What is the new iPad ad suggesting about Apple's intended audience for the new device?
First of all, despite the edgy-guitar pop hooks that give the soundtrack to this ad that iPod flavor, the visuals are completely... well... milquetoast. We're in a house decorated by Pottery Barn with a couple of indeterminable age who favor bluejeans and skiing.
The couple are 'readers'... you know, they read 'books' and 'newspapers'; no Boing Boing or Daily Dish in this house, kids. Chatroulette is right out.
Second, they love the travel. They read the 'Escape' section of the Times and have friends who send them pics of trips to Switzerland. We might assume that these folks have made it through the Great Recession alright and are looking for an opportunity to drop some buckage on a hotel with a hot tub and a view.
When it comes to scheduling events, it looks like they have plenty of free time on Wednesdays; perhaps they'll sneak in a few hours to read the Ted Kennedy bio. On second thought, maybe Wednesdays are best spent looking at pictures of the kids and the dog. (Note, ironically, that the interior in this commercial is obviously not the interior of any domicile containing multiple children and a dog.)
Next shot: look! They write emails that look exactly like 'real' letters!
And then, just when I thought I had the market for this device pegged as upper middle class Boomers: they go and throw in that snowboarding article. How edgy! Why, we must actually be looking into the secret life of a Gen Xer with typical 1960's fetishes -- Kennedy, The Doors -- and definitely not folks who'd prefer receiving a letter on 'paper'.
Or are we?
One of the things that's most striking about this ad is the way it blurs together stereotypical Boomer and Gen X interests and tendencies into a composite whole. Notably absent from the video are any of the ways people will actually most often use this device (3rd party apps, 3rd party apps, 3rd party apps) [and I should add 'making stuff', though as of now, there appears to be no simple way ala the typical Macbook avenues to 'make stuff']; instead we're presented with Apple-lite for folks interested in the technology thing, but who have real lives planning ski trips and giving harbor to nostalgia dressed up as hipness.
I'm struck by the images of media that I caught the first time I watched the ad: Star Trek, Steven King, Jim Morrison. There is nothing remotely 21st century about this. The device might be as "magical" as all get-out; but the ad campaign -- and we can assume the intended market's world view -- is entirely based in nostalgia -- and I'd argue -- a certain big-company-fed cynicism towards new media and what's actually happening NOW on the Web.
Showing posts with label marketing. Show all posts
Showing posts with label marketing. Show all posts
Tuesday, March 9, 2010
Tuesday, March 2, 2010
Perception Is Not Reality - About Sanjay Dalal
I would like to share with you a bit more about me, Sanjay Dalal, and give you some real facts...1. I am a simple & happy family man, father of two growing children in Irvine, and husband to my wife since 1993 (technically 1992 since we got married in the court). We all moved to Irvine in 2007 from Fremont, CA. I love Turtle Rock, Irvine, where we live. I love my children & wife, relatives, my community, my friends and God. I love peace, happiness and well being for all... For more on my story, go to my website: http://www.sanjaydalal.com
2. I am a software entrepreneur, deeply passionate about collaboration software for social networks. I spend more than 10 hours a day thinking, planning, marketing & growing my latest software launch... oGoing. What's going on? http://www.ogoing.com
Further, I only know about computer software and some computer hardware. I do not have any working or professional knowledge of anything else besides computer software, and that too, mainly collaboration software and services. I do like to teach my children different technologies & always ask them to be curious about the latest cool things including cultures & traditions of their friends & families... just like any parent would do.
Further, I only know about computer software and some computer hardware. I do not have any working or professional knowledge of anything else besides computer software, and that too, mainly collaboration software and services. I do like to teach my children different technologies & always ask them to be curious about the latest cool things including cultures & traditions of their friends & families... just like any parent would do.
3. I launched India Business Network last year (2009) to help grow awareness of Indian professionals & businesses, and also in turn, learn about social networking, and the platform on which India Business Network hosts (Ning). Today, India Business Network has about 4,000 global members. India Business Network is a registered non-profit organization. Go to: http://www.indiabiznet.com to learn more...
4. I have failed many times over as an entrepreneur, including my latest failure... Innovation Index Group that managed Innovation Index Fund in 2008. Innovation Index Fund is closed, and is only supporting remaining 4 investors (May 2010 update - my father is not an investor anymore). All 4 investors are U.S. based, and are all friends based in Orange County & Los Angeles Area (who I have met a few times, and know them on a first name basis). There are no foreign investors, no foreign interest, no partners from any foreign countries / cities such as Dubai, Middle East, Africa, Europe in Innovation Index Fund. I am always learning from the failures such as Innovation Index Group... it only prepares me better for my next startup. Case in point: oGoing :: What's oGoing on? (tm) http://www.ogoing.com
5. Show me the money... First, I was successful in Silicon Valley at two startups that allowed me to be an entrepreneur (from the money I made in Silicon Valley). But I also lost money in the stock market (like everybody else, but probably more than I would like). I make money by selling Business Innovation eBook, Apple Innovation Strategy, Innovation Bootcamp, Internet & Social Media marketing, web & mobile application consulting, and investing in stocks (I enjoy it). This keeps me occupied and very busy all day...
6. I love ABAOC (Asian Business Association of Orange County), and am quite grateful & proud to be a board member. I take this job seriously, and would do everything to make ABAOC shine... this is my commitment to the board. I also love TiE Southern California, Irvine Chamber of Commerce and Dean's Leadership Circle, Paul Merage School of Business, University of California.
7. I am looking for partners for oGoing - Enterprise Social Network... if you or someone you know would like to get on the ground floor of a hot new startup that will potentially be a $100 million plus business in five to ten years, this is your chance. Just ask me for a business plan or executive summary, and I would be happy to share it with you... email me: ceo at innovationmain dot com
I love community development & community service... hence, I am active with my daughter's Turtle Rock School PTA & School Site Council, Rotary Club of Newport-Irvine, and take time to volunteer & promote / donate to charities... I was a basketball coach three times for my son's teams, and an art master for my daughter's class.
In 2005, I found out I had Osteoporosis in my lumbar spine. I have been fighting it since, and have made good progress. I am doing much better now... I started a non-profit in 2007 to raise awareness of this: http://www.osteofoundation.org (you can also read my story there)
Hoping this would clear up any perceptions you may have about me... or not ;-)
Now, let's do some business!!
Sincere regards,
Sanjay Dalal, Entrepreneur
Social Media. Internet. Innovation.
Sanjay Dalal, Entrepreneur
Social Media. Internet. Innovation.
direct: 949-288-6880 (Receptionist: 7 am to 5 pm, M-F)
p.s.: I don't spam w. text, email, voicemail
The BOOT is perfect for Qantas Affiliate Program....really??????
I received an email this morning from Affiliate Future. A company providing marketing services to help companies generate affiliate sales. They are pitching an affiliate relationship between the BOOT and Qantas. The offer is for $15 a sale. The email invite contained this sentence as the big hook to draw me in"I’m reaching out [to you] as I think Qantas is highly relevant for your site and traffic"Why is that people write to me (to anyone) to pitch a business without have spent a moment to read the source material. Here are some quote from the BOOT about Qantas.
re relationship with Amadeus
"Unlike the PR love-ins of the previous announcements, Qantas was very happy to very publicly blame the whole thing on Amadeus. Newly appointed Qantas spokesman David Epstein used all of the tact that his former Labour party bosses are famous for by being very polite in his finger pointing but stating clearly and cleanly" [full post]
re service on the A380
"More and more this [service] becomes Qantas' weak point. It is provided to their schedule not the passengers'." [full post]
re the outrageous prices on the AU-US route
"Right now Qantas is gouging me and every other customer on the Pacific Route (East Coast Australia to West coast USA). " [full post]
re changes to frequent flyer program
"I have been fuming about the recent changes to the Qantas Frequent Flyer program." [full post]
re a VOD system that did not work for two years
"Shame on you Mr Cox and shame on you Qantas. Your customers are telling you the system is busted, your staff are telling you the system is busted and the best solution you can come up with is moving seats. This is completely useless advice" [full post]
re Price fixing in air cargo
"Aaah Qantas - the "spirit of Australia". So long as you mean old fashioned pre-colonial convict spirit of Australia to steal as much as you can from anyone you can." [full post]
And this is just a sample. It is not all negative for Qantas here on the BOOT. There are some high praise/positive posts including these three:
But this is not a site that (if I was Qantas) I would want to be sending to cheques to or having my booking engine on. Clearly Affiliate Future have just printed out a list of top ranked or trafficked sites in travel - especially those generating links for seat reviews - and not bothered to actually look at the site to see if the content would suit the partner.
Let this be my version of the warning post to PR companies and marketing people. Take a moment - just 5 mins will be enough- to look at my site before you write to me. How embarrassing.
Wednesday, February 24, 2010
A Postcard that Demonstrates Everything Wrong with American Education
I've taught lots of different courses.
I started out teaching English to Freshmen and then went on to teach American Lit and British Lit to Juniors and Seniors respectively. For years, I've taught Latin from the Beginner course through both of the AP offerings. In the Fine Arts, I've had the pleasure to teach AP Art History as well as my own course in Digital Audio Production. And this year, I've begun the transition into Social Studies teaching with two sections of Freshmen in West Civ.
I like teaching.
But I get the feeling that my idea of what teaching looks like just ain't what the powers that be think teaching must look like.
Take the College Board.
Today in the mail, I got a postcard invitation to sign up for an AP Summer Institute. That's great. I've often found that I learn a lot -- especially from other teachers -- at these sorts of things. I haven't been to an AP institute, but I have taken part in two institutes run under the NEH and I found each to be an invigorating experience.
So, it's not the idea of taking part in that sort of program that makes me feel weird. Rather, it was the picture on the front of the postcard.
Now, this postcard came from Delaware, so I'm going to assume that it was mailed out to every school in the US Mid-Atlantic that offers AP programs. So, if you are in a high school in Delaware, Maryland, Eastern PA, and the surrounding area, there's a good chance there's one floating around your building. You should track it down and check it out.
