Showing posts with label innovation insights. Show all posts
Showing posts with label innovation insights. Show all posts

Saturday, May 30, 2009

Creativity And Innovation Best Practices

Creativity And Innovation Best Practices

Creativity And Innovation in Business Definitive Guide is a 212-page collection of my handpicked 56 Creativity and Innovation best practices, case studies, articles, interviews, and insights on the current state of innovation in business. The eBook provides real-world examples on how the Top Innovators including Apple, Google, GE, Proctor and Gamble, Yahoo, Toyota, Netflix, BMW, Deloitte, Timex, Frito Lays, Johnson & Johnson, Starbucks, Southwest Airlines, Microsoft, Intel and more innovate and grow their business successfully time and again, especially during trying times. Use this eBook as a guide to find and create game-changing innovations, unblock creativity, and make innovation successful at your business. The Definitive Guide is used by over 500 leading organizations all over the world including Pepsi, HP, EDS, Nokia, major universities, and professionals. Learn more...

Download Creativity And Innovation In Business FACulty EBOOK and Definitive Guide

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Selected references:
Leading eBook on Creativity and Innovation in Business
Creativity and Innovation Best Practices
Creativity and Innovation Case Studies
The Innovation Index
Top 50 innovative companies in the world

The Innovation Index Reports:

The Innovation Index closes 2007 at 66% - 2007 Annual Report on the Innovation Index
Top 50 Innovative Companies in the world
- Report on Top 50 Innovative Companies
Annual Report - Chapter One - Total Innovation Activity - 2006 Annual Report One
Annual Report - Chapter Two - The Top Innovator - 2006 Annual Report Two
Annual Report - Chapter Three - The Innovation Insights - 2006 Annual Report Insights
Innovation and Stock Performance Correlation - The Innovation Index and Stock Performance
Learn about Innovation Index Group - Innovation Index Group tracks The Innovation Index

About The Innovation Index
The Innovation Index introduced in December 2006 is a weighted stock price index of the top 20 Innovators in North America.

The Innovation Index returned 66% in 2007, and would have returned 174% over the previous five years (2002-2006). This assumes equal investment in each stock of The Innovation Index as of December 31, 2001. An average of $100 invested in The Innovation Index on December 31, 2001 returned $454 as of December 31, 2007. By comparison, $100 invested in S & P 500 returned 28% or $129, $100 invested in NASDAQ returned 34% or $136, and $100 invested in the Dow Jones Index returned 30% or $131 through December 31, 2007. The Innovation Index beats the S & P 500, NASDAQ and Dow Jones Index by more than seven times over the past six years.

Alphabetical list of the Top 20 Innovators of The Innovation Index for 2008 and their stock ticker symbols:

3M Company - (NYSE: MMM)
Amazon.com, Inc. - (NASDAQ: AMZN)
America Movil - (NYSE: AMX)
Apple Inc. - (NASDAQ: AAPL)
AT&T Inc. - (NYSE: T)
Best Buy Co., Inc. - (NYSE: BBY)
Cisco Systems, Inc. - (NASDAQ: CSCO)
Costco Wholesale Corporation - (NASDAQ: COST)
eBay Inc. - (NASDAQ: EBAY)
General Electric Co. - (NYSE: GE)
Google Inc. - (NASDAQ: GOOG)
Hewlett-Packard Co. - (NYSE: HPQ)
Intel Corporation - (NYSE: INTC)
International Business Machines Corp. - (NYSE: IBM)
Merck & Co., Inc. - (NYSE: MRK)
McDonald's Corporation (NYSE: MCD)
Microsoft Corporation - (NASDAQ: MSFT)
NIKE, Inc. - (NYSE: NKE)
Research In Motion Limited - (NASDAQ: RIMM)
The Proctor & Gamble Company - (NYSE: PG)

Updated April 05, 2009

Tuesday, May 5, 2009

A picture is worth a thousand words - visual creativity and innovation

Starting today, I am going to "see with new eyes" and express my thoughts and articles in pictures for the next month. I am not a professional artist (although I was a pretty good art master for my daughter's 2nd grade class last year), and my pictures may not be worth a thousand words, much less two; however, I am hoping that my pictures may lead to deeper insights and invoke more reactions.

Here's a question (or two): What if we could express the world around us that we see, explore and interact with in pictures? Would this visual expression through new lens lead to bigger ideas, and unleash creativity and innovation?

The world around us is our home, our work, our community, our surroundings, everything that we experience daily i.e. where we live, work and play.

Starting today, get ready to experience my attempts on sharing my random thoughts on creativity and innovation in business, education, community, politics and more in pictures and images.

Download my Creativity and Innovation eBook. 212-page collection of over 55 best practices, case studies, and insights on the current state of Creativity and Innovation in Business at Top Innovators including Apple, Google, Netflix, 3M, Frito Lay, Johnson & Johnson, Proctor & Gamble, Toyota, GE, BMW, Deloitte, Southwest, Nike, IBM, Dell and more. "Your report from the eBook and definitive guide was the primary reference that we used." Used by over 500 leading organizations including HP, Pepsi, EDS, J&J, Nokia...Learn more
Download Now

Selected references:
Leading eBook on Creativity and Innovation in Business
Creativity and Innovation Best Practices
Creativity and Innovation Case Studies
The Innovation Index
Top 50 innovative companies in the world

Wednesday, February 27, 2008

Creativity And Innovation in Business Definitive Guide, Book, eBook

Creativity And Innovation in Business is a 175-page collection of 45 best practices, case studies, and insights on the current state of Innovation in Business at Top Innovators including Apple, Google, Netflix, 3M, Proctor and Gamble, Johnson and Johnson, Toyota, GE, BMW, Deloitte, Frito Lay, IBM, Nike, Starbucks, Southwest Airlines, Microsoft, Dell, Intel and more. With pertinent articles from the award-winning Creativity And Innovation Driving Business Blog, this eBook provides real-world examples on how the Top Innovators innovate and grow their business successfully time and again, especially during economic cycles. Creativity And Innovation in Business is a definitive guide that will help you unblock creativity, uncover and create game-changing innovations, and make exponential business growth a reality.

Creativity And Innovation Driving Business

1) Innovation and growth is not (just) a fuzzy process of screwing around vigorously (SAV) but can be a systematic process,
2) Innovation and growth is not (just) something that happens in a department like R & D or product development,
3) Innovation and growth is not just about products or solutions - it is about creating a transformational change in the way people live, work and play.
- Chapter 19

Your contribution of only $9.99 towards buying the eBook will help support the no-nonsense mission of this blog.

Download the Creativity And Innovation in Business eBook Now

Creativity And Innovation in Business asks questions and obtains answers on generating, managing and growing business creativity and innovation through proven processes. It details case studies, insights and stories on top innovators of The Innovation Index creating disruptive innovations and growing market leadership.

Table of Contents

Chapter 1 - Top 50 Innovative Companies in the world
Chapter 2 - Failures Driving Innovation
Chapter 3 - Blocking Creativity And Innovation
Chapter 4 - Six Ways to Find Innovation
Chapter 5 - Five Principles for Successful Innovation
Chapter 6 - Is Innovation Cyclical?
Chapter 7 - Can Leadership Create Innovation?
Complete Table of Contents (opens in new window)

Who should buy?
If you are a product manager, marketer, product marketer, sales operations manager, sales director, sales consultant, business consultant, product designer, brand manager, marketing manager, VP of products, VP of marketing, VP of technology, research & development director, product director, product marketing manager, marketing consultant, brand consultant, business school professor, business school student, innovation consultant, chief innovation officer, engineer, engineering student, technology student, technology consultant, design engineer, consultant, management consultant - this definitive guide is for you! If you are one of the key executives of the company or the CEO, buy this guide for your company!

