Đề cương ôn tập Phần 1: (3 điểm) Câu hỏi cần chuẩn bị. Các em se nhận được một trong 2 câu Explain the models of demand pull and technological push and give examples Describe the different functional sources of the innovations related to these products made by Kodak, using the theory of von Hippel (1988). Phần 2: cô sẽ hỏi về việc áp dụng 8 steps trong phát triển sản phẩm mới vào case. Cần chuẩn bị 2 cases Case 1: VINFAST Imagine you’re working for Vinfast and responsible for developing its electric cars. Case 2: Innocents Since launching the business in 1999, Innocent has not only witnessed the rise of its own business, but also the growth of the smoothie market and the rise of competitors. Whilst being the market leader with a UK market share of 80 per cent (The Telegraph online, 2016), it can expect fierce competition from PepsiCo as it attempts to be the dominant smoothie brand in Europe. At that time, the smoothie market was in its infancy, although innocent was not the first into the market and could not benefit from any early entrant advantages. Nonetheless, the launch of the product coincided with the rapid growth of the market, especially in the form of own-label smoothies from Sainsbury’s, Tesco and M&S. The fruit smoothies market Fruit smoothies are a fruit-based beverage (usually 100 per cent crushed fruit and very little else). According to the advertisements, they are nutritious and versatile, and are an excellent way of grabbing a quick meal. Smoothies have been popular in health conscious California for many decades. They are, generally, low in fat and calories and make an excellent drink and/or snack, especially at lunchtime. Innocent is now the brand leader in the UK smoothie market, generating revenue of £80 million annually. Pete & Johnny’s – the first UK smoothie company – has annual sales of £13 million whilst private label brands make up around one-third of the market. Innocent’s timing has been lucky or astute. As concern grows over rising levels of obesity in Europe, consumers are paying more attention to what they eat and drink and multinational food and beverage companies are trying to tap into changing consumer tastes by selling healthier products. Innocent and developing a new product concept Hot on the heels of PJ Smoothies was innocent smoothies. In 2005, innocent drinks was the fastest growing food and drinks company in the UK; it was launched in 1999, and the company has grown into the No. 1 smoothie brand in the UK with 240 staff and an £80 million turnover. It has gone from making three recipes of smoothie to seventeen different drinks. Through constant innovation and refusal to compromise, innocent continues to make an unrivalled range of totally natural fruit drinks that taste good and have health benefits. But the road to success was far from simple. The beverage market is fiercely competitive, dominated by global players such as CocaCola and Pepsi. The range of beverages available is also vast, from bottled water to carbonated drinks in all flavours. The fruit smoothie product being launched was perishable, with a very short shelf life and, with a price tag at almost £2 a bottle, it was four times that of other beverages on the shelf. Achieving success was not going to be easy. Source: Trott (2017), Innovation Management and New Product Development, 6 th, Pearson, UK. Phần 3: 3 điểm. Cô sẽ hỏi về business canvas model. Cần cbi 2 cases Case 1: Zipcar is a young company that has create an alternative to automobile ownership for urban dwellers in serveral U.S cities. Its mission is to offer members affordable 24/7 accesses to private vehicles for short-term round trips. When a member needs a car for an occasional trip to suburbs or for weekly grocery hauling, she reserves one on the Web, goes to one of the many locations when Zipcars are parked, unlocks the vehicle with her Zipcar and drives away. Payment is based on time and milegae. Source: Harvard Business School (2003), Managing Creativity and Innovation, Cambridge, MA: HBS Publishing Corp. Case 2: Sweet green With 91 restaurants in eight states and a network of 150 farmers across the country, Sweetgreen has created a fast-casual, farm-to-table empire that’s poised to expand by (at least) another 15 outposts this year. Here’s how the company has embraced innovation to extend its ethos: CULT PRODUCTS Sweetgreen has a history of collaborating with prominent chefs (David Chang, Nancy Silverton) on special dishes. Last November, it teamed with chef Dan Barber’s Row 7 Seed Company to launch a salad featuring Robin’s Koginut, a varietal of squash bred by Barber’s team. Sweetgreen worked with its farmers to seed the crop, then debuted the Koginut bowl with the hype of a sneaker drop and its own Times Square billboard. When it comes to marketing, “we look outside the food world,” says cofounder and chief concept officer Nicolas Jammet. SMARTER DELIVERY With more than half of its orders coming through its app (which more than a million people have downloaded), the company is finding ways to get food to customers more efficiently. Its new Outpost program offers free delivery to employees of participating companies: Meals ordered in the morning are dropped off at set times to office buildings each afternoon. With 75 offices signed up and 150 more in the pipeline, “Outpost could be as big or bigger than our restaurants one day,” says cofounder and chief brand officer Nathaniel Ru. The company is now working to integrate delivery services into its app. A SECURE SUPPLY CHAIN In 2017, the company began a pilot with block chain startup Ripe.io to install sensors in one of Sweetgreen’s Boston-area farms to learn the best times for harvesting–and eating– local cherry tomatoes. Sweetgreen expanded the partnership last year to examine how different variables affect the taste profiles of other ingredients. The move lays the foundation for Sweetgreen to use blockchain to track all of the company’s ingredients from farm to restaurant; this could be deployed to prevent outbreaks of foodborne illness as the company expands. LESS WASTE Sweetgreen ditched its rounded takeout bowl last summer for a compostable hexagonal one. The wider, shallower receptacles allow customers to toss their salads themselves, which enabled restaurants to eliminate metal mixing bowls from their production lines. This keeps customers moving through the stores more quickly and saves water (less dishwashing) and lost produce. Sweetgreen estimates that this adjustment saved more than half a million pounds of food waste last year alone. Source: Farley (2019). Available from: https://www.fastcompany.com/90298904/sweetgreen-most-innovative-companies2019?fbclid=IwAR2lYVdHEJmjUDr5gKjlHih-e5fU7GWfIijTut85m3DlCQhJekUZJXOgc_A Chú ý; tất cả đều là tự luận. ở phần business canvas. Chú ý trình bày sự thay đổi của mô hình sau khi test trên thị trường. Đây là giả định dưa trên suy nghĩ của các em.