Because I think that the picture on this postcard demonstrates everything wrong with American education.
In the center of the postcard stands a smiling teacher pointing and presumably calling on a student. Behind him hangs a map and a chalkboard. In front of him is a desk cluttered with ring binders and a book. One of the ring binders is open and it appears that this is the text from which he has been lecturing. His students are seated at desks in rows. Nothing is on their desks: no books, no laptops. Two of the students are raising their hands. The teacher is pointing to one of them.
Everything about this scene -- from the roll-up map, to the blackboard, to the teacher's position in the classroom, to his desk at the front, to the ring binders, to the rows of students, to the orderliness of raising your hand to be called on -- screams of static education.
Static education is the bane of my existence.
Static education is the precise thing that progressive educators -- be they heavy on the tech, light on the tech, post-paper, or pro-paperback -- are fighting against.
And here it is presented in all it's glory on the front of a postcard from the College Board emblazoned with the tagline: Improve your school's AP program!
Hey, College Board, I've got an idea for you: can your art director / marketing person and pay a real progressive educator to take a few candid snapshots for you of what dynamic education actually looks like.
I started out teaching English to Freshmen and then went on to teach American Lit and British Lit to Juniors and Seniors respectively. For years, I've taught Latin from the Beginner course through both of the AP offerings. In the Fine Arts, I've had the pleasure to teach AP Art History as well as my own course in Digital Audio Production. And this year, I've begun the transition into Social Studies teaching with two sections of Freshmen in West Civ.
I like teaching.
But I get the feeling that my idea of what teaching looks like just ain't what the powers that be think teaching must look like.
Take the College Board.
Today in the mail, I got a postcard invitation to sign up for an AP Summer Institute. That's great. I've often found that I learn a lot -- especially from other teachers -- at these sorts of things. I haven't been to an AP institute, but I have taken part in two institutes run under the NEH and I found each to be an invigorating experience.
So, it's not the idea of taking part in that sort of program that makes me feel weird. Rather, it was the picture on the front of the postcard.
Now, this postcard came from Delaware, so I'm going to assume that it was mailed out to every school in the US Mid-Atlantic that offers AP programs. So, if you are in a high school in Delaware, Maryland, Eastern PA, and the surrounding area, there's a good chance there's one floating around your building. You should track it down and check it out.
Because I think that the picture on this postcard demonstrates everything wrong with American education.
In the center of the postcard stands a smiling teacher pointing and presumably calling on a student. Behind him hangs a map and a chalkboard. In front of him is a desk cluttered with ring binders and a book. One of the ring binders is open and it appears that this is the text from which he has been lecturing. His students are seated at desks in rows. Nothing is on their desks: no books, no laptops. Two of the students are raising their hands. The teacher is pointing to one of them.
Everything about this scene -- from the roll-up map, to the blackboard, to the teacher's position in the classroom, to his desk at the front, to the ring binders, to the rows of students, to the orderliness of raising your hand to be called on -- screams of static education.
Static education is the bane of my existence.
Static education is the precise thing that progressive educators -- be they heavy on the tech, light on the tech, post-paper, or pro-paperback -- are fighting against.
And here it is presented in all it's glory on the front of a postcard from the College Board emblazoned with the tagline: Improve your school's AP program!
Hey, College Board, I've got an idea for you: can your art director / marketing person and pay a real progressive educator to take a few candid snapshots for you of what dynamic education actually looks like.
Tuesday, February 2, 2010
THE BATTLE TO CONTROL ONLINE PRICES
The struggle to control prices of digital content sold online continues, with producers and distributors battling over prices for downloads of books and music.
In the latest skirmish, Amazon removed Macmillan books from its website after the company protested that online retail was using monopoly power to force publishers to accept prices no higher than $9.99. Macmillan and other publishers have now signed distribution deals with Apple that allows them to price downloads at $12.99 and $14.99.
Producers, of course, want higher prices because they produce higher revenue and better profits.
The struggle to control prices is not unique to the online environment. In the offline world, producers of books, magazines, CDs, and DVDs have long struggled to gain limited shelf space because there is a large oversupply of products and retailers’ have selection preferences for popular, rapidly selling products.
Large national and retailers have also used their bargaining power to push wholesale and manufacturer suggested retail prices downwards. Wal-Mart, now the number one music retailer in the World, uses its purchasing and sales power to sell large quantities of music at the lowest price possible—the basic price/quantity model for all the products it carries.
What is new in the offline world is that the conflict does not merely involve struggles over the price and quantity strategies of retailers, but that the retailers are using the media content as a joint product with their proprietary digital hardware.
Amazon wants content prices low not merely to sell more books, but because it helps it sell Kindle, its e-book reader. To date, it has been able to do so because it was the leading seller of both products—something it learned from Apple’s strategy with i-Tunes and i-Pod.
Competition in distributing content, even just a little competition, helps shift some of the power away from the retailer and back to the producer. Apple was forced to back away from its enforced price of 89 cents for a download when recording companies made deals with other download providers and threatened to end the rights for Apple to see their popular music. Apple is now playing spoiler to Amazon in the book downloads and Amazon has agreed to carry Macmillan books again.
Newspaper publishers are now seriously testing and considering a variety of e-readers as ways to reduce production and distribution costs. As part of their strategies, however, they would do well to learn from the experience of the music and book business. They need to remember that a basic rule of business is that if you don’t control price, you don’t control your business.
In the latest skirmish, Amazon removed Macmillan books from its website after the company protested that online retail was using monopoly power to force publishers to accept prices no higher than $9.99. Macmillan and other publishers have now signed distribution deals with Apple that allows them to price downloads at $12.99 and $14.99.
Producers, of course, want higher prices because they produce higher revenue and better profits.
The struggle to control prices is not unique to the online environment. In the offline world, producers of books, magazines, CDs, and DVDs have long struggled to gain limited shelf space because there is a large oversupply of products and retailers’ have selection preferences for popular, rapidly selling products.
Large national and retailers have also used their bargaining power to push wholesale and manufacturer suggested retail prices downwards. Wal-Mart, now the number one music retailer in the World, uses its purchasing and sales power to sell large quantities of music at the lowest price possible—the basic price/quantity model for all the products it carries.
What is new in the offline world is that the conflict does not merely involve struggles over the price and quantity strategies of retailers, but that the retailers are using the media content as a joint product with their proprietary digital hardware.
Amazon wants content prices low not merely to sell more books, but because it helps it sell Kindle, its e-book reader. To date, it has been able to do so because it was the leading seller of both products—something it learned from Apple’s strategy with i-Tunes and i-Pod.
Competition in distributing content, even just a little competition, helps shift some of the power away from the retailer and back to the producer. Apple was forced to back away from its enforced price of 89 cents for a download when recording companies made deals with other download providers and threatened to end the rights for Apple to see their popular music. Apple is now playing spoiler to Amazon in the book downloads and Amazon has agreed to carry Macmillan books again.
Newspaper publishers are now seriously testing and considering a variety of e-readers as ways to reduce production and distribution costs. As part of their strategies, however, they would do well to learn from the experience of the music and book business. They need to remember that a basic rule of business is that if you don’t control price, you don’t control your business.
Sunday, January 31, 2010
Business Innovation eBook & Definitive Guide on Creativity
Innovation eBook used by 550+ innovative companies worldwide - eBook Best Seller (deployed at Nokia, EDS, J&J, Pepsi, HP, many more...)Innovation eBook and Definitive Guide is a 212-page collection of over 55 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, Tata, Intel and more. With pertinent articles from this award-winning Creativity And Innovation Driving Business Blog, this Faculty 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 and resource that will help you unblock creativity, uncover and create game-changing innovations, and make exponential business growth a reality.
"I teach Applied Creativity and Innovation for a College near Toronto, Canada. I gave my business students an assignment to work with one of the top 10 innovative companies and to research/report on what makes them innovative, type of innovative challenges, benefits, etc. Your report from the eBook and definitive guide was the primary document that they used for their work." - Business School Professor
Download Now
"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 26, Erich Joachimsthaler, author of "Hidden in Plain Sight"
Who should buy?
The Innovation eBook and Definitive Guide has been downloaded and used by over 1,000 professionals, faculty and innovators at educational institutions and businesses all around the world including EDS, Ericsson, Center for Sales Strategy, IdeaChampions, Acara Global, Byrne Dairy, Cleveland Clinic, Magpie, DOJ/FBI, HP, Hewlett Packard, Intervista Institute, Fryett Consulting Group, Satellite Shelters, ProductVentures, Speakeasy - a Best Buy company, Jarden Consumer Solutions, Hallmark, Infinium, DeakinPrime - Deakin University, Lucas-TVS, McCann Worldgroup, S.P.Jain Center of Management, Suffolk University, RiCoMan, AmpControl, Craig Rispin, Momentive, Champion Laboratories, University of Phoenix, University of Washington, SFR - Neufbox, Attwood as Edison, Academy of Sport, Ideogenesis, Principled Innovation, Meridian Partners, Ananzi, Tangibility, Syngenta Global, Speedy, The Business Lab, Deloitte, Lane Management, University of California at Irvine, Wharton Business School, Babson University, Larsen & Toubro, Nokia, Credera, Pfizer, Bilkent University, Indian Institute of Science, Bacardi, Chick-fil-A, LG Electronics, Pepsi, J&J and many more.