Table of Contents of Creativity And Innovation in Business eBook

Table of Contents - Creativity And Innovation In Business
Chapter 1 - The Top 50 Innovative Companies In The World
Chapter 2 - The Innovation Index
Chapter 3 - Failures And Stumbles Driving Innovation
Chapter 4 - Blocking Creativity And Innovation
Chapter 5 - Six Ways To Find Innovation
Chapter 6 - Five Principles For Successful Innovation
Chapter 7 - Is Innovation Cyclical?
Chapter 8 - Can Leadership Create Innovation?
Chapter 9 - Top Ten Creative Leadership Traits
Chapter 10 - Creating Team Innovation - Seven Characteristics
Chapter 11 - Creating Team Innovation - Effective Teams
Chapter 12 - Creating Team Innovation - Ten Principles
Chapter 13 - The Future Of Management, Creativity And Innovation
Chapter 14 - How Much Creativity Is Enough?
Chapter 15 - Co-Creation Driving Innovation
Chapter 16 - Marketing Innovation Creating Market Leadership
Chapter 17 - Consumer Innovation Best Practices
Chapter 18 - The Innovation Gap
Chapter 19 - Ten Answers For Driving Innovation And Growth
Chapter 20 - Strategic Innovation At Deloitte - The "Apple" Of Services Innovation
Chapter 21 - Toyota's Innovation Factory
Chapter 22 - Ipod - Apple's Best Innovation
Apple Iphone Rising - Top Ten Innovations
Chapter 23 - Google Versus Yahoo - A Tale Of Two Cities
Youtube - $1.65 Billion Innovation And Counting
Chapter 24 - Blockbuster Versus Netflix - Winner Takes All?
Chapter 25 - GE And P&G ? Innovations Driving Growth ? Six Growth Principles
Chapter 26 - Can Dell Turnaround Dell? Seven Answers
Chapter 27 - Innovations Brewing At Starbucks ? Five Takeaways
Chapter 28 - Southwest Airlines Flying High With Ten Innovations
Chapter 29 - Innovations At Microsoft ? Four Business Pillars
Chapter 30 - Direct Marketing And Direct Mail Innovation At USPS
Chapter 31 - Disruptor Zune Versus Innovator Ipod
Chapter 32 - 100% Electric Ultra Fast Innovation
Chapter 33 - Nike Versus Adidas - The Innovation Game Is On
Chapter 34 - People Innovation - We Think
Chapter 35 - Intel - Exponential Innovations
Chapter 36 - Five Innovations In Software Industry
Chapter 37 - Google Versus Microsoft - The Enterprise Battle Heats Up!
Chapter 38 - Doubleclick A Smart Buy For Google
Chapter 39 - Microsoft Walk-Off Home Run With Aquantive
Chapter 40 - IBM's $5 Billion Cognos Acquisition
Chapter 41 - Top Acquisitions By The Top Innovators
Chapter 42 - Will Yahoo merge with Microsoft?
Chapter 43 - Innovation And Stock Performance Correlation
Chapter 44 - The Innovation Index Annual Report
Chapter 45 - $1 Billion Or The Future

Download the Creativity And Innovation in Business eBook Now

I am forever grateful to Creativity and Innovation Leaders, Innovators and Bloggers for helping me drive the readership on my blog, and I am looking forward to my blog readers and fellow blog writers downloading and referring this relevant resource on Creativity And Innovation in Business.

Good Luck Innovating!

Sincere regards,
Sanjay Dalal

Download the Creativity And Innovation in Business eBook Now

Friday, March 30, 2007

Top Ten Innovations from the Top 20 Innovators

The Innovation Index tracks and reports on the Top 20 Innovators in North America. Here are the Top Ten announced innovations for the week ending March 28, 2007.

Innovator: Yahoo Inc. (NASDAQ: YHOO)

Innovation:
Strategic partnership with McClatchy providing access to global news and views; Strategic partnership with Virgin Mobile to provide Yahoo's mobile services available to Virgin Mobile's more than 4.6 million customers; Yahoo! Mobile Publisher Services, a suite of services designed to enable publishers to increase the discovery, distribution and monetization of their content on mobile phones.

Summary:
Yahoo! and McClatchy: Yahoo Inc. (NASDAQ: YHOO) signed a deal to feature foreign news from McClatchy Co. (NYSE: MNI) towards a project to be called "Trusted Voices”. This will put traditional news and feature stories as well as exclusive blog reports from McClatchy foreign correspondents based in places like the Middle East, China and Latin America on Yahoo's news portal, the most visited news site on the Internet.

Yahoo expects McClatchy's content to help satisfy that reader appetite, particularly by providing perspective on the news beyond breaking-news coverage from wire services, now the backbone of its "World News" section. World News is consistently among the site's three most-visited categories, he said.

McClatchy, which owns 31 daily newspapers, including The Miami Herald, The Sacramento Bee and The Fort Worth Star-Telegram, should benefit from a significantly wider online audience. -- Dow Jones Newswires

Yahoo! and Virgin Mobile: Yahoo! Mail and Yahoo! Messenger will be available through Virgin Mobile's Email & IM offerings in early April 2007. These applications will be available for download on several of Virgin Mobile's handsets including the Switch_Back and Cyclops and will be preloaded on selected future phones. Yahoo! Mobile Web will also be prominently featured in Virgin Mobile USA's Surf the Web service beginning in April 2007. Finally, additional mobile services from Yahoo! will be available on Virgin Mobile handsets in the coming months, including Yahoo’s range of SMS services such as search and messaging.

Yahoo Mobile Publisher Services: Yahoo! Mobile Ad Network, Mobile Content Engine, Mobile Media Directory and Mobile Site Submit.

  1. Yahoo! Mobile Ad Network

    The Yahoo! Mobile Ad Network will allow mobile publishers to have syndicated advertising served on their mobile content and services. Publishers will be able to select the ad formats they want to have run, such as display, sponsored links, video or in-game placements.
  2. Yahoo! Mobile Content Engine

    The Yahoo! Mobile Content Engine will enable publishers to bring their content to Yahoo’s mobile audience. It will also help enable publishers who do not have a mobile site or only have a limited mobile offering to distribute their content to consumers on their mobile phones.
  3. Yahoo! Mobile Media Directory

    The Yahoo! Mobile Media Directory will allow publishers to make their mobile media content accessible directly through Yahoo! oneSearch. Publishers could submit a catalog of their content such as ring tones, games, video and applications.
  4. Yahoo! Mobile Site Submit

    The Yahoo! Mobile Site Submit will allow publishers to provide information about their mobile site, such as a description and relevant tags, to ensure that their sites are accurately indexed and available to consumers through Yahoo! oneSearch.

Insight:
Yahoo's World news content expansion beyond breaking news, providing global news to global audiences; Yahoo's mobile expansion in the youth and young adults markets where Virgin Mobile primarily caters to; Yahoo's expansion in mobile market by enabling publishers to grow their own mobile businesses through Yahoo Mobile Publisher Services.

Opinion:
McClatchy partnership: Yahoo News is the most visited news site on the Web with 36.2 million visitors in February 2007, up 37% year over year, according to research firm comScore Networks Inc. McClatchy's also has 6.6 million online news visitors, almost triple a year ago, before McClatchy purchased and began operating most of Knight Ridder's newspapers.

This partnership will further entrench global readers to World News on Yahoo News. It will also bring a cross-section of new newsreaders to Yahoo. It will not only further Yahoo News' leadership position, but also generate incremental revenue from global advertisers as well. McClatchy also wins through royalties that Yahoo will likely pay for "clicked readership" which in turn will fund McClatchy's foreign news division.

Virgin Mobile partnership: Yahoo! is consolidating and solidifying it's mobile leadership and strategy; Yahoo possibly won this partnership wherein both Google and Microsoft competed. Did Yahoo! pay Virgin Mobile to get included on the Virgin Mobile handsets, or did Yahoo! and Virgin Mobile create a win-win partnership wherein both companies are working towards shared revenues and shared risks? Yahoo gets a potential market of 4.6 million users, which is small compared to AT&T or Verizon's market of cell phone subscribers. Yahoo will need to create larger deals with the market leading wireless carriers in order to gain a solid footing in the mobile market of e-mail, messaging, search and more.

Yahoo! Mobile Publisher Services: The Yahoo! Mobile Publisher Services went live across 19 countries, including Argentina, Brazil, Canada, France, Germany, Indonesia, India, Ireland, Italy, Malaysia, Mexico, Philippines, Singapore, Spain, Taiwan, Thailand, UK, US and Vietnam. Yahoo! seems to have scored a home run with the Yahoo Mobile Publisher Services. Will Mobile content providers embrace Yahoo! Mobile, and begin converting their content on Yahoo Mobile? Yahoo! is providing everything a mobile content owner can ask for: a ready ad network to monetize the content (first ads go live in Q2, 2007), a content engine to convert their content to mobile, and mobile directory and site submit. Yahoo! has partnered with MobiTV, the global leader in mobile and broadband television and music services, Opera, the leading provider of Web browsers for mobile devices, and go2, the leading location-enabled mobile content network in the U.S. By bringing together the global audiences of Yahoo’s popular mobile services with those of participating publishers, Yahoo! will create a combined pool of valuable inventory. Yahoo! wants to sell this valuable inventory to leading advertisers through its proven ad-serving technology...Yahoo is playing the right cards; now its a matter of time before the mobile content, search and ad business takes off.


Innovator: IBM Labs

Innovation:
An outsourced "Innovation Factory" that accelerates the innovation process from ideas to commercialization, and cuts process time from years to days.

Summary:
IBM (NYSE: IBM) opened its "Innovation Factory," a Web 2.0 solution that manufactures ideas and new products and services for business growth.

Innovation Factory uses a blend of Web 2.0 social networking technologies including blogs, wikis, social tagging, surveys and polls, to help companies rapidly conceive and test new products and services, accelerating a launch process that often takes years down to mere days.

