2011年12月21日 星期三

Innovate to Integrate


The ever-changing consumer market is giving the organizations enough reasons to modify their strategies towards their customers. In the present era, there are two things, which can drive the profit margin of a company, one is constant innovation and the other one is to serve the customers in a better way than the next best competitor. As the consumers observe a product through the peripheral route rather than the central route, so companies need to look for the motivational factors, like-

- Daily contemplation

- Daily transformation

- Daily Casteration and finally

- Sensory gratification

These emotional factors will only be achieved iff the organization encourages an innovative culture. Innovation brings about a movement from existing state to desired state in the consumers mind.

The logic behind performing market research survey is to gauge the market potential, understand customer tastes and preferences. Innovation comes only when the company wants to satiate the needs as well as provide more value additions. Integration all the value drivers is really a critical task and it requires lot of analysis of the inspirational instincts. The reference group factor plays crucial role in delivering the right kind of product to a right kind of consumer group. The several types of reference groups are-

- Primary and Secondary

- Aspirational and Dissociative

- Formal and Informal

Innovation for integration is a necessity when the company is either thriving or else it is trying to make its footsteps in the market playground. Hierarchical value mapping defines the various levels of value realization by consumers and how organizations can offer their customers to find out the hidden values in their products. The model determining value creations is as structured below:-

FIG:- Hierarchical Value Mapping Model

To decide on what process to innovate and integrate is a herculean task and many organizations can perform this task very effectively if they follow certain principles, like General Incongruency Adaptation Level Theory (GIAL), where it's stated that the innovation should not fall between two extreme stages, otherwise it would loose meaning. The innovation must not be too alien from the current product portfolio, because it will create too much of tension, excitement in the consumers. However, as a natural process customer always want to reduce the disturbances within their mind and while doing that they generally remove different brands from their evoked set of brand personalities.

The basis of product innovation is to create a different niche market for that specific category and target a particular segment group. Inspire, Innovate, Integrate - these should sum up an organization's vision, drawing inspiration from its in-built expertise, innovating through new technologies and their usages and integrate all of them to give the best and cost-effective solutions to every business problem.

Constant innovation to offer the best optimum services and solutions to the partners should be the correct strategy to play in this dynamic world. While developing on resolving to "Innovate and Integrate", the focus must be on creating an effective change management process to implement the solutions.

In comparing the degree to which corporations integrate sustainability innovation as business strategy to doing so through product and process design, four types of corporate actors are found: leaders, laggards, dabblers, braggers. Leaders integrate sustainability innovations into both business strategy and product and process design, while laggards do neither.

Those that have pushed social and environmental issues up the priority list in their product and process design, but have yet to strengthen integration in their business strategy might be considered to be 'dabbling' with sustainability. Conversely, strong integration into business strategy without sustainability manifesting itself in product and process design might suggest 'bragging' with little action.

There may be some barriers to sustainability innovation, including "a high degree of internal and external skepticism." It also makes recommendations for companies looking to integrate sustainability innovation.

Success is usually achieved by being selective: Rather than attempt to push Sustainability-Driven Innovation too hard, too far, too soon, it is better to focus on one or two nuggets of opportunity that look promising and demonstrate some tangible benefits," the report states. "Often, careful engagement of external stakeholders is a great way to identify these opportunities."

The main concept is to integrate every business unit under the same roof, to host in the same area the whole development chain from idea through production phases, all the way to products ready for market launch. By bringing all the actors closer together the hope is to shorten the time for developing new products, and make these available to consumers much faster than what is possible today.

Cooperation and transfer of knowledge between different actors is very important for a cluster. The best way to transfer knowledge is trough personal meetings, thus it is very important to have everyone gathered at the same place.

In the knowledge economy, the one sure source of lasting competitive advantage is knowledge. In the theoretical field, interest in knowledge management has grown dramatically. In the business community, organizations are coming to regard knowledge-based intangible assets such as technological know-how and innovation as their most valuable and strategic resource, and they are also increasingly realizing that they must effectively and efficiently manage and cultivate their knowledge and competencies to maintain sustainable competitive advantage.

However, there is scarcity on knowledge strategy toward dynamically integrating technological innovation with knowledge management in academic and practical domain. Therefore, based on some theories such as technological innovation, strategic management, transaction cost economics, organizational learning and knowledge management, the framework of knowledge strategy and the model of knowledge-based communities of creation are evaluated.

The Business Architecture Integration, Innovation describes an approach and method for building an architecture of the business. It explains how to build and integrate the core cross-functional processes, sometimes called value streams, with all the architectures of the enterprise and the corporate strategy. It formally captures the intellectual capital in an "architectural type" blueprint or model of the business that is available for strategic and tactical analysis. Consequently, the business and IT teams can work in harmony with the insight gleaned from the Business Architecture to create higher profits, superior customer service and a competitive advantage for the enterprise.








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