Matakuliah : J0504 - Strategi Pemasaran
Tahun
: 2009
Innovation and New Product Strategy
Pertemuan 13
Buku 1 Hal: 236-265
Learning Objective
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Innovation as a Customer Driven Process
New Product Planning
Idea Generation
Screening, Evaluating, and Business Analysis
Product and Process Development
Marketing Strategy and Market Testing
Commercialization
Variation in the Generic New Product Planning
Process
Bina Nusantara
Customer value analysis
Objective is to identify needs for:
1. New products
2. Improvements to existing
products
3. Improvements in production
processes
4. Improvements in supporting
services
Customer
Expectations
Customer
Satisfaction Gap
Actual
Product
Performance
OPPORTUNITIES
(1) New Products
(2) Improvements
(3) New and Improved
Processes
TRANSFORMATIONAL
Break-through innovation
Digital photography
NEW PRODUCT CATEGORY
Dell
Nike
Printers
Apparel
Golf clubs
LINE EXTENSION
New color/package/style
INCREMENTAL IMPROVEMENTS
Software updates
The Evolution of the Creative Company
STEP 1
Technology and information become commoditized and
globalized. Suddenly, the advantage of making things “faster,
cheaper, better” diminishes, and profit margins decline.
STEP 2
With commoditization, core advantages can be shipped
abroad. Outsourcing to India, China, and Eastern Europe
sends a growing share of manufacturing and even the
Knowledge Economy overseas.
STEP 3
Design Strategy begins to replace Six Sigma as a key
organizing principle. Design plays a key role in product
differentiation, decision-making, and understanding the
consumer experience.
STEP 4
Creative innovation becomes the key driver of growth.
Companies master new design thinking and metrics and create
products that address consumers’ unmet, and often
unarticulated, desires.
STEP 5
The successful Creative Corporation emerges, with
new Innovation DNA. Winners build a fast-moving culture
that routinely beats competitors because of a high success
rate for innovation.
Characteristics of Successful Innovators
Creating an Innovative
Culture
Leveraging
Capabilities
Making Resource
Commitments
STRATEGIC
INITIATIVES
Selecting the
Right
Innovation
Strategy
Developing and
Implementing Effective
New Product Processes
Creating an Innovation Culture
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Innovation Workshop for top executives to
develop an innovation plan.
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Innovation Statement highlighting objectives and
senior management’s role and responsibilities.
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Training programs for employees and managers.
Communicate the priority of innovation.
Speakers to expose employees to innovation
authorities.
INNOVATION FEATURE
Managing Google’s Idea Factory
As director of consumer Web products Marissa Mayer is a champion of
innovation. She favors new product launches that are early and often.
She joined Google in early 1999 as a programmer when the workforce totaled 20.
By 2007 Google had 5,700 employees with expected sales of $16 billion.
How Google Innovates
The search leader has earned a reputation as one of the most innovative
companies in the world of technology. A few of the ways Google hatches new
ideas:
FREE (THINKING) TIME
Google gives all engineers one day a week to develop their own pet
projects, no matter how far from the company’s central mission. If
work gets in the way of free days for a few weeks, they accumulate.
Google News came out of this process.
 THE IDEAS LIST
Anyone at Google can post thoughts for new technologies of businesses on
an ideas mailing list, available companywide for input and vetting. But
beware: Newbies who suggest familiar or poorly thought-out ideas can face
an intellectual pummeling.
 OPEN OFFICE HOURS
Think back to your professors’ office hours in college. That’s pretty much what
key managers, including Mayer, do two or three times a week, to discuss new
ideas. One success born of this approach was Google’s personalized home
page.
 BIG BRAINSTORMS
As it has grown, Google has cut back on brainstorming sessions. Mayer still
has them eight times a year, but limits hers to 100 engineers. Six concepts
are pitched and discussed for 10 minutes each. The goal: to build on the
initial idea with at least one complementary idea per minute.
 ACQUIRE GOOD IDEAS
Although Google strongly prefers to develop technology in-house, it has also
been willing to snap up small companies with interesting initiatives. In 2004 it
bought Keyhole, including the technology that let Google offer sophisticated
maps with satellite imagery.