IBM Innovation Factory for Telecom is designed to capture the innovation process from ideas to commercialization, speeding up co-creation (link) among employees, partners, software developers and subscribers through online communities.

Innovation Factory for Telecom can play a central role in the launch of new service trials, provide online documentation and support for the trials, and capture feedback about the trials from the innovation community. This process brings service providers closer to their subscribers by more accurately creating products that meet subscriber needs and spotting market trends through early and direct subscriber interaction. -- IBM press release

Insight:
A new product (service) "Innovation Factory" and a new process for Innovation that could find adopters in industries being commoditized

Opinion:
IBM announced that Sprint Nextel is among the first Telecom clients piloting the "Innovation Factory." Although the concept of "Innovation Factory" and Web 2.0 technologies sound great on paper, and IBM has found an early adopter, it remains to be seen whether a larger segment of the Telecom industry will begin calling IBM for this. IBM needs to perhaps take a page from its own book, and showcase how the "Innovation Factory" is helping IBM and its key partner using co-creation and Web 2.0 technologies.


Innovator: Microsoft

Innovation: Product and Business Model Innovation - Xbox 360 Elite, a premier new model of the video game and entertainment system; Xbox Live: TV series and movies from A&E Network, ADV Films, National Geographic and TotalVid.com will add to the more than 1,500 hours of downloadable entertainment content in the U.S.

Summary:
Xbox 360 Elite:
Distinguished by its black finish and signature metallic detailing, Xbox 360 Elite will come packed with components and accessories for the ultimate high-definition entertainment experience:

-- Xbox 360 Elite console. The console is equipped with a premium black finish and three powerful core processors capable of producing the best in HD entertainment (up to 1080p), 16:9 cinematic aspect ratio, anti-aliasing for smooth textures, full surround sound, HDMI output and DVD playback with upscaling capabilities right out of the box.
-- Xbox 360 120GB hard drive.
-- Xbox 360 Wireless Controller (black). This features the Xbox(R) Guide Button for quick, in-game access to friends and music, range of up to 30 feet and a battery life of 30 hours on two AA batteries.
-- Xbox 360 headset (black).
-- Xbox 360 HDMI cable. New to Xbox 360, HDMI allows consumers to get HD video (up to 1080p) and multi-channel surround sound, all from one cable.
-- Xbox LIVE Silver Membership.
-- One-month subscription to Xbox LIVE Gold.

Xbox Live:
Paramount Pictures, for the first time on Xbox LIVE, will offer its feature films for download in high definition. Available titles will include "Braveheart," "Team America: World Police," "World Trade Center" and "South Park: Bigger, Longer & Uncut." Also, for the first time, Warner Bros. Home Entertainment will be releasing its direct-to-video movies exclusively in high definition on Xbox LIVE simultaneous with their availability on DVD, starting with "Sublime" and later "Babylon 5: The Lost Tales." Also:

-- A&E Network. "Dog the Bounty Hunter," "King of Cars," "Gene Simmons
Family Jewels," "Driving Force" and "Criss Angel Mindfreak"
-- ADV Films. Top offerings from the No. 1 producer-distributor of
Japanese animation ("anime") outside Japan
-- National Geographic. The television series "Is It Real?" and "Taboo" as
well as programs such as "21 Days to Baghdad" and "Air Force One"
-- TotalVid.com. A broad action-sports offering including extreme skiing
and snowboarding, skateboarding, motocross, surfing and mountain biking

Insight:
Creating Product Innovation for the high-end market, and competing against the latest Sony PlayStation with Xbox 360 Elite; Expansion of premium content on Xbox Live furthering Xbox's strength in the living room.

Opinion:
At an estimated retail price of $479.99 (U.S.), Xbox 360 Elite is well equipped to compete against the high-end Sony PlayStation at a time when Sony is trying to establish ground with its latest product. Xbox 360 Elite will find a market of gaming buyers who want the best there is within the Xbox line; also ten to twenty percent of existing Xbox owners will upgrade to the Elite version. This is solid strategy by Microsoft Xbox team to go after the high-end market.

Xbox LIVE community has grown to more than 6 million people comprised primarily of gamers; with more content and movie downloads, more gamers will use Xbox 360 for their movie and TV entertainment programs. Another fact is that downloads on Xbox LIVE have grown in double-digits, month-over-month, with a 400 percent increase since the service began offering TV shows and movies late last year (as per Microsoft). Free content is adding to the growing viewership on Xbox LIVE. For instance, Comedy Central recently offered the first-ever high definition episode of the No. 1 show on its network, "South Park." "Good Times With Weapons," available for a limited time on Xbox LIVE, has been downloaded more than 380,000 times to date. Warner Bros. Home Entertainment offered promotional clips from the blockbuster hit movie "300" that have been downloaded more than 477,000 times. Can Xbox Live compete well against iTunes, or Amazon's Unbox and CustomFlix? Netflix has also begun offering movie downloads. And even Wal-Mart. AppleTV just got launched last week. The biggest thing going for Microsoft is the growing number of Xbox 360 gamers; the key to success for Microsoft though would be to convert these gamers to TV, Movie and music show viewers, and find a cross-section of the consumer segment who will buy Xbox 360 for entertainment, and not just gaming.


Innovator: P&G (Proctor & Gamble) (NYSE: PG)

Innovation:
Product Innovation through Strategic Partnership: Duracell(R), a P&G company (NYSE: PG) to Offer New Portable and Backup Power Products for Consumers On-The-Go created by Xantrex Solutions

Summary:
Duracell will introduce a new line of Duracell-branded portable power products including inverters, power packs and battery chargers to meet the needs of a rapidly developing mobile culture that relies on power anytime, anywhere. The new line, which will be introduced through a business alliance with Xantrex Technology Inc. (TSX: XTX.TO) beginning in June 2007, will provide retailers and consumers with high quality portable power products from one of the world's most recognized and trusted brands.

An innovator in portable and backup power products, Xantrex solutions allow customers to operate and charge mobile electronic devices such as laptop computers, PDAs, cell phones and more, so they can stay productive when on the go. The new line of Duracell-branded products will be available in June 2007 in North America and in 2008 in Europe at mass retail, consumer electronics, automotive and specialty retail chains.

Insight:
Launching new product innovation delivered by an outsourced supplier, and leveraging strong brand and distribution presence.

Opinion:
According to the Consumer Electronics Association, approximately 54.1 million people own a portable digital media device, making the demand for portable power stronger than ever. In addition, electrical outages due to extreme weather conditions and grid instability have increased consumer awareness of the value of backup power products, while reinforcing the need for a brand that consumers can trust to keep them connected during emergencies.

Duracell is matching an unmet need of its customers globally: backup portable power. Duracell is a brand that most customers trust because of its high quality; Duracell also has a massive, worldwide distribution network. This partnership is a win-win-win: Xantrex Technology will now be providing its innovative products to Duracell, albeit under strict quality requirements; Duracell will be able to launch the new portable power product line with Duracell brand in a matter of months (as opposed to years if Duracell had to create this product from scratch); Duracell customers will finally get portable power backups from a brand they trust and buy. If the new portable power products are successful, Duracell will likely buy Xantrex within a couple of years. P&G is not shy about meeting the growing customer needs through outsourced innovations.


Innovator: Research In Motion (RIM) (NASDAQ: RIMM)

Innovation:
Product innovation: New BlackBerry API's to support growth in mobile applications

Summary:
Research In Motion (RIM) is adding additional Application Programming Interfaces (APIs) to the BlackBerry(R) Java Development Environment (BlackBerry JDE) to enable the next wave in mobile application development.

The new APIs available for BlackBerry smartphones are:

- Mobile Multi-Media API for Java (JSR 135) allowing developers to embed custom audio and video content into applications; invoke the BlackBerry Media Player to play video or audio content; record audio or voice and save recorded files to the handset or send it over the Internet
- Camera APIs that allow developers to invoke the camera application and access pictures taken with the camera; support for registering listeners with the Camera application that enable an application to be notified when a new picture is taken
- Support for MP3, WAV, WMA, AAC and AMR audio formats with support for routing audio playback to the external speaker, connected headset and Bluetooth(R) headset
- XML and Web Services support to help simplify communications with existing Internet applications
- BlackBerry Messenger APIs allowing access to presence and contact information and the ability to send peer-to-peer messages
- File System Access APIs (JSR 75) to provide access to documents and other files stored locally on the smartphone or on the microSD expansion memory; support for registering listeners with the file system that enable an application to be notified when a new files are added or removed
- GPS APIs (JSR 179) that provide access to location information from local GPS chip or external GPS receiver connected over Bluetooth
- BlackBerry Maps API providing access to the map application to display an address or a route with BlackBerry Maps providing all of the geo-coding and mapping data for free
- Wallpaper and Ringtone Customization Java APIs to enable custom applications to add new wallpapers and ringtones to the smartphone
- Planned support for 3D Graphics API (JSR 184) and SVG API (JSR 226) to enable more powerful gaming and rich-media content
- Planned support for MMS Java APIs (JSR 205) to complement the existing SMS and Phone APIs which enable third party applications to listen for incoming phone calls and SMS messages, invoke the phone application to place a call, and compose SMS messages for peer-to-peer messaging

Insight:
Potential expansion of mobile applications on Blackberry in areas such as Social Networking, Multi-Media, eCommerce, News and Information Services, and Location-Based Services

Opinion:
Over 500 software organizations have joined the BlackBerry(R) ISV Alliance program offering hundreds of business solutions and thousands of lifestyle applications. Blackberry has 8 million subscriber accounts, 100,000 BlackBerry Enterprise Server installations, and broad availability on over 225 networks in over 100 countries around the world. More than 125,000 registered developers have downloaded the BlackBerry JDE, which exposes thousands of Java APIs that developers can utilize to create powerful and innovative applications on the BlackBerry platform.