If you are a marketing executive, information executive, IT executive, 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, innovation consultant, chief innovation officer, engineer, engineering student, business school student, business school professor, technology student, technology consultant, design engineer, consultant, trainer, professor or management consultant - this book and 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
Chapter 1 - The Top 50 Innovative Companies In The World
Chapter 2 - The Innovation Index - Top 20 Innovators
Chapter 3 - Measuring Business Innovation Success - Key Benchmarks
Chapter 4 - Failures And Stumbles Driving Innovation - Five Takeaways
Chapter 5 - Blocking Creativity And Innovation - Nine Processes
Chapter 6 - Six Ways To Find Innovation - "See with new eyes"
Chapter 7 - Five Principles For Successful Business Innovation
Chapter 8 - Is Innovation Cyclical? - Four Common Blunders
Chapter 9 - Can Leadership Create Innovation? - Ten Leadership Ideas
Chapter 10 - Top Ten Creative Leadership Traits - Be The Leader and Innovator
Chapter 11 - Creating Team Innovation - Seven Characteristics
Chapter 12 - Creating Team Innovation - Effective Teams Examples
Chapter 13 - Creating Team Innovation - Ten Principles To Unleash Innovation
Chapter 14 - The Future Of Management, Creativity And Innovation - Upend Business Models
Chapter 15 - How Much Creativity Is Enough?
Chapter 16 - Co-Creation Driving Innovation At Top Innovators
Chapter 17 - Marketing Innovation Creating Market Leadership
Chapter 18 - Consumer Innovation Best Practices - Six Steps To Lead Innovation
Chapter 19 - The Innovation Gap - Disruptive Innovation versus Sustaining Innovation
Chapter 20 - Are Children More Creative Than Adults?
Chapter 21 - Questions Lead To Creativity, Answers Lead To Innovation
Chapter 22 - Expanding Your Business Innovation Capacity
Chapter 23 - Innovation Insights And Wisdom From Greatest Innovators
Chapter 24 - Turn Complaints Into Solutions, Innovations And Success
Chapter 25 - Why Some Ideas Survive And Others Die
Chapter 26 - Ten Answers For Driving Innovation And Growth At World Class Innovators
Chapter 27 - Strategic Innovation At Deloitte - The "Apple" Of Services Innovation
Chapter 28 - Toyota's Innovation Factory
Chapter 29 - Ipod - Apple's Best Innovation
Chapter 30 - Apple Iphone Rising - Top Ten Innovations
Chapter 31 - Google Versus Yahoo - A Tale Of Two Cities
Chapter 32 - Youtube - $1.65 Billion Innovation And Counting
Chapter 33 - Blockbuster Versus Netflix - Winner Takes All?
Chapter 34 - GE And P&G - Innovations Driving Growth & Six Growth Principles
Chapter 35 - Can Dell Turnaround Dell? Seven Thoughts For Turnaround
Chapter 36 - Innovations Brewing At Starbucks ? Five Takeaways
Chapter 37 - Southwest Airlines Flying High With Ten Innovations
Chapter 38 - Innovations At Microsoft - Four Business Pillars
Chapter 39 - Direct Marketing And Direct Mail Innovation At USPS
Chapter 40 - Disruptor Zune Versus Innovator Ipod
Chapter 41 - 100% Electric Ultra Fast Innovation - Tesla
Chapter 42 - Nike Versus Adidas - The Innovation Game Is On
Chapter 43 - People Innovation - We Think Culture Of Innovation
Chapter 44 - Intel - Exponential Innovations
Chapter 45 - Five Innovations In Software Industry - Intuit Case Study
Chapter 46 - Google Versus Microsoft - The Enterprise Battle Heats Up!
Chapter 47 - Launch Of Tata Nano - A Watershed Moment in Indian Autos
Chapter 48 - How Can GM Turnaround The Business? Is Innovation The Answer
Chapter 49 - Doubleclick A Smart Buy For Google
Chapter 50 - Microsoft Walk-Off Home Run With Aquantive
Chapter 51 - IBM's $5 Billion Cognos Acquisition
Chapter 52 - Top Acquisitions By The Top Innovators
Chapter 53 - Will Yahoo merge with Microsoft?
Chapter 54 - Innovation And Stock Performance Correlation
Chapter 55 - The Innovation Index Annual Report
Chapter 56 - $1 Billion Or The Future
Eight new chapters added, including a detailed report on "Measuring Business Innovation Success"
Download Now
Innovation eBook details invaluable tools to unlock:
Creativity -> Ideas -> Innovations -> Success -> Profits
Business Innovation eBook includes:
The Innovation Bootcamp On Demand Resource Kit Tools:
The entire Innovation Bootcamp is available On-Demand now for your business to unleash the creativity and innovation within your own environment! You can selectively leverage the key concepts of the Innovation Bootcamp at your own pace, at your office or at your home, and share them with your team. The Innovation Bootcamp On-Demand Resource Kit includes:
- The complete Innovation Bootcamp presentation and handouts containing over 400 presentation slides to spark new ideas, channel team creativity and create innovation factory.
- 100+ pertinent strategies and tools, hands-on techniques and uncommon insights to unleash creativity and innovation at your business
The Innovation Bootcamp Resource Kit consists presentation slides of Six Engaging Online Workshop Sessions:
- 1. Benchmarking and Leading with Innovation
- The Business Case for Innovation
- 2. Unblocking Creativity and Innovation
- The Essential Processes and Skills
- 3. Unleashing Team Innovation
- Great Teams Deliver Great Innovations
- 4. and 5. Business Innovation Case Studies
- Learn how Top Innovators Lead with Innovation (Google, Netflix, Apple, Toyota, Southwest, J&J, P&G, GE, more)
- 6. Building an Innovation Factory
- Create a sustainable, scalable Business Innovation Model
- "The Innovation Bootcamp provided an excellent orientation on the topic of innovation and I learned several new techniques for generating and successfully implementing new ideas. Plentiful real world case studies was another aspect I liked about the program. I highly recommend it." - IT Manager, Top 5 IT Services Business
There's more:
Get the monthly Innovation report from InnovationMain.com FREE!
Sanjay Dalal is an innovator and entrepreneur with over fifteen years of leadership experience in Silicon Valley and High Tech companies. Dalal authored and launched the Innovation Faculty eBook and Definitive Guide on Creativity and Innovation in business in 2008, used by over 550 leading organizations and professionals all over the world including HP, Hallmark, Cleveland Clinic, Pepsi, EDS, and major universities. Dalal published over 200 articles in the last two years on the real-time state of innovation in business at this blog on Creativity and Innovation Driving Business, and introduced the Innovation Index in December 2006 that correlates business, innovation and stock performance. Dalal is the founder of oGoing.com, Semdia, India Business Network & InnovationMain.com . Dalal was the president and managing director of the innovative investment company, Innovation Index Group, that systematically invested into the Top 20 Innovators of the Innovation Index. Dalal filed joint U.S. Patent on "Hands-On Labs" for delivering live, hands-on training over Web Meetings by simulating a training lab environment. Dalal has launched innovative products such as WebEx Training Center and WebEx Sales Center to market, and grown product line revenue to tens of million dollars in annual revenue. Dalal holds executive certification on Leading Management Teams from Cornell University, and is an engineering scholar graduate in Electrical Engineering from The University of Texas at Austin. Dalal attended Arizona State University for graduate education in Computer Science. Dalal secured the first position in the 50th William Lowell Putnam Math Competition. Dalal volunteered as a basketball coach on three separate occassions for Fremont NJB, Irvine NJB, and Rancho Middle School 7th graders, as an art master for 2nd graders, and as the secretary of the School Site Council. Dalal was a member of the Technology Advisory Committee for the Fremont School District containing over 40,000 students, an appointed position by the Board of Education. Dalal is a Web 2.0 adviser for Cal State Fullerton, Extended Education and a lecturer on "Making the business case for Web 2.0". Dalal, an appointed member of the Dean's Leadership Circle of The Paul Merage School of Business, University of California, Irvine, is a guest lecturer at the University of California, Irvine for the Strategic Innovation class. Dalal is an active Rotarian at the Rotary Club of Newport-Irvine.
Innovation eBook is brought to you by Creativity And Innovation Driving Business based in Irvine, CA.
Address: 8105 Irvine Center Drive, Suite 900, Irvine, CA 92618
Main Phone #: 1-949-288-6880
Sunday, January 3, 2010
New Expedia.com Logo: its a 21st century thing - I think
It is a day for Expedia webite posts. Thanks to Ciprian Morar for alerting me to the new Expedia.com logo. Gone is the softly swooshing yellow aeroplane on a bright blue background evoking happy thoughts of travel and living in the noughties. Hello to the sharp pointed rocket ship that blasts forward into the second decade of the 21st century- a world of darker hues and serious companies. No more Mr Nice Guy and next stop the moon. What would Freud say about this change? What do you think? Here is the old one.
