Innovative video presentations,online software coding jobs,online business registration cambodia - Reviews

Innovation Tools - (Digital) tools that will increase the innovation potential of your team or company. Merely focusing on customers will not lead to groundbreaking changes in your business model. All organizations have certain assets or capabilities which can be valuable to non-customers.
IKEA, the world’s largest furniture retailer, has a vast majority of its stores located outside of city centers with comparatively low property prices.
Does your organization even know what you have that could be potentially valuable for others? Procter & Gamble is credited with many business innovations including brand management, the soap opera, and now recently sourcing 50% of its product innovations externally. The rapid pace of technology and business change raises serious questions for executives on how to continuously innovate and find new ways to create and capture value, what resources and capabilities to develop in-house and how to use collaborative or distributed value creation. Traditional value chains are in many industries being replaced or complemented with flexible value networks. Global connectivity of organizations has reduced old barriers and enabled new ways for companies to access external resources and capabilities.
Philips, one of the largest electronics companies in the world, is not only providing its consumer electronics, healthcare and lighting products, but technology and IP which has the potential to cannibalize on the company’s markets. Companies depend on customers for revenues which drive decision making and how companies prioritize resource expenditure. Unique and potentially disruptive ideas, inventions, or business models that don’t fit neatly into planned products or innovation initiatives are sometimes forgotten if at all seen. It is known that companies with a few highly focused core businesses historically have accounted for the majority of sustained growth companies. My point here is not to diffuse company activities and focus, but to illustrate hidden value within your existing organization that is often overlooked, and which could be a source for business model innovation. There are many great concepts and tools for business model innovation starting from existing or potential customers such as analyzing the jobs to be done, the outliers using products and services in unintended ways, customers who use the non-premium market offerings in search of better solutions, potential customers who find the offerings unacceptable or beyond their means. Business model innovation can take its starting point in external factors such as trends in technology, society, culture, or from responses to actions by suppliers, partners, customers, or competitors. Anders Sundelin is VP of Business Operations at CIP Professional Services, a development and consultancy firm owned by Chalmers Industriteknik and the University of Gothenburg in Sweden.
I hope some readers will get in touch with CIP in Sweden because you state to know a lot more than written about. I also think that the two owners of CIP found a good way of collaboration – very effective! Thanks Rita, and thank you for promoting CIP ;) If you are interested to know more about the challenges we are working with I recommend CIP FORUM in the end of May. Primary customer: The one who pays, but not necessarily the user, still the decision maker. For you business model innovations are disruptive in nature but I think business models and some degree of innovation are also possible within a sustaining framework. Interestingly, one innovation can be sustaining for one firm but disruptive in nature for another. Hi Sig, I use a very similar terminology myself, sometimes referring to value recipients to get others to think outside the “customer box”. For me, potential value recipients can be customers, suppliers, partners, competitors, industry trade groups, professional associations, actors in other industries, universities, research institutes, non-profit organizations, local or national communities, government, society, etc. For people interested in the subject Christensen’s books Innovator’s Dilemma and Innovator’s Solution are great.
For me the term business model innovation can refer to both incremental and disruptive innovation (however I wanted to spice up this article).
What is your thoughts on Osterwalders idea of Business Model Innovation together with Steven Blanks Customer Development? In contrast to the main idea of this article, to identify value for non-customers, Steve and Alex collaboration is as you know focused on customer value creation. Steve’s main point as I see it is that start-ups need to iterate their business models and get out of their offices early to verify or falsify their business assumptions.
Alex has done a great job in creating a business model framework that many (including start-ups and VCs) find highly useful. Steve has written a nice book on finding business models that is great in content but poor in communication whereas Alex has introduced a visually appealing and practical way of packaging business tools. In relation to my article above, my main point is that firms can create value for others than their existing customers. The most innovative companies do not merely comb the executive ranks for ideas on how to cut costs and create new products and services..
Bruce Power in Ontario, Canada, which uses special kiosks in its plant, says some of the 11,000 ideas submitted over the past three years have led to millions of dollars in cost-savings.


A monetary reward might not be an effective way to encourage submissions because most people will be driven by a real desire to make their work easier or cut through hassle, adds Robinson. Would like help getting more ideas from your employees or some strategies to boost to your performance contact Mary Hladio, (513) 984-9333 for a 30-minute complimentary consultation to discuss a success plan. Of course, what a splendid site and educative posts, I will bookmark your website.All the Best!
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Instead, opportunities for business model innovation arise when focus is shifted to value creation for non-customers. However, many fail to realize what they have and for whom it could be valuable, and perhaps most importantly how to create and capture the value. Each store attracts large crowds of shoppers from long distances, driving up sales for nearby retailers and affecting the value of surrounding property.
P&G has been licensing its technologies, trademarks and other innovation assets to other companies for a long time extracting value from non-customers. The need for organizations to increasingly manage uncertainty and volatility is driving organizations to become more flexible, and utilize external resources and capabilities when and where appropriate. When companies increasingly are seeking external resources and capabilities, or rely on complementary products and services for their business models to be successful, there will be increased competition for assets and talents. I often argue that if a company is creating and capturing value for customers today, the probability that the same company has assets and capabilities valuable to non-customers is incredibly high. At the company website, visitors can browse, access and license technologies and other innovation assets, and the company also provides knowhow, training, services and support to realize or support other businesses. The importance of deeply understanding your customer at both the rational and the emotional level cannot be stressed enough. Customer priorities directly affect decision making, internal project prioritization, ability to attract attention within the company, identification of value within a project or organization, the definition of what a valuable invention is, collaboration decisions, deciding which inventions to patent or abandon, etc. Spin-offs usually create more focus and value, something private equity companies know, often achieving their greatest success by buying orphan businesses from scattered conglomerates.