Can Blackberry give Apple's announced iPhone a run for the money in the consumer segment? Would the Blackberry ISVs and registered developers create new applications that make the Blackberry a "cool" mobile phone for the high-end or suave consumer? RIM is now providing the necessary APIs and support. Whether the ISVs and developers can go about creating cool apps for the Blackberry remains to be seen. One thing is certain: RIM is going to make a play versus Apple's (NASDAQ: AAPL) iPhone strategically to defend its own turf and customer base, as well potentially expand into the high-end consumer segment. Perhaps RIM may actually create a new wireless phone to compete head-on versus the iPhone and launch it this year.


Innovator: General Electric Company (NYSE: GE)

Innovation:
Product innovation, Green innovation, Strategic partnership: Development and commercialization of OLED (Organic Light Emitting Diode) devices for lighting applications in a partnership with Konica Minolta Holdings, Inc., Konica Minolta Technology Center, Inc. (collectively KM) to be launched within 3 years.

Summary:
OLEDs are thin, organic materials sandwiched between two electrodes, which illuminate when an electrical charge is applied. They represent the next evolution in lighting products. Their widespread design capabilities will provide an entirely different way for people to light their homes or businesses. Moreover, OLEDs have the potential to deliver dramatically improved levels of efficiency and environmental performance, while achieving at least the same quality of illumination found in traditional products in the marketplace today.

KM has successfully developed a white OLED with a world record power efficiency of 64 lumens per watt at 1,000 candela per square meter--a brightness which is appropriate for lighting applications. Prior to this development, KM developed its own highly efficient and long-life blue phosphorescent materials. Applying these material technologies, along with multi-layer design technology and innovative optical design technology, KM succeeded in developing an OLED having a practical light emission level of approximately 10,000 hours.

In addition to material technology and optical design technology, KM has been developing the ultra-high barrier film fabrication technology to enable high productivity. Superb coating technology nurtured through the development of photographic film and display materials also plays an important role in the development of highly productive OLEDs. Currently, research and development for its commercialization is under way.

GE, as part of its ecomagination initiative, has made substantial investments in OLED research that have resulted in world records for OLED lighting device size and efficiency. In 2004, GE researchers were able to demonstrate an OLED device that was fully functional as a 24 inch by 24-inch panel, which produced 1,200 lumens of light with an efficiency on par with today's incandescent bulb technology. This was the first demonstration that OLED technology could potentially be used for lighting applications. Since then, GE has more than doubled the level of OLED efficiency using device architectures that are scalable to a large area and can be produced cost-effectively.

In addition to increasing efficiency, GE has focused on developing all the requirements--ranging from plastic film substrates, ultra-high barrier coatings, and fabrication processes and equipment to enable the high speed, cost-effective "roll-to-roll" manufacturing--required to produce large-area OLED lighting.

In the coming months, KM and GE will further accelerate research and development of OLED lighting by sharing technologies and knowledge. KM's technology center will lead the research and development activities for KM. GE Global Research, GE's centralized research and development organization, and GE's Consumer and Industrial business division will lead research and development for GE.

Insight:
OLED lighting, coming to your homes within three years or less, through product innovations created by strategic partnership between GE and KM.

Opinion:
GE Consumer & Industrial Vice President Michael Petras said, "In a world demanding higher standards for energy efficiency and environmental performance, OLED lighting has the potential to become a major lighting source on both fronts. And because OLED lighting is soft and diffused, it will create some exciting application opportunities for designers and specifiers. The applications are numerous, ranging from ceiling lighting for office and residential applications to interior automotive and aircraft lighting to many specialty lighting applications such as task lighting, sign and various forms of interior retail lighting."

In ten years or less, OLED lighting will become commonplace, and GE will be lighting our homes with OLED innovation. GE is once again leading the world in creating innovative lighting solutions through global partnership with another innovator, Konica Minolta.


Innovator: Google Inc. (NASDAQ: GOOG)

Innovation: Product Integration through Strategic Partnership: LG Handsets to integrate Google Search, Google Maps for mobile, Blogger Mobile and Gmail for mobile

Summary:
LG Electronics, South Korea's global leader and technology innovator in consumer electronics, home appliances and mobile communications, and Google announced a global collaboration to pre-install Google's services on millions of LG mobile phones. Mobile users around the world will now be able to easily search for information, find locations, update blogs and manage email while on the move.

Select LG handsets, pre-installed with Google™ products and services will be shipped globally including North America, Europe and Asia starting in the second quarter of 2007. These handsets will create a more dynamic user experience, including one click access to Google search through an icon in the application menu. More features of LG-Google handsets include:

Google Maps™ for mobile, an application that enables users to view maps and satellite imagery, find local businesses, and get driving directions
Gmail™ for mobile, a Java-based application that brings more speed, convenience and functionality to the mobile Gmail experience
Blogger™ Mobile, an application to upload/download images and text to blog from mobile devices (www.blogger.com), keeps avid bloggers upwardly mobile.

Through this new partnership, LG and Google will jointly market LG-Google handsets, then further extending their collaboration to develop digitalized home in the future. LG plans to launch mobile handsets pre-installed with Google and products and service for the next few years with at least ten new handsets in 2007.

Insight:
Google has found a solid global partner in LG to befit its mobile strategy and expand its mobile market share. By embedding Google Search and key applications such as Maps, Gmail and Blogger into LG mobile phones, Google and LG are going to provide mobile phone users easier ways to access the applications they use most often and care about. Mobile phone users want simplicity and ease of use when it comes to searching, e-mailing, locating and blogging - Google applications provide one click access to these apps, and ease of use. This partnership and product integration is a win-win-win for LG, Google and mobile users.

Wednesday, February 21, 2007

Blockbuster versus Netflix - Winner takes all?

Netflix (NASDAQ: NFLX), the leader of online movie rental, had revenue of $997 million and 6.31 million subscribers in 2006 (year end). Netflix revenue increased 45% in 2006, adding $309 million to the 2005 total revenue of $688 million. Netflix ended 2005 with 4.18 million subscribers (year end). An average Netflix subscriber spends about $16 for monthly subscription. Netflix added 654,000 new subscribers during the December, 2006 quarter alone. Netflix business appears to be firing on all cylinders, and is poised to repeat the performance or even surpass it in 2007. It appeared for a couple of years that Netflix will take over the movie rental business altogether. Wal-Mart (NYSE: WMT) tried the online movie rental business, launched it in a huge way, and quietly closed it down, bowing the leadership position to Netflix.

The leader of movie rentals, Blockbuster Inc. (NYSE: BBI) was nowhere to be found. Until recently. Blockbuster was once thought finished. Netflix single-handedly created the online movie rental business, a new category killer that caused total disruption in the movie rental industry. Netflix business epitomizes disruptive innovation. Netflix, the disruptor, went up against the market leader, the sustainer, Blockbuster, and carved out a huge bite of the movie rental business. Blockbuster was caught napping. Blockbuster did not know how to respond to the Netflix business model of mail-order movie rental. Blockbuster tried many models of its own by luring customers to the thousands of Blockbuster stores. However, the customers enjoyed the flexibility of renting movies online at Netflix, where they could browse the catalogs in the comfort of their own homes, read reviews, choose the movies to rent, and submit the order online. The movies arrived within a few days, by which time the customer has already viewed the previously rented movies multiple times. Customers simply shipped the movies back in a pre-paid postage return envelope. No trip to Post Office necessary. All for a monthly subscription of about $20 (which is now $17.99).