2010 Predictions: The BOOT on what to expect for 2010 in the online travel industry
You think 2009 was full of surprises. Well fasten your safety belts, lock in the tray table and get ready for the turbulence, change and excitement that I expect 2010 to bring.Here we go - I have five predictions for 2010 (two of them drawn from my contribution to the Tnooz post "Tnooz predictions for 2010"):
- The non-refundable not enough: 2009 was the year of the deal. Lastminute specials returned and ADR/Ave ticket price fell through the floor, past the basement and almost reached magma. But the main (maybe the only) weapon in the 2009 deal war was the non-refundable. I predict that to win round two of the deal smackdown will require suppliers and intermediaries to come up with something more creative that just non-refundables The non-refundable is successful in driving demand while protecting "normal" pricing (ie BAR). But it is a crude weapon - targeting only those with no scope for a change in plans. Driving demand in 2010 will mean finding additional market segments. Which in turn will require more creativity and subtlety in pricing and deal structures than afforded by the non-refundable. Jeremy Philips in a review on WSJ.com of the book "Priceless" by William Poundstone ran an interesting quote that summarises the prediction here. As Robert Crandall, a former CEO of American Airlines, has said: "If I have 2,000 customers on a given route and 400 different prices, I'm obviously short 1,600.";
- Year of the app: mobile may finally be here as a force in online travel but in 2010 the action will be in "apps" not phones. By app, I mean a piece of software designed to perform a function where the function is stand alone but can only exist as part of an operational eco-system. I am not thinking just iPhone here. Though the numbers are extraordinary. On March 27 2008 Apple launched its SDK to the public. Just eighteen months later (Nov 4) they announced more than 100,000 apps available for the iPhone and more than 2 billion downloads. But this is only part of the app story. On May 24 2007 Facebook opened up its platform for third party application development. On their stats page (checked 3 Jan 2010) they are claiming 500,000 apps. It does not stop at smart phones and social networks- HP have launched a printer with an interface and app store. The easy part of this prediction is to say that app numbers will grow again both in number (they will more than double in 2010) and in platform (more sites and more phones launching more of them). The real prediction is that I think the app trend equals a change in how web services are accessed. While not the death of the browser, the rise of the app is a sign that the browser is no longer an essential part of the Internet experience. Further proof that we have left the Web 1 era that defined web success through website stickiness and are well into the Web 2 world of syndication being the success measure. That confining your internet viewership plans to the computer and browser is a doomed strategy;
- New marketing measurement metrics will emerge: The very mature online media and advertising world has settled into a comfortable metric duopoly of clicks and page views. Measuring audience reach and advertiser value by either the number of clicks generated or pages views. I predict for 2010 that we will see a new metric emerge. Not sure what it will be but it is clear to me that the market is looking for a measure of engagement rather than traffic. A way of showing marketers that consumers have taken in a brand message not just clicked on a link or maybe glanced at a flashing 468x60. The portals have had behavioural targeting technology for more than two years (Yahoo! has Blue Lithium, AOL has Tacoda) and Google is looking for the Next Big Thing to be video advertising (read more in interview with Rob Torres of Google reported on Tnooz). These are clear indicators of the need for a new metric;
- Consolidation in the sector (surely!). This is a left over prediction from 2009. The conditions in the year of the GFC seemed perfect for consolidation. Stock prices were depressed, cost cutting acceptable and appetite for organically funded expansion low. But we saw virtually nothing that could be called a “big deal”. There was deal activity but at the lower end such as through regional tuck-ins (ie Travelocity buying Travelguru, and Ctrip buying EZtravel), small local deals (ie Wotif buying GoDo) and constant content site acquisition by TripAdvisor. With bankers chasing bonuses and companies chasing growth in 2010, I expect to see some consolidation in the big end of online travel town (from Tnooz post); and
- Recommendations as the future of online travel: Search – as a means for customers finding what they want in online travel – is no longer as effective in 2009 as it was in 2005. Two causes – the explosion of content through the UGC revolution and consumers desire to seek answers to open ended questions (ie where should I go next) that are not easily answered by a search model based on taking you to one site. 2010 will see even more investment by start ups and established companies on different ways of searching and on methodologies for recommending. The long term future is the ability to generate a recommendation of one based on the individuals unique combination of desires, needs and interests of an individual at a particular point in time (EveryYou). The 2010 future is increased profiling, increased data collection and even more start up activity around search and discovery (from Tnooz post).
If you are interested - check out my 2009 predictions
thanks to pfala for the photo via flickr
Monday, December 14, 2009
Leading eBook on Creativity and Innovation in Business
Innovation eBook used by 550+ innovative companies worldwide - eBook Best Seller (deployed at Nokia, EDS, Pepsi, HP, many more...)Innovation eBook and Definitive Guide is a 212-page collection of over 55 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, Tata, Intel and more. With pertinent articles from this award-winning Creativity And Innovation Driving Business Blog, this Faculty 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 and resource that will help you unblock creativity, uncover and create game-changing innovations, and make exponential business growth a reality.
"I teach Applied Creativity and Innovation for a College near Toronto, Canada. I gave my business students an assignment to work with one of the top 10 innovative companies and to research/report on what makes them innovative, type of innovative challenges, benefits, etc. Your report from the eBook and definitive guide was the primary document that they used for their work." - Business School Professor
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"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 26, Erich Joachimsthaler, author of "Hidden in Plain Sight"
Who should buy?
The Innovation eBook and Definitive Guide has been downloaded and used by over 1,000 professionals, faculty and innovators at educational institutions and businesses all around the world including EDS, Ericsson, Center for Sales Strategy, IdeaChampions, Acara Global, Byrne Dairy, Cleveland Clinic, Magpie, DOJ/FBI, HP, Hewlett Packard, Intervista Institute, Fryett Consulting Group, Satellite Shelters, ProductVentures, Speakeasy - a Best Buy company, Jarden Consumer Solutions, Hallmark, Infinium, DeakinPrime - Deakin University, Lucas-TVS, McCann Worldgroup, S.P.Jain Center of Management, Suffolk University, RiCoMan, AmpControl, Craig Rispin, Momentive, Champion Laboratories, University of Phoenix, University of Washington, SFR - Neufbox, Attwood as Edison, Academy of Sport, Ideogenesis, Principled Innovation, Meridian Partners, Ananzi, Tangibility, Syngenta Global, Speedy, The Business Lab, Deloitte, Lane Management, University of California at Irvine, Wharton Business School, Babson University, Larsen & Toubro, Nokia, Credera, Pfizer, Bilkent University, Indian Institute of Science, Bacardi, Chick-fil-A, LG Electronics, Pepsi and many more.
If you are a marketing executive, information executive, IT executive, 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, innovation consultant, chief innovation officer, engineer, engineering student, business school student, business school professor, technology student, technology consultant, design engineer, consultant, trainer, professor or management consultant - this book and 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
Chapter 1 - The Top 50 Innovative Companies In The World
Chapter 2 - The Innovation Index - Top 20 Innovators
Chapter 3 - Measuring Business Innovation Success - Key Benchmarks
Chapter 4 - Failures And Stumbles Driving Innovation - Five Takeaways
Chapter 5 - Blocking Creativity And Innovation - Nine Processes
Chapter 6 - Six Ways To Find Innovation - "See with new eyes"
Chapter 7 - Five Principles For Successful Business Innovation
Chapter 8 - Is Innovation Cyclical? - Four Common Blunders
Chapter 9 - Can Leadership Create Innovation? - Ten Leadership Ideas
Chapter 10 - Top Ten Creative Leadership Traits - Be The Leader and Innovator
Chapter 11 - Creating Team Innovation - Seven Characteristics
Chapter 12 - Creating Team Innovation - Effective Teams Examples
Chapter 13 - Creating Team Innovation - Ten Principles To Unleash Innovation
Chapter 14 - The Future Of Management, Creativity And Innovation - Upend Business Models
Chapter 15 - How Much Creativity Is Enough?
Chapter 16 - Co-Creation Driving Innovation At Top Innovators
Chapter 17 - Marketing Innovation Creating Market Leadership
Chapter 18 - Consumer Innovation Best Practices - Six Steps To Lead Innovation
Chapter 19 - The Innovation Gap - Disruptive Innovation versus Sustaining Innovation
Chapter 20 - Are Children More Creative Than Adults?
Chapter 21 - Questions Lead To Creativity, Answers Lead To Innovation
Chapter 22 - Expanding Your Business Innovation Capacity
Chapter 23 - Innovation Insights And Wisdom From Greatest Innovators
Chapter 24 - Turn Complaints Into Solutions, Innovations And Success
Chapter 25 - Why Some Ideas Survive And Others Die
Chapter 26 - Ten Answers For Driving Innovation And Growth At World Class Innovators
Chapter 27 - Strategic Innovation At Deloitte - The "Apple" Of Services Innovation
Chapter 28 - Toyota's Innovation Factory
Chapter 29 - Ipod - Apple's Best Innovation
Chapter 30 - Apple Iphone Rising - Top Ten Innovations
Chapter 31 - Google Versus Yahoo - A Tale Of Two Cities
Chapter 32 - Youtube - $1.65 Billion Innovation And Counting
Chapter 33 - Blockbuster Versus Netflix - Winner Takes All?
Chapter 34 - GE And P&G - Innovations Driving Growth & Six Growth Principles
Chapter 35 - Can Dell Turnaround Dell? Seven Thoughts For Turnaround
Chapter 36 - Innovations Brewing At Starbucks ? Five Takeaways
Chapter 37 - Southwest Airlines Flying High With Ten Innovations
Chapter 38 - Innovations At Microsoft - Four Business Pillars
Chapter 39 - Direct Marketing And Direct Mail Innovation At USPS
Chapter 40 - Disruptor Zune Versus Innovator Ipod
Chapter 41 - 100% Electric Ultra Fast Innovation - Tesla
Chapter 42 - Nike Versus Adidas - The Innovation Game Is On
Chapter 43 - People Innovation - We Think Culture Of Innovation
Chapter 44 - Intel - Exponential Innovations
Chapter 45 - Five Innovations In Software Industry - Intuit Case Study
Chapter 46 - Google Versus Microsoft - The Enterprise Battle Heats Up!
Chapter 47 - Launch Of Tata Nano - A Watershed Moment in Indian Autos
Chapter 48 - How Can GM Turnaround The Business? Is Innovation The Answer
Chapter 49 - Doubleclick A Smart Buy For Google
Chapter 50 - Microsoft Walk-Off Home Run With Aquantive
Chapter 51 - IBM's $5 Billion Cognos Acquisition
Chapter 52 - Top Acquisitions By The Top Innovators
Chapter 53 - Will Yahoo merge with Microsoft?
Chapter 54 - Innovation And Stock Performance Correlation
Chapter 55 - The Innovation Index Annual Report
Chapter 56 - $1 Billion Or The Future
Eight new chapters added, including a detailed report on "Measuring Business Innovation Success"
Download Now
Innovation eBook details invaluable tools to unlock:
Creativity -> Ideas -> Innovations -> Success -> Profits
The Innovation Bootcamp On Demand Resource Kit Tools:
The entire Innovation Bootcamp is available On-Demand now for your business to unleash the creativity and innovation within your own environment! You can selectively leverage the key concepts of the Innovation Bootcamp at your own pace, at your office or at your home, and share them with your team. The Innovation Bootcamp On-Demand Resource Kit includes:
- The complete Innovation Bootcamp presentation and handouts containing over 400 presentation slides to spark new ideas, channel team creativity and create innovation factory.
