operations, and innovation. Global expenditures on research and development were estimated using data from the World Bank, the Organisation for Economic Co-operation and Development, the International Monetary Fund, and government research reports.
He works with high-tech and industrial clients on corporate and product strategy, product development efficiency and effectiveness, and the transformation of core innovation processes. He specializes in helping automotive, industrial, and aerospace companies reach a position of product and market leadership through a combination of product strategy and functional restructuring. He is a leader of the firm’s innovation practice, specializing in fields with highly engineered products, such as aerospace, industrial, and high tech.
It is coined to Kenichi Ohmae and you can use this 3C model to focus on the three key factors for success: Competitors, Corporation (or Company) and Customer. You can purchase the business model pack for PowerPoint if you need a complete set of diagrams and charts for your business presentations.
This free PPT template is compatible with major versions of Microsoft PowerPoint 2010, 2013 but also with backward compatibility for Microsoft PowerPoint 2003 and 2007 (you can install the compatibility pack if needed). We are an independent website offering free presentation solutions and free PowerPoint backgrounds for presentations. The home page design is the most critical because it is where most of your visitors will land, but remember your objective is to get people to stay interested and check out other pages.
The more time on your site the more opportunity you have to develop confidence and comfort with your visitor. Now this is not a news letter or some PLR crap you downloaded and repackaged, you really want this to be something that exposes your awesome knowledge and credibility.
That was the easy part, and it was easy since all of those tasks, once they are set up, are relatively stagnant.
Engagement on social media, your website, and in your email campaign, offers you the opportunity to establish comfort and reliability in your knowledge so you can earn the permission to offer a product or service to your list.
Yet according to the results of this year’s Global Innovation 1000 study, only about half of all companies say their corporate culture robustly supports their innovation strategy.
Lafley, and more, explaining why companies resist wholesale change, and how to make the most of the culture you have.
Spending among the Global Innovation 1000 surged 9.3 percent in 2010, thanks in great part to the perception of a worldwide economic recovery. Not surprisingly, companies saddled with both poor alignment and poor cultural support perform at a much lower level than well-aligned companies. Our businesses are all interdependent and collaboratively connected to each other, across geographies, across businesses, and across industries. We believe the way to do so lies in gaining a greater understanding of the cultural attributes that any given company needs to foster, given its particular innovation strategy.
They consistently demonstrate better achievement on a number of strategic and cultural variables.

As for innovation culture, more than 41 percent of Need Seekers said theirs strongly supported their innovation strategy, compared with just 7 percent of Market Readers and 14 percent of Tech Drivers. Overall, Need Seekers were 30 percent more likely to report their overall financial performance as being superior to that of their peers than the other two models, and, on average, they appear to have a much better chance of outperforming the competition than either of the other innovation models.
And although the company’s overall strategy may change as a result of the recent arrival of Meg Whitman as chief executive officer, the tight link with the innovation culture is likely to continue. Its business depends heavily on working with its customers to determine exactly what they need and then building those products as cost-effectively as possible. Together, these goals and cultural elements help sustain the set of capabilities that enable these companies to succeed. It used to be, says Yerdon, that groups would work in the same building and never talk to one another.
It has to do with their innovation goals — ensuring that those products have a distinct advantage in the market. Such companies are more profitable and boast higher enterprise value, and a disproportionate number of these highly aligned companies are following the Need Seeker model. In the survey, they were nearly twice as likely to point to product development as the function with the most influence in their company’s power structure. Formed as a spin-off from HP in 1999, the company concentrates on instrumentation and measurement solutions for the communications, electronics, life sciences, and chemical industries.
Researchers at the lab reach out regularly not just to academics, but also to customers like government labs, to help acquire a better understanding of the future of technology and its customers’ needs.
That’s because it is the model most able to get to market first with products that address unarticulated customer needs through superior customer understanding, and the most likely to have the cultural attributes and cross-organizational alignment that can sustain its success. First, make sure that the innovation strategy is clearly articulated, and communicated throughout the organization from the top all the way down to the lab bench.