Blockbuster, the established leader of movie rental business had it made with over 5,000 stores in the U.S and over $5 billion in revenue in 2001. The movie rental business was in a status quo, with hundreds of thousands of customers going to Blockbuster stores, choosing the movies (or video games) by browsing around the stores, and renting the movies one at a time. Blockbuster required a paid membership to rent movies, and the business model was pay-per-rental. Blockbuster grew by creating local stores, and the topline revenue growth was tied to the number of new store openings. The incremental business per store was flat or tapered (Blockbuster tried selling movies and games, previously rented movies, and other movie add-ons without a tangible upside). Customers essentially paid anywhere from $2 or higher to rent out the movies. Customers were used to this model, and rivals such as Hollywood Video and local movie rental stores offered similar business models. The business model of pay-per-rental had a huge drawback: Late fees. Most customers forget to deliver the movie back within one day or two days, and ended up paying extra day charges (some even argued these late fees from time to time). Late fees were a sizable percentage of Blockbuster business; hence, there were no real plans to change the business model. Other drawbacks included not finding the movie you want to rent (it's already checked out), and the high cost of rental of a new movie. The customers quietly rented from Blockbuster, frustrated by the late fees, but content to rent (there were no viable alternatives). No one could really match the presence, the size, the selection and quality of Blockbuster. And Blockbuster was getting bigger each year, to the tune of $6 billion plus in annual revenue in 2004.

Enter Netflix

Netflix attacked the pain point of Late fees head on. Netflix introduced "No Late fees". The customers loved this. No more frustration of paying a late fee if you forget to return the movie on time. You simply return the movie when you are ready to return in a postage pre-paid envelope. And the icing on the cake: unlimited Movie rentals. Albeit up to three movies at any given time. The only limit was really the time it took for movies to ship from Netflix warehouses and arrival at your home. If you are into watching lots of movies, you can essentially time your orders so that you can end up watching fifteen or more movies each month. All for a low monthly subscription fee. Netflix essentially emulated a monthly service fee business model similar to a telephone company. And Netflix made it simple to rent online. Of course, Netflix had no stores, i.e. physical stores. Netflix was completely an online movie rental business, similar to a mail order business. Netflix also reduced the pain points of knowing which movies to rent ahead of time, without making a trip to the store. For instance, if a movie was rented out, Netflix customer simply had to put that movie on the wait list. And as soon as it became available, it was automatically shipped out. Finally, the cost per movie rental became somewhat cost-effective - especially if you watch at least half a dozen or more movies each month. When Netflix entered the movie rental business, Blockbuster and others scoffed at the whole online business. However, Netflix became hugely popular, and movie rental buffs from college dorm students to teenagers, adults to families, became Netflix loyal customers. To the tune of 6.31 million subscribers as of December, 2006. Netflix created a $1 billion movie rental business from nothing. Netflix disrupted the likes of Blockbuster, whose businesses essentially stalled or were in a free fall, became unprofitable, and even closed.

The second coming of Blockbuster

Netflix served notice. And Blockbuster business came under attack. However, Blockbuster, like a tried and tested champion, held up. Blockbuster tried many business models, eliminated late fees, introduced two for one rental, provided incentives to renters, and even introduced unlimited on-premise rentals. However, the business was spiraling down, and customers kept leaving the stores. Blockbuster even had to close stores, and put plans on opening new stores on hold. However, it did not succumb. Eventually, Blockbuster got it right. Blockbuster realized that it was in a unique position to address the customers on its given strength: store locations. However, in order to captivate the online movie renters, Blockbuster also needed to create an online business. With a twist. Blockbuster provided movie renters the best of both worlds - rent online or rent at the store, rent online and return to the store, rent at the store and return online (possibly), rent online and return online. Whereas Netflix only provided customers one service model: rent online and return online, Blockbuster now had the flexibility and delivery model to offer customers tremendous flexibility and choice. All for a monthly subscription fee which is the same as Netflix's monthly subscription. In retrospect, this innovation from Blockbuster made perfect sense. And now it was simply a matter of time before customers returned. Blockbuster became aggressive in the marketing, including the recent promotion inviting Netflix customers to rent movies on President's Day (when post offices are closed), and over the weekends. Also, asking customers to bring in their Netflix return labels for free rentals (with a membership). Blockbuster is appealing to the emotions of customers with the message that you can rent a movie on the weekend, when there's no mail or "just when the mood strikes" - providing a "freedom of choice" and not having to wait for movies as they arrive in the mail.

Blockbuster's new Total Access provides customers unlimited movie rentals, online or in the store. Blockbuster ended 2006 with 2.2 million subscribers and revenues closing in on $7 billion (to be announced next week). Importantly, in the last quarter of 2006, Blockbuster added 700,000 subscribers, beating Netflix by about 55,000 subscribers. Blockbuster's Total Access Model has the momentum. With timely promotions such as President's Day promotion, and Valentine's Day (where Blockbuster offered a list of favorite movies for the special occasion), Blockbuster is capturing the mindshare from movie renters.

Netflix answers back

Netflix Chief Executive Reed Hastings, in a Marketwatch story, told analysts after the recently concluded earnings call "that the company expects to see a modest increase in subscriber cancellations in the first quarter of 2007 as rival Blockbuster Inc. aggressively markets its new Total Access program, which enables its online customers to either return DVDs through the mail or exchange them at stores for free in-store movie rentals."

Hastings believes though that "Blockbuster's impact on its subscriber base should decrease in the second quarter." He added that Netflix observed a similar pattern in 2005, when Blockbuster cut its monthly subscription price and heavily marketed that move. In that case, Blockbuster "had already captured in [the first quarter of 2005] the few consumers most likely to switch," Hastings said.

The very fact that Blockbuster added more subscribers than Netflix's in the latest quarter has to make Netflix rethink their strategy. Netflix recently introduced the long-awaited plan to offer movie and TV downloads over the Internet. "Our accomplishments during the year -- strong subscriber growth, continued improvement in the customer experience, and increased profitability -- together with the recent launch of the first generation of our online video option, leave us better positioned than ever to achieve our long-term objective of being the movie rental leader," Hastings said in a press release.

Winner Takes All?

Who will be crowned the winner of movie rentals? Would it be Blockbuster whose stock price has appreciated more than 80% in 2006, and importantly, has finally figured out the appropriate formula: Blockbuster Total Access. Or would it be Netflix, who has found time and again to improve upon its business model, and has shown ability to innovate with the recently announced online movie downloads? What about Apple (NASDAQ: AAPL) with the iTunes Movie download service available to the millions of iPod owners and iTunes subscribers alike. Apple recently added 150 movie titles from Lions Gates (movies including "Saw", "Basic Instinct", "Dirty Dancing - Havana Nights") to the iTunes store, and is poised to grow the online movie business. Wal-Mart has re-entered the online movie rental business as well offering its own version of online movie downloads in partnership with the major movie studios and powered by HP (NYSE: HP). Finally, Amazon.com (NASDAQ: AMZN) has also recently expanded the Unbox online movie download service. Amazon.com and TiVo Inc. (NASDAQ: TIVO) recently announced "Amazon Unbox on TiVo," a soon-to-be-launched service feature that will provide TiVo subscribers with the ability to rent and purchase movies and television shows from leading studios and networks. There is also the DVDPlay rental kiosk service available at the local grocery stores through a station similar to a vending machine and providing DVD rentals for less than $1.30. And then there are all the cable operators and satellite TV operators coming up with various options to rent movies as well. The entire movie rental industry has many players vying for the top spot. If the online movie download business takes off, it can cause yet another disruption in the movie rental industry - in the same vein as what Netflix did earlier. It's only a matter of time before Blockbuster will offer its own online movie download service as well. Why not? Offer the customers all the choices, simplify the business model, and make it extremely easy for customers to rent a movie through any of the available mediums: in the store, online through mail, online through immediate download or directly through cable or satellite. Perhaps Blockbuster is in the best position to address this changing market of movie renters and movie rentals worth $25 billion dollar annually and growing. Perhaps no one player is.

References:

Blockbuster Press Releases, Quarterly and Annual Earnings reports
Netflix Press Releases, Quarterly and Annual Earnings reports
Marketwatch
Top Ten Innovations for 02-14-07
The Innovation Index

Disclaimer: I invest in the stocks comprising The Innovation Index, beginning in 2007.

Wednesday, February 7, 2007

Windows Vista - Top Five Stumbles

Microsoft (NASDAQ: MSFT) is one of the top 20 Innovators of The Innovation Index, and is ranked as a top ten Innovator in the Innovation Index Annual Report. Microsoft stock performed well in 2006 gaining 16%, and appreciating about 40% since summer of 2006. Microsoft has been posting solid revenues and profits for the past year and a half, and the investors have rewarded Microsoft accordingly.

Microsoft launched Windows Vista and Office 2007 on January 30, 2007. According to Microsoft PR: "On Jan. 30 the most significant product launch in Microsoft Corp.'s history culminates in the release to consumers of the Windows Vista(TM) operating system and Microsoft(R) Office 2007." According to Steve Ballmer, the CEO of Microsoft: "These are the most amazing versions of Windows and Office ever."