- 100+ pertinent strategies and tools, hands-on techniques and uncommon insights to unleash creativity and innovation at your business
The Innovation Bootcamp Resource Kit consists presentation slides of Six Engaging Online Workshop Sessions:
- 1. Benchmarking and Leading with Innovation
- The Business Case for Innovation
- 2. Unblocking Creativity and Innovation
- The Essential Processes and Skills
- 3. Unleashing Team Innovation
- Great Teams Deliver Great Innovations
- 4. and 5. Business Innovation Case Studies
- Learn how Top Innovators Lead with Innovation (Google, Netflix, Apple, Toyota, Southwest, more)
- 6. Building an Innovation Factory
- Create a sustainable, scalable Business Innovation Model
- "The Innovation Bootcamp provided an excellent orientation on the topic of innovation and I learned several new techniques for generating and successfully implementing new ideas. Plentiful real world case studies was another aspect I liked about the program. I highly recommend it." - IT Manager, Top 5 IT Services Business
There's more:
Special Offer: Buy eBook today and get the Annual Innovation Report from Creativity And Innovation Driving Business delivered FREE! (in January) (a $99 value)
About the AuthorSanjay Dalal is an innovator and entrepreneur with over fifteen years of leadership experience in Silicon Valley and High Tech companies. Dalal authored and launched the Innovation Faculty eBook and Definitive Guide on Creativity and Innovation in business in 2008, used by over 550 leading organizations and professionals all over the world including HP, Hallmark, Cleveland Clinic, Pepsi, EDS, and major universities. Dalal published over 200 articles in the last two years on the real-time state of innovation in business at this blog on Creativity and Innovation Driving Business, and introduced the Innovation Index in December 2006 that correlates business, innovation and stock performance. Dalal was the president and managing director of the innovative investment company, Innovation Index Group, that systematically invested into the Top 20 Innovators of the Innovation Index. Dalal filed joint U.S. Patent on "Hands-On Labs" for delivering live, hands-on training over Web Meetings by simulating a training lab environment. Dalal has launched innovative products such as WebEx Training Center and WebEx Sales Center to market, and grown product line revenue to tens of million dollars in annual revenue. Dalal holds executive certification on Leading Management Teams from Cornell University, and is an engineering scholar graduate in Electrical Engineering from The University of Texas at Austin. Dalal attended Arizona State University for graduate education in Computer Science. Dalal secured the first position in the 50th William Lowell Putnam Math Competition. Dalal volunteered as a basketball coach on three separate occassions for Fremont NJB, Irvine NJB, and Rancho Middle School 7th graders, as an art master for 2nd graders, and as the secretary of the School Site Council. Dalal was a member of the Technology Advisory Committee for the Fremont School District containing over 40,000 students, an appointed position by the Board of Education. Dalal is a Web 2.0 adviser for Cal State Fullerton, Extended Education and a lecturer on "Making the business case for Web 2.0". Dalal, an appointed member of the Dean's Leadership Circle of The Paul Merage School of Business, University of California, Irvine, is a guest lecturer at the University of California, Irvine for the Strategic Innovation class. Dalal is an active Rotarian at the Rotary Club of Newport-Irvine.
Innovation eBook is brought to you by Creativity And Innovation Driving Business based in Irvine, CA.
Address: 8105 Irvine Center Drive, Suite 900, Irvine, CA 92618
Main Phone #: 1-949-288-6880
Selected references:
Creativity and Innovation Best Practices
Creativity and Innovation Case Studies
The Innovation Index
Top 50 innovative companies in the world
Saturday, December 12, 2009
Marketing Innovation drives Market Leadership
Marketing executives have limited dollars and resources to invest on marketing programs and create market share growth. How do they pick the optimal go-to-market strategy to achieve market leadership? What markets do they invest into and how much? How do they create Marketing Innovation so that they are maximizing the marketing investments and generating higher revenue today and in the future?The markets can be divided into five broad categories including Growth market, Emerging market, Existing market, Replacement market and Untapped market to create the appropriate context.
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
1. Growth market:
a. Growth market is the market where the organization is seeing the most business traction today. The marketing executive needs to first answer the following questions to establish the baseline: What is our current market share in the Growth market? Who are our prime customers? Why are the customers using our products? For how long? Do we provide an effective solution? Are we winning? Why are we winning? Who are we winning against?
b. The marketing executive also needs to determine the Growth market trends. Whether the Growth market is going to grow further. And determine whether the organization is growing at the pace of the Growth market or faster than the pace of the Growth market.
c. At this point an internal analysis of marketing programs that have worked well to get us to this position in the Growth market is needed. The marketing executive needs to determine what has worked and what has not. And why?
d. Now, the key question needs to be addressed on how marketing department can accelerate the business in this Growth market? Whether the department can create an assembly line of marketing programs to accelerate the growth in this market, and rapidly scale. What does the department need to create the assembly line?
e. Finally the department needs to determine the marketing tools, sales collateral and techniques needed to create the demand in the Growth market.
f. Knowing that Growth markets provide maximum revenue dollars today, minimum of 50% to 60% of the marketing investment should be focused on the Growth market. The marketing game is all about execution in the Growth markets.
2. Emerging market:
a. Any market where the organization is seeing an early traction is an Emerging market. The questions that the marketing deparment need to address are: Why are we seeing the early traction? For how long? Do we have an effective solution? Are we winning? Are there competitors prevalent in this market?
b. Now, the marketing department needs to determine whether the Emerging market is a new industry, a new geography, a new vertical, a new user, or a new application of our product.
c. At this point, market sizing and trending is needed. Is there a larger market here beyond the Emerging market? How big is the size of the potential Emerging market? What is the potential growth of this Emerging market? How can we win in this Emerging market? Again, marketing needs to have answers to these questions.
d. The marketing department should invest into one or two emerging markets. Marketing programs for an emerging market will be more creative, innovative and ad-hoc.
e. In an Emerging Market, it is always best to create a Hypothesis. Experiment. Test the hypothesis. Change as often as needed.
f. Knowing that there is a huge upside from investing in an emerging market, minimum of 10% to 20% of marketing investment should be focused here. There is mid-term to long-term revenue potential in the Emerging markets.
3. Existing market:
a. Existing market is the market consisting of the existing, long-standing customers. First, the marketing department needs to know who the existing customers are, why they purchased company's product, how long they have been using company's product, whether they are happy customers and loyal customers, and the company's current relationship with these customers. Another key question to address is how many customers the company loses every quarter and why.
b. It is very important to understand how the existing customers are using company's products. Whether the customers are using the products to the fullest potential. This would lead to key question: Can we market more of the same products to the existing customers? This is tied to extracting the maximum life-time value from the existing customers. Marketing needs to know the maximum life-time value of the existing customers.
c. Another key question that needs to be answered is: Can the company market different products to our existing customers? How do we do this?
d. Ultimately, the marketing department needs to determine the total revenue potential from existing customers. And assess on where the business is today, and the growth potential.
e. When it comes to execution, marketing department should analyze the marketing programs for the existing customers, on what has worked well in the past, and what has not worked well.
f. Another program to consider is whether the existing customers can refer the company to more customers. And what processes need to be in place to achieve this. An estimate of the total potential market of referral customers from the existing customers is essential. Again, establishing the baseline on where the company is with referral business, and analyzing the growth potential is needed.
g. Existing customers not only bring the company maintenance and ongoing service revenue, but provide a tangible upside at a lowered investment.
h. Minimum of 15% to 20% of marketing investment should be focused here. There is short-term revenue potential in the Existing markets (unless it is completely tapped).
4. Replacement market:
There are two replacement markets. Markets that the company takes away from Competitors and Adjacent markets.
a. Competitors:
1. Marketing department needs to have a deep understanding of the direct and indirect competitors and their business. Market share analysis needs to be conducted on Competitors' current market share, and importantly whether their market share is growing, shrinking or remaining flat.
2. Competitive marketing strategy needs to be established.
3. Simply put, competitors' customers need to be identified. A key question to ask is: Are the competitors' customers satisfied? How is our own customer satisfaction?
4. Analysis needs to be conducted on why the organization loses against the competitors, why it wins against them in new business. A list of the competitors' weaknesses needs to be surfaced as part of the SWOT analysis.
5. Further research on how many customers the company has won over from the competition needs to be undertaken (takeaways) and by the same token, existing customers lost to competition (giveaways).
6. Finally, marketing department needs to creatively finds ways to access the competitor's customer base (names, titles, industries, etc.).
7. At this point, marketing department is ready to create marketing programs to win away competitor's customers. At a minimum, the program includes campaign, offer, marketing and sales tools, fulfillment, product and data conversion and integration.
8. Minimum 10% to 20% marketing investment should be aimed at competition. There is mid-term revenue potential in Competitors' markets (programs take time to execute; customers take time to convert).
b. Adjacent market:
1. Adjacent markets are markets that are either sub-sets or super-sets of the solution that the company provides. The company must know on whether it provides a complete solution to the customer's problems or only a subset. For instance, the solution could be deeply embedded within a business process wherein the customer uses other technologies and products. If the company provides a complete solution, what is the strategy against those who provide only a subset? If the company provides a subset, what is the strategy to provide a complete solution? These questions need to be addressed.
2. The marketing department needs to determine the players in the Adjacent market that provide a complete solution or a subset, and whether they are potential competitors or partners.
3. Further, the marketing department needs to answer the following questions: Who are the customers? Are their needs maturing? Are they looking to upgrade and replace the other players? What is the market growth potential?
4. Finally the all-important analysis on resources, costs, profits and risks associated with entering an Adjacent market needs to be conducted. Questions such as entering the Adjacent market head-on, complementing existing players, or focus on a specific niche need to be addressed.
5. The key to execution in Adjacent Market is Experiment. Test a hypothesis. Change the strategy as often as needed.
6. Minimum 5% to 10% marketing investment should be aimed at Adjacent markets. There is mid-term to long-term revenue potential in the Adjacent markets (creating a strategy, executing and attracting customers will take time).