What you choose do with the new insights, with newly identified valuable assets and capabilities, is something completely different. Although analyzing existing and potential customers is often a great way to gain a focused competitive advantage and increase the share of the existing market, it is not the only starting point for business model innovation.
It can begin in the existing business model, starting with “what-if” questions such as: what if we segmented our customers in this way, what if we offered this for free, or what if we delivered our products and services in this way instead?
CIP PS specializes in knowledge- and technology-based business development and in particular intellectual asset and property strategy in development, commercialization and collaboration initiatives. Blue Ocean Strategy processes are highly relevant as it suggests that you should try to find value that crosses conventional market segmentation. To separate the two different ways of innovation I use business model innovation for the innovation with disruption and business model optimization for innovation with more sustaining character. Google is a great example of a company that creates value for users, network partners, business owners, libraries, authors and publishers, society etc. However, I don’t agree that “you cannot be good at both sustaining and disruptive innovation”. I agree with you that Business Model Optimization could be a useful term to communicate the continuous work. I am still in a snowy Sweden but will leave for three weeks of vacation in Thailand on Monday. His thesis is that the reason of existence of a start-up is to find and verify a business model.
As I see it, Alex has also contributed greatly with a very visual approach which I think will start a new trend in communicating new and old business concepts, and turn them into useful tools. This can become a perfect fit and I look forward to see the results of their collaboration! I believe all firms (including start-ups) should investigate how to create value and for whom, beyond what first seems obvious. Please download the latest version of the Google Chrome, Mozilla Firefox, Apple Safari, or Windows Internet Explorer browser. More companies have begun to realize the value of their workers’ ideas as a result of the emergence of innovation-management programs such as BrainBank, InnoCentive and Spigit, which help firms set up innovation systems for employees to enter contests, submit ideas and vote on the input of co-workers.
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IKEA realized the value created by their stores and customers, and through IKANO Retail Centres it now develops and operates shopping destinations and retail parks around IKEA stores.
You might have very loyal customers, or customers with high switching costs, information on customer behavior and needs, strong brands, partnerships with leading value chain actors,  superior processes, unique technologies, patents, trademarks, low cost production, quality programs, etc. Philips is selecting and sharing assets that are potentially valuable for non-customers to the extent that the “side-business” is becoming substantial. However, by always seeing things through the lens of customer value creation, companies constantly waste unique and valuable assets and capabilities. Companies are designed to execute the existing business model efficiently for a linear world. Also, an undeniable lesson from observed transactions in the past is the higher success rate of acquisitions made for the purpose of expanding scale, than acquisitions to diversify and expand scope.
You may choose to do nothing, change your core business model, spin-out new companies, create external business development groups, out-license technology and patents, have visitors on your webpage browse and access your assets to find areas for collaborations, create joint ventures in new business areas, etc. However, as I’ve demonstrated here, business model innovation can also take its starting point in looking at creating value for non-customers, and in this way your firm can uncover hidden value, enter new markets, or simply support and maintain your existing core business. Amazon realized it could provide the backbone for other companies’ activities on the Internet.
Anders Sundelin, who has consulted for multinational corporations, institutes, SMEs and universities, is a frequent speaker and workshop facilitator in a number of executive educations and corporate training programs on the topics of intellectual asset and property strategy, business model design, business modeling and valuation. The Blue Ocean concept often denotes industries that are not in existence today, the unknown market space.
One interesting example I have been working with is within medical equipments: The convergence of industries where pharmaceutical companies enter the medtech industry from one side and ICT companies from the other side drastically changes the reality of the companies within medical equipment. There are strategies to handle dual business models such as separating groups or entities, create spin-outs, license technology and IP to external companies to further develop etc. The investigation will lead to a number of hypotheses that will need to be verified or falsified. The 600, 700, and 800 series spinning reels are now available in stock and custom configured options. Our reels are intended to last a lifetime; designed for serviceability and backed by a team poised to exceed any customer expectation.
I hope this will serve as inspiration for business innovators to examine their organizations with fresh eyes. Instead, the company decided to create a joint venture with Clorox, a rival firm in the cleaning category that owned Glad, a leading bag and food wrapping brand. Why should software programmers develop applications for your platform and not competing platforms? When organizations start using external resources and capabilities for various purposes, things are no longer as linear. He lectures at several universities, and has a popular blog called The Business Model Database. I would argue that looking at what you have you will find things that are valuable to potential customers in existing markets and potentially new markets, but also other actors that are not or will not be your customers.
Christensen calls this question the innovator’s dilemma since you can not be good at both.
Large firms, just as Steve’s start-ups, need to constantly evaluate and test new opportunities and business models. Our innovative fishing  reels feature the patented SPIN POWER GRIP™ fishing reel leg, which provides superior leverage and is exclusively available through Innovative Reel Technologies. Amazon S3 (Simple Storage Service) reportedly stores more than 102 billion objects as of March 2010.
Perhaps you can create value for someone that can create value for you in return without any monetary transactions?
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