Windows Vista packs innovative features including: "Aero" interface leveraging 3-D graphics that creates a translucent look and feel, as if the windows are floating in front of other objects. Vista also provides "improved security, search bars to help users find information easier and a new multimedia platform for digital video, music and pictures." Vista helps developers in more ways than ever before with the APIs and added toolkits. It took Microsoft $6 billion in creativity and development dollars, and more than five years to create Vista.




However, despite this biggest launch in Microsoft history, Microsoft stock is down more than 5% from the pre-launch hype, and more than 3% after the launch. Before the launch MSFT had peaked at $31.09 on January 24, 2007. Post launch, MSFT closed today at $29.51, or 5% down from the pre-launch hype and 3% down from the closing price of $30.48 on the day of the launch. Why is Microsoft stock down? Even the news media has had lukewarm reaction to the whole launch. Why are the investors and media not sharing the excitement of Ballmer and Gates?

I have tried to come up with the Top Five reasons on why Windows Vista has not helped move the needle on Microsoft stock, and received tepid response from the media:

Top Five Reasons on Windows Vista: Boom or Bust?

1. If it ain't broke, don't fix it.

Most consumers are quite happy with their Windows XP. Windows XP has become the de facto standard of Windows family of operating systems. And Microsoft had its work cut out to match the prowess, performance and stability of Windows XP. Windows Vista is slightly better or equal to Windows XP on the key categories of performance and stability. This means customers will take their time upgrading to Vista from XP, a rather long time.

2. Vista Security. Not.

Today, Computerworld released a story touting that Windows Vista firewall flunks the security test by an independent third party evaluator for outbound security. The much touted security features of Windows Vista are found to be hard to configure, and where it matters most, are not yet ready for prime time. Microsoft will need to quickly update the security features so that they can pass the Vista security test and win over IT and consumers alike.

3. Steve Jobs and Apple.

Apple Inc. (NASDAQ: AAPL) is also one of the top 20 Innovators of The Innovation Index, and ranked as one of the top ten innovators for 2006 as per the Innovation Index Annual Report. Apple has determined that Vista is incompatible with iPod and iTunes. Hence Apple is advising customers to not upgrade to Vista at all, and not purchase new computers loaded with Vista. Apple is also exposing the security leaks in Vista, and touting its own operating system Tiger as superior to Vista on security and other features. In short, Steve Jobs and Apple are creating enough noise for customers to rethink their Vista buying or upgrade decision, and consider Apple computers instead loaded with Tiger.

4. Microsoft botched the hype.

Microsoft had announced the business version of Windows Vista in 2006 with all the key features, and had already created a small splash. Enterprise customers had already begun trying out and deploying Vista in 2006. The consumer launch of Vista was lost in the hype of the enterprise launch of Vista. There was nothing new in the product. Everyone knew the product features. The "rolling thunder" launch effect never happened. Microsoft Marketing or strategists have perhaps themselves to blame in botching the Vista hype.

5. Microsoft ho-hum Vista projections.

"Microsoft Corp. (MSFT) said on Wednesday it expects to sell twice as many copies of its new Vista PC operating system in its first year on sale compared with the launch of its last major upgrade, Windows XP, in 2001." Sounds good if you take this PR literally. However, if you check under the hood, this growth statement is weak.

The growth, according to Reuter’s story, would be roughly in line with the global PC market, which is also expected to nearly double in unit sales between 2001 and this year. Why would Microsoft project a market growth for Vista which is only equal to PC shipments in 2007? If Microsoft is bullish on Vista, why isn't Microsoft growing at a faster pace than the rest of the PC market? Why isn't Microsoft saying that Vista will help increase PC sales, or that Vista will take marketshare away from Apple?

Bottomline

Ultimately, Vista's success will depend heavily on creating new, incremental business beyond what the world already knows (PC projections). This new business can happen if Microsoft is successful in expanding the overall PC market (creates more buyers of PCs and Vista), taking market share away from rivals such as Apple, and coaxing its current XP customers to upgrade to Vista. Only time will tell on whether Microsoft Windows Vista will be: Boom or Bust.

References:
The Innovation Index
The Innovation Index Annual Report: Chapter Two
Computerworld
Marketwatch
Reuters
Microsoft PR

Sunday, February 4, 2007

How can Dell turnaround Dell, beat HP and become the number one computer company?

Dell Inc. (NASDAQ: DELL) is one of the Top 20 Innovators of The Innovation Index. Dell has seen its market cap go down by about 20% in the last thirteen months, in large part due to average quarterly and annual top-line revenue growth, reduced profits, and losing the number one position as the world’s top supplier of new computers to Hewlett-Packard (HP) (NYSE: HPQ). Michael Dell, the founder, founding CEO and chairman of Dell Inc., took over the CEO roll of Dell again. Dell made Dell the number one computer company in the world. Now, Dell has perhaps the toughest act of his career: Turnaround Dell, beat HP, and make Dell the number one computer company in the world – again!

How can Dell turnaround Dell?

Dell has to go back to basics. What made Dell the number one computer company in the first place? Computers. Dell computers, laptops and servers were considered the best in the industry. And Dell became the household name when it came to buying computers. Dell was the perceived high quality brand. Dell must focus on the core business: Computers. Rather than creating average computers and discounting the computers to gain market share, Dell needs to design a new line of computers that appeal to the masses, business, government and IT.

For example, why can’t Dell design a computer only for school students? A specific computer made for the students in K-12 market, and college students? Not just a computer marketed to the schools – rather a computer that is designed with the need of students in mind from the inside out. This must include educational software, computer design that integrates needs of students (for instance, a scientific calculator on the keyboard), and online services that students are most likely to use. Dell = education computers for students.

Dell has to appeal to the teenager market. Teenagers are the high growth market, and they have money to spend – albeit they spend it on cool music and toys such as iPod. Dell must create a computer that appeals to the teenagers. Dell has to make Dell computers cool again. Dell should take a page out of Apple’s cool design and function. Dell = cool computers for teenagers.

Dell should also think about the market of women shoppers. There are many professional women buying computers, single households led by women who are looking to buy computers for themselves and kids, women in schools and colleges, and women in non-profits and government. What can Dell do to appeal to this largely ignored market? Can Dell create specialized computers that appeal to the needs of women at large? What would that line of computers look like? Dell = appealing computers for women.

When I go online to buy Dell computer, I can only buy one computer at a time or more than one computer of the same type on my own. Why is this so? What if I am looking to buy a laptop for me, a computer for my child, and a computer for my wife? Does Dell provide such a home bundle that I can readily choose. How about a Dell Home Bundle? Dell Home Bundle can include combinations of computers and laptops pre-packaged for various needs of the home, including home networks, wireless, entertainment center, etc. All I have to do is go online at Dell.com and choose Home Bundle. And I am provided various options all at once. Dell = Home Bundle.

Dell must make the business computers and servers the best in the business. Even a small business owner is looking for the very best at a reasonable price. Dell quality must become the standard in the industry. Dell performance must be second to none. Dell service should be topnotch. Dell must equate to the best investment there is when it comes to buying computers for business. First, Dell must make their computers the best there is in terms of quality, performance, service and price; second, Dell must market their computers to the business as the best there is and create this indelible brand perception; finally, Dell must provide a replacement program for old computers at businesses. Dell = Best Business computers.

How can Dell beat HP?

Dell became the number one computer company in the world with the Dell Direct business model. Consumers and small businesses went to Dell.com and easily configured the computer that they were looking for, and purchased it online. Dell promptly made this computer, and shipped it to you within a week. Larger businesses are also able to configure and buy their computers online; they also have the option of a dedicated account manager. The beauty of Dell Direct model was that there were no middle men – no margins, no distribution to worry about, and cutting-edge products. The Dell Direct model made sense during the Internet boom years and when the model was new and not easily imitable by Dell rivals such as HP. However, Direct model cannot be the *only* business model for buying computers.

If HP can sell computers online and also through retail channels, why can’t Dell do the same? Dell has to go retail – not just as an extension of the Dell Direct model, but as a completely new business. Consumers and businesses of today are researching and shopping online, researching online and buying retail, researching retail and buying online, researching retail and buying retail. Dell predominantly provides only one choice. Dell must find ways to open up the retail channel, and create computers specifically for the retail market. Dell can also provide kiosks at retail stores so that customers can simply configure computers at the retailers, and take immediate delivery at the store, buy a computer readily available at the retailer, or have it shipped to their homes or business. When Dell offers customers ready options where they can buy computers both online as well as in retail stores with the same ease as buying online, Dell would begin to grow the overall computer business and retake the lead from HP. This could easily take a year or two before Dell establishes itself as the premier Direct and retail computer brand.

How can Dell become the number one computer company in the world?

