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Kapitel 4

Kapitel 4. Strategi for innovation. Inkrementel Management Portfolio management Radikal eller Blockbuster. Inkrementel. Hvad taler for det Vi er på sikker grund Vi kan checke for hvert step vi går Vi kan sikre os at kunden er med Hvad taler imod. Management.

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Kapitel 4

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  1. Kapitel 4

  2. Strategi for innovation • Inkrementel • Management • Portfolio management • Radikal eller Blockbuster

  3. Inkrementel • Hvad taler for det • Vi er på sikker grund • Vi kan checke for hvert step vi går • Vi kan sikre os at kunden er med • Hvad taler imod

  4. Management • Vi kan analysere os frem til områder hvor vi står svagt

  5. Huller • Boston modellen siger hvor vore produkter – forretningsområder er • GE – hvor vi skal udvidde det vi har – eller afvikle det vi har • Ansoff siger at vi skal passe på når vi diversificerer

  6. Lille opgave • Hvilken industri ser i som den allermest succesfulde lige nu • Hvad kan slå den ihjel • Hvem skal gøre det

  7. Udbytte fra innovation • Hemmeligholdelse • Akkumulere ”tacitknowledge” – tavs viden • Lead time og efter-salgs-servicefls 1.mia • Lærings kurve • Komplementær varer • Produkt kompleksitet • Standard • Pioner i radikalt nye produkter • Styrken ved at opnå patenter (winnertakes it all)

  8. Kerne kompetencer • Hudson Bay Company blev dannet den 2. maj 1670, og lever stadig. • The Living Company, Arie de Geus found that one-third of the companies listed in the 1970 Fortune 500 had vanished by 1983, either through acquisition, merger, or being broken up. • Hvadersåkernekompetencen • Erdet en fordel at værestor – ellererdetbedre at være LM – derså laver et ellerandet?

  9. Radikal innovation • Jurij Gagarin, 9.3.1934-27.3.1968, sovjetisk kosmonaut; det første menneske i rummet. 12.4.1961 gennemførte Jurij Gagarin ét kredsløb om Jorden. • John F. Kennedy, Rice Stadium, September 12, 1962 • We choose to go to the moon. We choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we intend to win, and the others, too.

  10. Radikal innovation? • Klart mål • Det er værd at gøre • Det er noget vi har valgt at gøre • Det vil afføde en hel masse andre ting • Hvad tænkte de i Houston • Her kunne de sige ”We have a problem ” eller ”We have a Challenge”

  11. Every major industrywasoncea growth industry. But some that are now riding a wave of growth enthusiasm are very much in the shadow of decline. Others that are thought of as seasoned growth industries have actually stopped growing. In every case, the reason growth is threatened, slowed, or stopped is not because the market is saturated. It is because there has been a failure of management. • Theodore Leavitt HBR – Marketing Myopia

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