9. Executing marketing programs for adjacent markets require opportunistic measures and entrepreneurship.
5. Untapped market:
a. Untapped market is where the company has zero business and no traction. Marketing department needs to determine the Untapped markets, and reasons on why the company has not created any business in these markets.
b. Marketing has to answer the following questions: Can we tap into this market? What is the investment required? What is the available market?
c. Competitive analysis needs to be conducted on whether the competitors have already tapped into this market, and why.
d. As part of execution, marketing needs to think about creating beachheads, and whether the company can leverage their mindshare to build and create this market.
e. Since Untapped market is brand new, a key question on market entry needs to be analyzed: entering with partners or going direct.
f. Marketing department needs to think about creating opportunistic mechanisms to explore the untapped market, and should be willing to change them often.
g. Minimum 1% to 5% marketing investment should be aimed at untapped markets. There is long-term revenue potential in this market.
h. Untapped market is where companies evolve, become great companies and bring in new revenue and market share. Investing into untapped markets is high risk, high reward strategy.
Marketing Innovation requires strategy, disciplined execution, and entrepreneurship (especially outside Growth markets). Marketing Innovation can create significant market leadership for organizations that put all the marketing wheels in motion.
a. Growth market is the market where the organization is seeing the most business traction today. The marketing executive needs to first answer the following questions to establish the baseline: What is our current market share in the Growth market? Who are our prime customers? Why are the customers using our products? For how long? Do we provide an effective solution? Are we winning? Why are we winning? Who are we winning against?
b. The marketing executive also needs to determine the Growth market trends. Whether the Growth market is going to grow further. And determine whether the organization is growing at the pace of the Growth market or faster than the pace of the Growth market.
c. At this point an internal analysis of marketing programs that have worked well to get us to this position in the Growth market is needed. The marketing executive needs to determine what has worked and what has not. And why?
d. Now, the key question needs to be addressed on how marketing department can accelerate the business in this Growth market? Whether the department can create an assembly line of marketing programs to accelerate the growth in this market, and rapidly scale. What does the department need to create the assembly line?
e. Finally the department needs to determine the marketing tools, sales collateral and techniques needed to create the demand in the Growth market.
f. Knowing that Growth markets provide maximum revenue dollars today, minimum of 50% to 60% of the marketing investment should be focused on the Growth market. The marketing game is all about execution in the Growth markets.
2. Emerging market:
a. Any market where the organization is seeing an early traction is an Emerging market. The questions that the marketing deparment need to address are: Why are we seeing the early traction? For how long? Do we have an effective solution? Are we winning? Are there competitors prevalent in this market?
b. Now, the marketing department needs to determine whether the Emerging market is a new industry, a new geography, a new vertical, a new user, or a new application of our product.
c. At this point, market sizing and trending is needed. Is there a larger market here beyond the Emerging market? How big is the size of the potential Emerging market? What is the potential growth of this Emerging market? How can we win in this Emerging market? Again, marketing needs to have answers to these questions.
d. The marketing department should invest into one or two emerging markets. Marketing programs for an emerging market will be more creative, innovative and ad-hoc.
e. In an Emerging Market, it is always best to create a Hypothesis. Experiment. Test the hypothesis. Change as often as needed.
f. Knowing that there is a huge upside from investing in an emerging market, minimum of 10% to 20% of marketing investment should be focused here. There is mid-term to long-term revenue potential in the Emerging markets.
3. Existing market:
a. Existing market is the market consisting of the existing, long-standing customers. First, the marketing department needs to know who the existing customers are, why they purchased company's product, how long they have been using company's product, whether they are happy customers and loyal customers, and the company's current relationship with these customers. Another key question to address is how many customers the company loses every quarter and why.
b. It is very important to understand how the existing customers are using company's products. Whether the customers are using the products to the fullest potential. This would lead to key question: Can we market more of the same products to the existing customers? This is tied to extracting the maximum life-time value from the existing customers. Marketing needs to know the maximum life-time value of the existing customers.
c. Another key question that needs to be answered is: Can the company market different products to our existing customers? How do we do this?
d. Ultimately, the marketing department needs to determine the total revenue potential from existing customers. And assess on where the business is today, and the growth potential.
e. When it comes to execution, marketing department should analyze the marketing programs for the existing customers, on what has worked well in the past, and what has not worked well.
f. Another program to consider is whether the existing customers can refer the company to more customers. And what processes need to be in place to achieve this. An estimate of the total potential market of referral customers from the existing customers is essential. Again, establishing the baseline on where the company is with referral business, and analyzing the growth potential is needed.
g. Existing customers not only bring the company maintenance and ongoing service revenue, but provide a tangible upside at a lowered investment.
h. Minimum of 15% to 20% of marketing investment should be focused here. There is short-term revenue potential in the Existing markets (unless it is completely tapped).
4. Replacement market:
There are two replacement markets. Markets that the company takes away from Competitors and Adjacent markets.
a. Competitors:
1. Marketing department needs to have a deep understanding of the direct and indirect competitors and their business. Market share analysis needs to be conducted on Competitors' current market share, and importantly whether their market share is growing, shrinking or remaining flat.2. Competitive marketing strategy needs to be established.
3. Simply put, competitors' customers need to be identified. A key question to ask is: Are the competitors' customers satisfied? How is our own customer satisfaction?
4. Analysis needs to be conducted on why the organization loses against the competitors, why it wins against them in new business. A list of the competitors' weaknesses needs to be surfaced as part of the SWOT analysis.
5. Further research on how many customers the company has won over from the competition needs to be undertaken (takeaways) and by the same token, existing customers lost to competition (giveaways).
6. Finally, marketing department needs to creatively finds ways to access the competitor's customer base (names, titles, industries, etc.).
7. At this point, marketing department is ready to create marketing programs to win away competitor's customers. At a minimum, the program includes campaign, offer, marketing and sales tools, fulfillment, product and data conversion and integration.
8. Minimum 10% to 20% marketing investment should be aimed at competition. There is mid-term revenue potential in Competitors' markets (programs take time to execute; customers take time to convert).
b. Adjacent market:
1. Adjacent markets are markets that are either sub-sets or super-sets of the solution that the company provides. The company must know on whether it provides a complete solution to the customer's problems or only a subset. For instance, the solution could be deeply embedded within a business process wherein the customer uses other technologies and products. If the company provides a complete solution, what is the strategy against those who provide only a subset? If the company provides a subset, what is the strategy to provide a complete solution? These questions need to be addressed.
2. The marketing department needs to determine the players in the Adjacent market that provide a complete solution or a subset, and whether they are potential competitors or partners.
3. Further, the marketing department needs to answer the following questions: Who are the customers? Are their needs maturing? Are they looking to upgrade and replace the other players? What is the market growth potential?
4. Finally the all-important analysis on resources, costs, profits and risks associated with entering an Adjacent market needs to be conducted. Questions such as entering the Adjacent market head-on, complementing existing players, or focus on a specific niche need to be addressed.
5. The key to execution in Adjacent Market is Experiment. Test a hypothesis. Change the strategy as often as needed.
6. Minimum 5% to 10% marketing investment should be aimed at Adjacent markets. There is mid-term to long-term revenue potential in the Adjacent markets (creating a strategy, executing and attracting customers will take time).
9. Executing marketing programs for adjacent markets require opportunistic measures and entrepreneurship.
5. Untapped market:
a. Untapped market is where the company has zero business and no traction. Marketing department needs to determine the Untapped markets, and reasons on why the company has not created any business in these markets.
b. Marketing has to answer the following questions: Can we tap into this market? What is the investment required? What is the available market?
c. Competitive analysis needs to be conducted on whether the competitors have already tapped into this market, and why.
d. As part of execution, marketing needs to think about creating beachheads, and whether the company can leverage their mindshare to build and create this market.
e. Since Untapped market is brand new, a key question on market entry needs to be analyzed: entering with partners or going direct.
f. Marketing department needs to think about creating opportunistic mechanisms to explore the untapped market, and should be willing to change them often.
g. Minimum 1% to 5% marketing investment should be aimed at untapped markets. There is long-term revenue potential in this market.
h. Untapped market is where companies evolve, become great companies and bring in new revenue and market share. Investing into untapped markets is high risk, high reward strategy.
Marketing Innovation requires strategy, disciplined execution, and entrepreneurship (especially outside Growth markets). Marketing Innovation can create significant market leadership for organizations that put all the marketing wheels in motion.
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 NowSelected 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
Originally published in 2006. Republished in 2009.
Wednesday, November 11, 2009
3 rules for what is needed to start a consumer information or UGC based online travel start-up
User/crowd generated content available through the mega review site TripAdvisor has done a lot of things to the industry. On the consumer side they arguably changed the purchase patterns by putting user generated content at the heart of the decision making process. On the hotel marketing side they generated a whole industry of review gaming and UGC manufacture. And...on the start-up side they have convince online travel entrepreneurs that there is a business model based solely on attracting customer because of users contributing their experiences, ideas, content and more is unbeatable.I had one such company write to me recently called cost4travel. Their plan is for consumers to share with each other their experiences on the costs of travelling to various destinations and for various activities. The idea is that consumers will share the prices they have paid for the greater good of allowing other consumers to get user supported price estimates. Allowing users to search by cost as a first point of reference rather than by destination. Interesting idea and reminiscent of Joobili's idea of coming to the search process on a time/date basis rather than destination. The challenge for cost4travel and any business that needs a scale of user content or data is how to get that scale. In the perfect world consumers add all of the data you need. That, like TripAdvsor, thousands, then tens of thousands and eventually millions of consumers will add the content for you. The challenge is how to get the consumers to volunteer information when the initial content collection is sub-scale - when a contribution by the earlier users is not going to be responded to on mass by the contribution of other consumers. Finding a way to build a business model that depends on consumers contributing the answers and information before...well...consumers have contributed the answers and information. You can call this the UGC paradox.
I have been trying to think back on the early days of TripAdvisor as surely they had this issue but I cannot recall how they managed it. Can you? Therefore I moved to looking to two non-travel examples for inspiration. From these 2 I suggest 3 rules for starting a consumer information (UGC) dependent business in online travel. First the rules and then the inspiration.