Customers outside the U.S. are used to buying computers through distributors, resellers, local companies who assemble computers, retail stores and through a lot of hand holding. The last point is very important: hand holding. Customers need advice on what is the best computer that meets their needs, and want to try out that computer in a store before they purchase it. There is even some negotiation involved. Customers need some help setting it up at their homes or business. The key insight: only a small segment of customers buy computers direct outside the U.S. The majority of the market does not buy direct. If this is the case, Dell must reinvent itself if it were to become a truly global player. Dell cannot sell only through Direct model outside the U.S. at least to emerging countries such as India, China, Russia, and Brazil. Dell should rather leverage the Dell brand and sell through the normal channels that the customers of these countries are acquainted with. HP’s market share grew in large part due to the worldwide shipments outside the U.S. HP has established retail, reseller and distribution channels worldwide. Dell must quickly do the same. And once the Dell brand is established in the country, Dell can then begin to introduce the Direct model. But Dell cannot, must not lead with the Direct model.

Michael Dell is a visionary, innovator and a creative leader, focused on execution and results. He made Dell the number one computer company in the world. Dell is on a mission to turnaround Dell, beat HP and make Dell the number one computer company in the world – again! If I were a betting man, I would definitely bet on Dell. If Dell is indeed successful in making Dell the number one computer company in the world again, Dell will forever be enshrined in the Hall of Fame of Visionary leaders of both 20th and 21st centuries.

References

The Innovation Index

Friday, February 2, 2007

The Innovation Index Weekly Report for the week ending 01-31-07

Yahoo! Inc. (NASDAQ: YHOO) continues to lead The Top 20 Innovators in stock performance of The Innovation Index, with 11% gain for the year.



The Innovation Index was flat for the week ending January 31, 2007, and is up 4% in 2007. S & P 500 lost 1% last week. NASDAQ is up 2%, whereas S & P 500 and the Dow Jones Index are each up 1% in 2007. It was another tough week for the Top 20 Innovators – 12 innovators declined last week, only 4 gained some ground, and 4 stayed even.

The Innovation Index closed at 71.86 on January 31, 2007, up 2.48 points from the closing price of 69.38 on December 29, 2006.

Weekly Advances

eBay Inc. (NASDAQ: EBAY) led all Innovators with 8% gain in just one week, and is now up 8% for the year. eBay had a solid quarter, showed strength in the core auction business, and is reaping the benefits of innovations introduced in 2006. eBay is perhaps the dark horse of 2007. Hewlett-Packard (NYSE: HPQ) and IBM - (NYSE: IBM) each gained 2% for the week. Intel Corporation (NYSE: INTC) was up 1% for the week. I posted a story on Intel – The Innovator of the week touting Intel’s recently announced breakthrough innovation. There were no significant gains from other innovators last week.

Weekly Declines

3M Company (NYSE: MMM) dropped 7% last week owing to quarterly results that missed the analyst estimates, and the future outlook that did not really excite the analysts either. 3M is now down 5% for the year. However, this is still early in the year. Look for the seasoned innovator 3M to bounce back before the middle of the year. Microsoft Corporation (NASDAQ: MSFT) hot on the heels of the huge launch of Windows Vista was still down 1% for the week. The investors shrugged off the launch, and are perhaps looking at Microsoft to deliver on the promise of Vista - money, money, money. The key question: how many existing Windows customers will convert to Vista? We will be sure to watch when Microsoft announces next quarter's revenues, in particular existing customers who are moving to Vista.

Yearly Winners

Yahoo! (NASDAQ: YHOO) is leading the top 20 innovators with 11% stock performance gain for the year. Google (NASDAQ: GOOG) is next with 9% gains for the year; however, as I write this weekly report, Google is down in the last couple of days as the investors reacted less favorably to Google's latest quarterly results. eBay and Target Corporation (NYSE: TGT) are both tied with 8% gains for the year. Look who is on the rise again: Hewlett-Packard (NYSE: HPQ) has almost quietly notched gains of 5% for the year already. HP was tied as The Top Innovator of 2006, and had a huge gain of 45% last year. HP is back again with 5% gain in the first month of the year.

I posted The Innovation Index Annual Report earlier in the year that included three Chapters:

Chapter One - Total Innovation Activity at The Top 20 Innovators
Chapter Two - The Top Innovator - The Innovator of Innovators
Chapter Three - The Innovation Insights and Roundup

About The Innovation Index

The Innovation Index introduced in December, 2006 is a weighted stock price index of the top 20 Innovators in North America.

The Innovation Index has returned 119% over the last five years. This assumes an investment in each stock of The Innovation Index (buying each stock). An average of $100 invested in The Innovation Index on December 31, 2001 returned $219 as of December 29, 2006. By comparison, $100 invested in each of S & P 500, NASDAQ and Dow Jones Index returned $124. The Innovation Index beats the S & P 500, NASDAQ and Dow Jones Index by 77% over the last five years.

The Normalized Innovation Index is even more impressive, and has returned 174% over the last five years. This assumes equal investment in each stock of The Innovation Index.

The alphabetical list of the top 20 Innovators of The Innovation Index along with their stock ticker symbols are presented below:

3M Company - (NYSE: MMM)
Amazon.com, Inc. - (NASDAQ: AMZN)
America Movile - (NYSE: AMX)
Apple Inc. - (NASDAQ: AAPL)
Cisco Systems, Inc. - (NASDAQ: CSCO)
Dell Inc. - (NASDAQ: DELL)
eBay Inc. - (NASDAQ: EBAY)
General Electric Co. - (NYSE: GE)
Google Inc. - (NASDAQ: GOOG)
Hewlett-Packard Co. - (NYSE: HPQ)
Intel Corporation - (NYSE: INTC)
International Business Machines Corp. - (NYSE: IBM)
Microsoft Corporation - (NASDAQ: MSFT)
Research In Motion Limited - (NASDAQ: RIMM)
Southwest Airlines Co. - (NYSE: LUV)
Starbucks Corporation - (NASDAQ: SBUX)
Target Corp. - (NYSE: TGT)
The Proctor & Gamble Company - (NYSE: PG)
Wal-Mart Stores, Inc. - (NYSE: WMT)
Yahoo! Inc. - (NASDAQ: YHOO)

The Innovation Index will analyze the positions and standings of the top 20 Innovators at the end of each year. For 2007, there will be no further changes in The Innovation Index.

References:

The Innovation Index
The Innovation Index Annual Report – Chapter One
The Innovation Index Annual Report – Chapter Two
The Innovation Index Annual Report – Chapter Three

Disclaimer: I invest in the stocks comprising The Innovation Index, beginning in 2007.

Tuesday, January 30, 2007

Top Ten Creative Leadership Traits

Creative leaders continually meet new challenges, and recognize and pursue new opportunities through bold innovations.

What are the top ten characteristics and traits of Creative Leaders?

1. Great at generating many ideas – innovative, game changing and even commonplace.
2. Always looking to experiment with good ideas. Sometimes, trying out a few times.
3. Unwavering belief in their creativity and innovation, coupled with originality in thinking.
4. Smart and bright with a positive self-image. More often, they are not born geniuses.
5. Passionate, expressive and sensitive to their teams, colleagues and surroundings.
6. Demonstrate superior judgment, and do not make quick decisions (although have a gut feel).
7. Non-conformists and independent, requiring less social approval than most people.
8. Innate ability to understand and solve the problem, and manage the consequences.
9. Born dreamers with strong imagination; however, manage to keep things in perspective.
10. Create and launch game changing products meeting a high level of quality and design.


Which creative leaders demonstrate these qualities among the top 20 Innovators of The Innovation Index?

Steve Jobs, co-founder and CEO of Apple, Inc., immediately comes to mind with market leading innovations including iPod, iMac and soon to be launched iPhone.

Larry Page and Sergey Brin, founders of Google, developed the innovative search technology that provides relevant answers which went on to become the world’s largest search engine.

Jeff Bezos, founder and CEO of Amazon.com, made the world’s largest online bookstore and the most popular online retail site.

Pierre Omidyar, founder and chairman of eBay, changed the face of Internet commerce in 1995 when he launched eBay which went on to become the world’s largest marketplace.

A.G. Lafley, CEO of Proctor & Gamble, states: “Great leaders create conditions that get people organized to attack problems. They help others learn how to think, how to exercise judgment and how to take action.” (at a Kellogg event)

Michael Dell, founder and chairman of Dell, who always thought big, and made Dell the number one computer company, and is on a mission to connect the next billion people all over the world.

Jim Donald, president and CEO of Starbucks, who is fanatical about communicating using his Treo, replies to every email, returns calls at 6 a.m., and always stays close to the customers.

How about Steve Ballmer, CEO, and Bill Gates, founder and chairman of Microsoft, who made Microsoft the world's largest software company.

