Lesson 7 E-INNOVATION

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SESSION OBJECTIVES INNOVATION PRIORITIES STRATEGIC FOCUS NPD MANAGEMENT MANAGING COMPLEX INNOVATION BUYER ADOPTION BEHAVIOUR

FIGURE 7:1 AN INNOVATION E-COMMERCE OPTIONS MATRIX

FIGURE 7:2 EXAMPLES OF E-COMMERCE INNOVATION OPTIONS

FIGURE 7:3 AN E-COMMERCE PRODUCT/MARKET INNOVATION MATRIX

MAJOR AREA OF INNOVATION IS INTERNET DELIVERY OTHER THAN BY PC CONVERGENT TECHNOLOGIES IN I.T. AND TELECOMS NEXT GENERATION MOBILE TELEPHONES MANUFACTURERS (NOKIA) AND TELECOMS PROVIDERS (BT CELLNET) RACING TO SUCCEED

FIGURE 7:5 ALTERNATIVE E-COMMERCE STRATEGIC POSITIONING OPTIONS

KEY SUCCESS FACTORS: – PRODUCT SUPERIORITY – ECONOMIC VALUE – TECHNOLOGICAL CAPABILITY – FAMILIARITY TO FIRMS – MARKET OPPORTUNITY – COMPETITIVE SITUATION – WELL DEFINED OPPORTUNITY – WELL DEFINED PROJECT

FIGURE 7:6 LINEAR INNOVATION MANAGEMENT MODELS

COMPLEX INNOVATION PROBLEM OF LINKING TOGETHER DATABASES AND ACHIEVING REAL TIME DATA INTERCHANGE DIVERSITY OF TECHNOLOGY INVOLVED BOWONDER AND MIYAKE JAPANESE MODEL OF: – CLEAR PURPOSE OF TECHNOLOGIES – INTERFIRM COLLABORATION – MULTIPLE TECHNOLOGIES TO AVOID SINGLE TECHNOLOGY RELIANCE – CONCURRENT ENGINEERING – ORGANISATION LEARNING – CONTINUOS TECHNOLOGICAL INNOVATION

ADOPTION ROGERS MODEL OF DIFFERENT BEHAVIOURS: – INNOVATORS – EARLY ADOPTERS – EARLY MAJORITY – LATE MAJORITY – LAGGARDS MOORE PROPOSES A “CHASM” BETWEEN GROUPS FOR HIGH-TEC PRODUCTS NEED DIFFERENT STRATEGIES TO GENERATE SALES IN DIFFERENT GROUPS

FIGURE 7:7 A HIGH-TECH CUSTOMER ADOPTION MODEL

FIRST BUYERS ARE USUALLY “TECHIES” WHO WANT LATEST TECHNOLOGY NEXT GROUP WILLING TO TAKE REAL RISK IF MAJOR NEW BENEFIT AVAILABLE (E.G. LOTUS NOTES) EARLY MAJORITY WANT PROVEN BENEFITS (E.G. ORACLE DATABASES) LATE MAJORITY WORRY ABOUT PROVEN BENEFITS AND PRICE LAGGARDS USUALLY MOTIVATED BY PRICE

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