My 3 rules on things you must have to start a consumer information or UGC based online travel start-up
1. You need a source of data to kick things off. Look for and index available data first. There will be little incentive for consumers to search or contribute without a baseline of data. When looking for this data do not be afraid to use expert or professional data. In fact seek out great quality existing content and add value to it by being the best index and distribution mechanism for it;
2. Reward consumers for entering data and content. Altruism is not enough to get consumers to give you data. You need to give them an reward. For example make data contribution a "cost of entry" for consumers. You have to give something to get something. Make it so that if a consumer contributes data, then they get a better result; and
3. Syndicate, distribute and get it out there. Make it easy, very easy for consumers to send the information around, blog it, share it, tweet it, swap it....get it out there.
Inspiration number 1 - Payscale
Payscale is a Seattle based salary and compensation site. Anyone can open a profile, enter in their skills, experience, location and job title. Payscale then matches you against everyone else in the Payscale universe of contributors and returns salary and compensation comparison information. Another UGC play that requires scale. It can only provide an information seeker with a valuable experience if there are millions of consumers contributing their skills, job descriptions and salary information. Scale they have. In Oct 2008 they reported 15 million profiles. But at the time of launch they probably only had a few hundred profiles (assuming they beta-launched with info input by friends, family and founders). Thus they kicked off the business and populated their database with statistical data from a variety of external (read non user generated) sources including government sources. Plus before you could access the data they had collected from others, you had to submit your own data. Means there was enough initial data to provide a answers to early customers and those customers had to submit more data. We learn from this that you need to collect some starting point data to kick of the business and will be more success if you reward consumers for entering data (in this case by making it a cost of getting a response).
Inspiration number 2 - YouTube
YouTube is the biggest UGC site on the web. Without user generated videos YouTube is dead. The purist YouTube UGC argument is that YouTube over came the UGC paradox through timing in technology and social desire. That is launched itself at exactly the right time - when the desire for consumer sharing of videos matched the technology capability to shoot and upload in moments. However the real truth (OK arguable truth) is that what made YouTube popular enough to attract scale in UGC videos was not UGC videos. Rather it was copyrighted material. In particular consumers uploading and then sending to each other copyrighted material from Viacom (Daily Show, Colbert Report, MTV videos) and NBC Universal (Saturday Night Live). Before videos like Dancing Matt and LonelyGirl15, the huge YouTube hits were videos like SNL's Cronic of Narnia (no longer avail on YouTube). YouTube was built on the back of sharing professionally produced copyright material not UGC. Don't believe me? Then think back to the first time you were sent a YouTube video. I'm betting it was a clip from a TV or a music video. Still don't believe me? Then look at the list of top watch videos of all time. Seven of the top eleven are music videos or clips. YouTube's early value was in being a repository and distribution means for non-UGC. The learning from this is don't discount "expert" or professional data. If fact you may want to encourage it. Secondly we learn - make it easy, very easy - for consumers to send it around, blog it, share it, tweet it, swap it....get it out there.
So from YouTube and Payscale I have developed my three rules for launching UGC based start-ups. There will be more rules for making it a success but these are my view on what you need to get started.
Anyone one out there remember the early days of TripAdvisor well enough to add to the list of rules? More ideas in the comments.
thanks to richbeechina for the crow shot
Saturday, November 7, 2009
Innovation Quotes
Innovation Quotes by Sanjay Dalal, Chief Innovator, http://www.innovationmain.com/
"Innovation happens when everything else fails."
"Passion is the seed of innovation."
"Creativity is the engine that drives innovation."
"Ideas is the fuel that jump starts innovation."
"Passion, creativity & ideas - together, they make innovation happen."
"Creativity begins with asking questions... Innovation happens when you find answers"
"Fail first. Innovate next."
"Innovation and success go hand in hand."
"Innovation is the long, winding road up the mountain of success."
"When everyone's an innovator, it's time to innovate."
"Failure is the first step towards innovation."
"Innovators have one undying quality - they never give up."
"Creativity and innovation drive new business."
"All innovators have one thing in common - they have all failed at least once."
"An idea is only an idea until you convert it into something meaningful. That's when innovation starts."
"More processes, less innnovation."
"More operations, less innovation."
"More management, less innovation."
"More entrepreneurs, more innovation."
"If you don't innovate, you may survive today, but will die tomorrow."
"Killer innovations are made by killer innovators with killer instinct."
"If your last innovation did not hit the home run, think about your first innovation that did. You have the answers."
"Don't get disrupted by innovators who are nimble, hungry & focused, and are out to kill you by waging price wars."
"The future is bright for innovators."
"Innovators don't have all the answers, but they have a better compass."
"An innovator cannot be both a manager and a leader at the same time."
"Innovate. Market. Out-Innovate. Out-Market. Succeed."
"If you are not hungry enough, you are not innovating."
"A good innovation becomes a great innovation with marketing."
"Innovation must focus on customer use rather than customer need."
"Customer use is the starting point for innovation, not customer need."
"It's an innovator's fallacy to design an innovation solely with customer needs."
"Customers don't have all the answers, however have all the questions."
"It's not the quantity of innovations, it's the quality of innovation that defines success."
"An innovator is an observer, creator and doer at the same time."
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
About Sanjay Dalal
Sanjay Dalal is an innovator and entrepreneur. Sanjay is the author/editor of the Definitive Guide and Faculty eBook on Creativity And Innovation In Business, used by over 550 corporations and organizations around the world including HP, Pepsi, Hallmark, Cleveland Clinic, EDS, Ericsson, Best Buy, University of California, Irvine, Indian Institute of Sciences, LG Electronics, Nokia, and many more. Sanjay is the chief innovator of InnovationMain.com , chief marketer of Semdia and founder of India Business Network. Sanjay is the author of over 200 articles in the last two years on the real-time state of innovation in business at his blog on Creativity And Innovation Driving Business. Sanjay's affiliations & memberships include the Irvine Chamber of Commerce, Dean's Leadership Circle of The Paul Merage School of Business, University of California, Irvine, Web 2.0 adviser for Cal State Fullerton, Secretary of School Site Council at Turtle Rock Elementary School, Treasurer of Turtle Rock PTA, Technology Advisory Committee, Fremont School District, Asian Business Association of Orange County, Rotary Club of Newport-Irvine. Sanjay is an engineering scholar graduate from The University of Texas at Austin, attended graduate school at Arizona State University, and completed executive certification from Cornell University.
Follow Sanjay Dalal's updates on Twitter at: http://twitter.com/chiefinnovator
Monday, October 19, 2009
3 + 3 recommendations on how offline travel can save itself
I remain stunned how often I still read announcements from large off-line travel agents (in Australia, Asia and elsewhere) saying that they don't need to worry about competition from online players.Just recently in separate reports leaders of two of the largest in the Pacific region reaffirmed their online travel disinterest.
Peter Lacaze is the CEO of Stella Travel. One of the Pacific's largest network of offline franchise travel agents, corporate travel and wholesale/consolidators. Lacaze is confronted with a lot of challenges. Today he announced plans to cut franchise fees and other measures to retain stores/members. Despite the challenges to his business, he does not believe online is the answer. In fact he has gone beyond just ignoring online to being positively negative on it. In a recent TravelTrends post he said “not in my lifetime” in response to a question about the internet taking over half the market in
Graham Turner (Lacaze's rival over at Flight Centre) continued the "denier" talk during the presentation of his FY09 annual results (see TravelToday pdf here). Telling the audience and media how little he was worried about online travel companies and that they were not a threat to his business.
How to get serious about online
I regularly write stories on this continued denial by the off-line players. In response I am often asked by email and at conference either "how would you know if the online companies 'got it' and started a real push into online?" or "what would you tell an off-line CEO that he/she needs to do to be serious about online?" The answer to both questions is the same. There are three things that players like Stella and Flight Centre need to do right now to take online seriously:
- Hire a new person and restructure: Appoint a senior exec to be the boss of online. Critically they need to report direct to the CEO and be free of any "cannulisation hand-cuffs". That can buy, invest and drive online without fear of the sales taken away from the store-front;
- Set a specific Target: Make a company aim and shareholder commitment of a number of transactions (or dollars) that will come in from online bookings by a certain date; and
- Embrace Technology: Accept the fact that technology is critical to selling travel well. Hire a team of developers (or do a deal with a technology company) devoted to online only activities, reporting to the new online boss.
To be fair, I do not expect a 100% off-line company to become a 100% online company. Therefore I am going to add three more recommendations on how off-line players should use technology to protect their existing business and stay relevant to consumers looking to fulfil their more complicated itineraries off-line and therefore protect their revenues from complex itineraries. They are:
- Destination Experts/Complex Product Methodology: Brochures and Famil trips are not enough to provide off-line agents with the level of information they need to sell complex itineraries to consumers better than the web. To effectively compete with the scale of information online, off-line agents need to be able to add their skills to a deep content library of destination information and a discovery and recommendation system to help sort through all that is available;
- Massive CRM investment: Off-line agents get to see their customers, online don't. This means that off-line agents can make decisions about purchase intention and consumer activity that online can't. Also means they can ask more detailed and targeted questions about consumers than off-line. This improved access to information on consumers is currently wasted by the major off-line agents because they either don't collect it, or if they do, they don't know what to do with it. I recommend a massive investment in a CRM systems tied to the desktop sales tools and to the incentive plans for staff; and
- Rewrite store experience (copy the supermarkets): The travel agency store layout has not changed in my lifetime. The rows of brochures in no particular order with deal led window displays look the same today as they did in the 70s, 80s and 90s. Meanwhile other retail organisations (especially supermarkets) have invested heavily in consumer retail pattern research and store layout. The location of items, stores and promotional spaces has become a science. All designed towards bringing the customer to the store, keeping them inside the store and directing their purchasing behaviour. Travel companies have to do the same. They need to rewrite the consumer experience to make more of the merchandising opportunities offered by access to customers walking around with their wallets in the pockets.
thanks to salinadarling at flickr for the great photo
Thursday, October 1, 2009
Business Innovation Resource Kit - eBook, Guide, Insights, Report
Business Innovation Resource Kit used by 550+ innovative companies worldwide - Best Seller (deployed at Nokia, EDS, Pepsi, HP, 500 more...)