Every CEO and founder of the Top 20 Innovators on The Innovation Index is a Creative Leader.
As Sam Walton, founder of Wal-Mart, once said:

I have always been driven to buck the system, to innovate, to take things beyond where they've been.”

If you enjoyed reading this Creativity best practice, I recommend the complete list of Creativity Innovation Best Practices.

References:
eCornell: Leading through Creativity

Sunday, January 28, 2007

How much Creativity is enough?

How much creativity is enough? Is there an optimal level of creativity for a person to have? Is it possible to be “too creative?” Is it true, or a myth, that creative people can be difficult to manage?

Creativity generates Ideas. Ideas generate Innovations. Innovations generate New Products. New Products make company successful in the long term. A company can never have too much creativity. Creativity can give rise to new products that may fail. However, without creativity, there are no new products. Creativity and Innovation define the future of any business. The day creativity is thought to be enough, the company stops innovating, stops creating great new products, becomes complacent and eventually ceases to exist.

Too much creativity or optimal level of creativity depends on the company, its culture and its individuals. Creativity in a corporate environment needs to be channelled to produce great products. Employing creative individuals in specific business units such as marketing, desktop publishing, web business, advertising or new product development makes business sense. An optimal level of creativity can be achieved within the organization as a whole, where the appropriate guidelines and frameworks are in place for creative individuals and their ideas, and to convert such creativity into viable business solutions. If the individual is employed in a role that requires creativity, there cannot be too much of it – however a defined structure that sets boundaries, such as market needs, financial constraints, resource availability, project checklist and milestones, etc. can drive measurable, sustainable and innovative results. When the business risks grow, a methodical framework or business process needs to be implemented to translate creative ideas into viable business enterprises.

An experienced manager knows how to manage creativity and creative individuals without coming in the way of generating new ideas. Creative individuals have the innate ability to visualize the end product; however, at times this is also coupled with the complexity to execute on a plan to get there. The key is to provide the creative individuals a platform to be creative, and lead their ideas into markets. Surrounding creative individuals with the appropriate infrastructure and resources to convert their ideas into workable solutions can be very rewarding and profitable. On the contrary, leaving them to their own devices can potentially result in chaos, delayed delivery, under delivery on commitments, overspending and incomplete end results.

Creative individuals can tend to be independent, expressive and passionate. Their mindset stems from the cultural differences between highly creative and operational organizational norms. For example, creative individuals thrive on generating ideas, and asking the "what if" questions. Some managers may prefer efficiency to unproven ideas and rhetorical questions. A manager can nurture their entrepreneurial spirit, and yet manage them well in group settings and staff meetings. There is also the possibility of expansive dialogs and debates, especially when a manager rejects an idea or two from a creative individual. This is perhaps the most challenging aspect of managing a creative individual: how to say "No" to certain ideas that may make compelling sense to the individual?

Creativity is paramount to the success of any business. Creativity drives Ideas. Ideas drive Innovations. Innovations drive New Products and Markets. Creativity And Innovation drive business.

If you enjoyed reading this Creativity best practice, I recommend the complete list of Creativity Innovation Best Practices.

References:

eCornell: Leading Through Creativity

Monday, January 15, 2007

The Innovation Index Annual Report - Chapter One

The Top 20 Innovators of The Innovation Index had a remarkable 2006 shaping out over 1,311 new innovations over the year, an average of 67 innovations per Innovator. The Top 20 Innovators created 805 new and enhanced products, 411 strategic collaborations and partnerships, and 95 new acquisitions. It’s safe to say that our Top 20 Innovators were busy in 2006 creating a plethora of new products, collaborations and acquisitions, and solid revenue growth.



The investors rewarded the Top 20 Innovators. Their combined market cap increased by 11% to $2.23 trillion from $2.01 trillion in 2006, an average increase of $11 billion per Innovator. Their combined stock performance gain: 13.2% in 2006, and a five year return of 119% (one stock invested per Innovator).



The normalized stock performance is even more impressive: 17.8% in 2006, and a five year return of 174% ($100 invested in each Innovator).

Selected references:
Leading eBook on Creativity and Innovation in Business
Creativity and Innovation Best Practices
Creativity and Innovation Case Studies
The Innovation Index
Top 50 innovative companies in the world


Innovation Leaders

Who led the year in stock performance, market cap growth, new products, collaborations and acquisitions? And who is the top Innovator – the Innovator of Innovators – of 2006? Not a single Innovator led across all categories.

Research In Motion (NASDAQ: RIMM) led all the Innovators with the best stock performance, gaining 94% for the year. America Movile (NYSE: AMX) and Cisco Systems (NASDAQ: CSCO) each gained 56% and 60% respectively in stock performance. Hewlett-Packard (HP) (NYSE: HPQ) had a great year as well, returning 45% for the year.

Cisco Systems led all the Innovators with the highest single year market capitalization gain: 62 billion in increased market cap. Microsoft Corporation (NASDAQ: MSFT) had a solid year in stock performance, gaining 16%, and increasing the market cap by 40 billion. HP went on a tear with 45% increase in stock price, gaining 34 billion in market cap. General Electric (NYSE: GE) also performed nicely, gaining 9% in stock performance, and increasing market cap by 33 billion.

But when it comes to new and enhanced product introductions, no one came close to IBM (NYSE: IBM). IBM introduced a whopping 130 new products in 2006. The next closest Innovators were Microsoft Corporation (NASDAQ: MSFT) and Hewlett-Packard tied with 75 new products each. Apple Inc. (NASDAQ: AAPL) kept up the innovation pipeline with 55 new introductions. The Top 20 Innovators averaged 40 new products per year.

Microsoft eked out Research In Motion in collaborations. The mighty Microsoft had 72 collaborations and partnerships over the year. If you believe this is a huge number, the upstart Research In Motion was extremely busy as well chalking out 70 new collaborations. Intel Corporation (NYSE: INTC) was next with 44 new collaborations, followed closely by IBM with 43 collaborations. The Top 20 Innovators averaged 21 collaborations per year.

GE led all Innovators with 20 new acquisitions. Three other Innovators had double-digit acquisitions: IBM with 14, 3M Company (NYSE: MMM) with 13 and Microsoft with 12. The Top Innovators averaged 6 acquisitions per year. However, many did not believe acquisition to be their top innovative strategy: Apple, Intel, Target Corporation (NYSE: TGT) and Southwest Airlines (NYSE: LUV) did not acquire a single company in 2006.

Who will be crowned the Top Innovator – the Innovator of Innovators – of 2006? Chapter Two of The Innovation Index Annual Report will unveil the The Top Innovator - The Innovator of Innovators - on January 16, 2007.

What did we learn from the Top 20 Innovators? What are the key insights gained from the top 20 Innovators, top Innovations introduced during 2006, lessons learned, 2007 projections, and observations on Disruptors challenging the top 20 Innovators? Chapter Three of The Innovation Index Annual Report - The Insights will be released on January 17, 2007.

About The Innovation Index

The Innovation Index introduced in December, 2006 is a weighted stock price index of the top 20 Innovators in North America.

The alphabetical list of the top 20 Innovators of The Innovation Index along with their stock ticker symbols are presented below:

3M Company - (NYSE: MMM)
Amazon.com, Inc. - (NASDAQ: AMZN)
America Movile - (NYSE: AMX)
Apple Inc. - (NASDAQ: AAPL)
Cisco Systems, Inc. - (NASDAQ: CSCO)
Dell Inc. - (NASDAQ: DELL)
eBay Inc. - (NASDAQ: EBAY)
General Electric Co. - (NYSE: GE)
Google Inc. - (NASDAQ: GOOG)
Hewlett-Packard Co. - (NYSE: HPQ)
Intel Corporation - (NYSE: INTC)
International Business Machines Corp. - (NYSE: IBM)
Microsoft Corporation - (NASDAQ: MSFT)
Research In Motion Limited - (NASDAQ: RIMM)
Southwest Airlines Co. - (NYSE: LUV)
Starbucks Corporation - (NASDAQ: SBUX)
Target Corp. - (NYSE: TGT)
The Proctor & Gamble Company - (NYSE: PG)
Wal-Mart Stores, Inc. - (NYSE: WMT)
Yahoo! Inc. - (NASDAQ: YHOO)

The Innovation Index will analyze the positions and standings of the top 20 Innovators at the end of each year. For 2007, there will be no further changes in The Innovation Index.

The Innovation Index Annual Performance (Average):



An Investment of One Stock in each of Top 20 Innovators.

The Innovation Index Annual Performance (Normalized):



An Investment of $100 in each stock of each Innovator.

Selected references:
Leading eBook on Creativity and Innovation in Business
Creativity and Innovation Best Practices
Creativity and Innovation Case Studies
The Innovation Index
Top 50 innovative companies in the world

References:

Reuters Key Developments, Press Releases of Top 20 Innovators