Fully 68 percent of companies increased spending in 2010, compared with just 41 percent in 2009. That kept healthcare in second place among all industries in terms of its share of total R&D spending, at 22 percent. The turnaround was cautious in both Europe and Japan, which increased spending at rates significantly below the average of 9.3 percent. And companies from other regions around the world increased their spending almost 14 percent. The four most innovative companies, and six of the top 10, all follow the Need Seeker strategy (and Apple is the classic example). Overall, the results show, as we have been saying for years now, that success in innovation isn’t about how much you spend, but rather how you spend it. And they are almost three times as likely to say their innovation strategies are tightly aligned with their overall corporate business strategies — 54 percent, compared with just 14 percent among all companies. Subsidiaries that were more than 50 percent owned by a single corporate parent were excluded if their financial results were included in the parent company’s reporting. We analyzed their responses using a variety of statistical methods that allowed us to distinguish the cultural and organizational attributes most prevalent among companies, depending on which of the three innovation strategy models they followed. Even more, there are other variants of this model that combine other different concepts for example the Future of an organization, The organization itself and the business ecosystem to increase the brand awareness. She has extensive experience in many areas of strategic Human Resources Management, working closely with executives in the areas of performance, productivity, organizational metrics, training, employee and customer engagement, workforce planning, organizational design and strategic implementation. You want people to take advantage of your proposition and make it a point to revisit your site since you exceeded their expectations. Moreover, about the same proportion say their innovation strategy is inadequately aligned with their overall corporate strategy. As part of this year’s study, we surveyed almost 600 innovation leaders in companies around the world, large and small, in every major industry sector. In fact, companies with both highly aligned cultures and highly aligned innovation strategies have 30 percent higher enterprise value growth and 17 percent higher profit growth than companies with low degrees of alignment.
Additionally, Need Seekers are more likely to financially outperform their rivals than companies following one of the other two strategies. That’s why a third of our activity involves assisting them with their current problems.
But Visteon teams have been working hard to change that aspect of their culture, in part because collaboration has become a necessary capability now that the various systems that make up cars have become so integrated. And the best Need Seekers have put together a winning set of capabilities, including the judicious use of technology, a disciplined approach to product development, and the ability to generate deep insights directly from regular contact with end-users of their product.
And Need Seekers even outperformed in terms of the management of the innovation process: They rated their portfolio management processes highest for both consistency and rigor.
Meanwhile, capturing insights on what customers need now is the responsibility of not just business unit researchers but all customer-facing employees.
Second, align the technical community with top management, and give the technical leaders a real seat at the executive table. North American companies, however, which had cut R&D spending by almost 4 percent in 2009, increased their spending in 2010 by more than 10 percent. In conjunction with this year’s Global Innovation 1000, we worked with the Bay Area Council, a pro-business consortium of more than 275 companies in the San Francisco Bay area, to identify the strategic, cultural, and organizational attributes that have led to the sustained success of this region. When asked whether their corporate cultures supported their strategies, 46 percent of Silicon Valley companies strongly agreed that they did, compared with only 19 percent of all companies, more than double the general population. In addition, figures for total shareholder return were gathered and adjusted to reflect each company’s total shareholder return in its local market. Company names and responses were kept confidential (unless permission to use them was explicitly granted), but respondents were asked to identify themselves to allow the association of survey answers with financial metrics.
As noted, almost half of the companies reported inadequate strategic alignment and poor cultural support for their innovation strategies.
So when we approached the topic of culture in the context of innovation for this year’s study, our primary goals were to determine which cultural attributes were most critical to underpinning the focused capability sets required for each distinct innovation strategy that we have previously identified. What some companies lack is the structure needed to effectively dedicate resources to innovation.
But to succeed, you need to be balanced in terms of focusing on the customer and understanding the market.
Third, ensure that the innovation agenda translates into a tangible action plan, clearly linked to a short, focused list of capabilities that will allow you to stand out in the marketplace. The iPad continues to define the market for tablet computers, and Apple has been vying with the Exxon Mobil Corporation as most valuable company in the U.S. That included segmenting the survey results we received from Silicon Valley companies in hopes of better understanding what cultural and organizational elements make them different.
We then conducted interviews with a subset of respondents, in order to gain a deeper understanding of the links among strategy, culture, and organization.
Possibly even more surprising, nearly 20 percent of companies said they didn’t have a well-defined innovation strategy at all. There is a lot of great technology we can work on, and no shortage of technical challenges.
The tighter the connections between strategy, culture, and innovation, the more leverage your company will bring to bear in converting innovation spending into marketplace results and superior long-term financial performance. That works out to an R&D intensity rate of more than 21 percent, 11 percentage points above the industry average.

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