Business Innovation Resource Kit includes eBook, Guide, Presentation, Annual Report and Insights on Creativity & Innovation in Business.
Innovation eBook and Definitive Guide is a 212-page collection of over 55 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, Tata, Intel and more. With pertinent articles from this award-winning Creativity And Innovation Driving Business Blog, this Faculty 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 and resource that will help you unblock creativity, uncover and create game-changing innovations, and make exponential business growth a reality.
"I teach Applied Creativity and Innovation for a College near Toronto, Canada. I gave my business students an assignment to work with one of the top 10 innovative companies and to research/report on what makes them innovative, type of innovative challenges, benefits, etc. Your report from the eBook and definitive guide was the primary document that they used for their work." - Business School Professor
"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 26, Erich Joachimsthaler, author of "Hidden in Plain Sight"
Who should buy?
The Innovation eBook and Definitive Guide has been downloaded and used by over 1,000 professionals, faculty and innovators at educational institutions and businesses all around the world including EDS, Ericsson, Center for Sales Strategy, IdeaChampions, Acara Global, Byrne Dairy, Cleveland Clinic, Magpie, DOJ/FBI, HP, Hewlett Packard, Intervista Institute, Fryett Consulting Group, Satellite Shelters, ProductVentures, Speakeasy - a Best Buy company, Jarden Consumer Solutions, Hallmark, Infinium, DeakinPrime - Deakin University, Lucas-TVS, McCann Worldgroup, S.P.Jain Center of Management, Suffolk University, RiCoMan, AmpControl, Craig Rispin, Momentive, Champion Laboratories, University of Phoenix, University of Washington, SFR - Neufbox, Attwood as Edison, Academy of Sport, Ideogenesis, Principled Innovation, Meridian Partners, Ananzi, Tangibility, Syngenta Global, Speedy, The Business Lab, Deloitte, Lane Management, University of California at Irvine, Wharton Business School, Babson University, Larsen & Toubro, Nokia, Credera, Pfizer, Bilkent University, Indian Institute of Science, Bacardi, Chick-fil-A, LG Electronics, Pepsi and many more.
If you are a marketing executive, information executive, IT executive, product manager, marketer, product marketer, 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, innovation consultant, chief innovation officer, engineer, engineering student, business school student, business school professor, technology student, technology consultant, design engineer, consultant, trainer, professor, sales operations manager, sales director, sales consultant or management consultant - this book and 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!
Download Now
TABLE OF CONTENTS
Chapter 1 - The Top 50 Innovative Companies In The World
Chapter 2 - The Innovation Index - Top 20 Innovators
Chapter 3 - Measuring Business Innovation Success - Key Benchmarks
Chapter 4 - Failures And Stumbles Driving Innovation - Five Takeaways
Chapter 5 - Blocking Creativity And Innovation - Nine Processes
Chapter 6 - Six Ways To Find Innovation - "See with new eyes"
Chapter 7 - Five Principles For Successful Business Innovation
Chapter 8 - Is Innovation Cyclical? - Four Common Blunders
Chapter 9 - Can Leadership Create Innovation? - Ten Leadership Ideas
Chapter 10 - Top Ten Creative Leadership Traits - Be The Leader and Innovator
Chapter 11 - Creating Team Innovation - Seven Characteristics
Chapter 12 - Creating Team Innovation - Effective Teams Examples
Chapter 13 - Creating Team Innovation - Ten Principles To Unleash Innovation
Chapter 14 - The Future Of Management, Creativity And Innovation - Upend Business Models
Chapter 15 - How Much Creativity Is Enough?
Chapter 16 - Co-Creation Driving Innovation At Top Innovators
Chapter 17 - Marketing Innovation Creating Market Leadership
Chapter 18 - Consumer Innovation Best Practices - Six Steps To Lead Innovation
Chapter 19 - The Innovation Gap - Disruptive Innovation versus Sustaining Innovation
Chapter 20 - Are Children More Creative Than Adults?
Chapter 21 - Questions Lead To Creativity, Answers Lead To Innovation
Chapter 22 - Expanding Your Business Innovation Capacity
Chapter 23 - Innovation Insights And Wisdom From Greatest Innovators
Chapter 24 - Turn Complaints Into Solutions, Innovations And Success
Chapter 25 - Why Some Ideas Survive And Others Die
Chapter 26 - Ten Answers For Driving Innovation And Growth At World Class Innovators
Chapter 27 - Strategic Innovation At Deloitte - The "Apple" Of Services Innovation
Chapter 28 - Toyota's Innovation Factory
Chapter 29 - Ipod - Apple's Best Innovation
Chapter 30 - Apple Iphone Rising - Top Ten Innovations
Chapter 31 - Google Versus Yahoo - A Tale Of Two Cities
Chapter 32 - Youtube - $1.65 Billion Innovation And Counting
Chapter 33 - Blockbuster Versus Netflix - Winner Takes All?
Chapter 34 - GE And P&G - Innovations Driving Growth & Six Growth Principles
Chapter 35 - Can Dell Turnaround Dell? Seven Thoughts For Turnaround
Chapter 36 - Innovations Brewing At Starbucks ? Five Takeaways
Chapter 37 - Southwest Airlines Flying High With Ten Innovations
Chapter 38 - Innovations At Microsoft - Four Business Pillars
Chapter 39 - Direct Marketing And Direct Mail Innovation At USPS
Chapter 40 - Disruptor Zune Versus Innovator Ipod
Chapter 41 - 100% Electric Ultra Fast Innovation - Tesla
Chapter 42 - Nike Versus Adidas - The Innovation Game Is On
Chapter 43 - People Innovation - We Think Culture Of Innovation
Chapter 44 - Intel - Exponential Innovations
Chapter 45 - Five Innovations In Software Industry - Intuit Case Study
Chapter 46 - Google Versus Microsoft - The Enterprise Battle Heats Up!
Chapter 47 - Launch Of Tata Nano - A Watershed Moment in Indian Autos
Chapter 48 - How Can GM Turnaround The Business? Is Innovation The Answer
Chapter 49 - Doubleclick A Smart Buy For Google
Chapter 50 - Microsoft Walk-Off Home Run With Aquantive
Chapter 51 - IBM's $5 Billion Cognos Acquisition
Chapter 52 - Top Acquisitions By The Top Innovators
Chapter 53 - Will Yahoo merge with Microsoft?
Chapter 54 - Innovation And Stock Performance Correlation
Chapter 55 - The Innovation Index Annual Report
Chapter 56 - $1 Billion Or The Future
Eight new chapters added, including a detailed report on "Measuring Business Innovation Success"
Download Now
Innovation eBook details invaluable tools to unlock:
Creativity -> Ideas -> Innovations -> Success -> Profits
The Innovation Bootcamp On Demand Resource Kit Tools:
The entire Innovation Bootcamp On-Demand tools for your business to unleash the creativity and innovation within your own environment! You can selectively leverage the key concepts of the Innovation Bootcamp at your own pace, at your office or at your home, and share them with your team. The Innovation Bootcamp On-Demand Resource Kit includes:
Sanjay Dalal is an innovator and entrepreneur with over fifteen years of leadership experience in Silicon Valley and High Tech companies. Dalal is the founder of India Business Network. Dalal authored and launched the Innovation Faculty eBook and Definitive Guide on Creativity and Innovation in business in 2008, used by over 500 leading organizations and professionals all over the world including HP, Hallmark, Cleveland Clinic, Pepsi, EDS, and major universities. Dalal published over 200 articles in the last two years on the real-time state of innovation in business at this blog on Creativity and Innovation Driving Business, and introduced the Innovation Index in December 2006 that correlates business, innovation and stock performance. Dalal was the president and managing director of the innovative investment company, Innovation Index Group, that systematically invested into the Top 20 Innovators of the Innovation Index. Dalal filed joint U.S. Patent on "Hands-On Labs" for delivering live, hands-on training over Web Meetings by simulating a training lab environment. Dalal has launched innovative products such as WebEx Training Center and WebEx Sales Center to market, and grown product line revenue to tens of million dollars in annual revenue. Dalal holds executive certification on Leading Management Teams from Cornell University, and is an engineering scholar graduate in Electrical Engineering from The University of Texas at Austin. Dalal attended Arizona State University for graduate education in Computer Science. Dalal secured the first position in the 50th William Lowell Putnam Math Competition. Dalal volunteered as a basketball coach on three separate occassions for Fremont NJB, Irvine NJB, and Rancho Middle School 7th graders, as an art master for 2nd graders, and as the secretary of the School Site Council. Dalal was a member of the Technology Advisory Committee for the Fremont School District containing over 40,000 students, an appointed position by the Board of Education. Dalal is a Web 2.0 adviser for Cal State Fullerton, Extended Education and a lecturer on "Making the business case for Web 2.0". Dalal, an appointed member of the Dean's Leadership Circle of The Paul Merage School of Business, University of California, Irvine, is a guest lecturer at the University of California, Irvine for the Strategic Innovation class. Dalal is an active Rotarian at the Rotary Club of Newport-Irvine.
Innovation eBook is brought to you by Creativity And Innovation Driving Business based in Irvine, CA.
Address: 8105 Irvine Center Drive, Suite 900, Irvine, CA 92618
Main Phone #: 1-949-288-6880
Business Innovation Resource Kit includes eBook, Guide, Presentation, Annual Report and Insights on Creativity & Innovation in Business.
Innovation eBook and Definitive Guide is a 212-page collection of over 55 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, Tata, Intel and more. With pertinent articles from this award-winning Creativity And Innovation Driving Business Blog, this Faculty 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 and resource that will help you unblock creativity, uncover and create game-changing innovations, and make exponential business growth a reality."I teach Applied Creativity and Innovation for a College near Toronto, Canada. I gave my business students an assignment to work with one of the top 10 innovative companies and to research/report on what makes them innovative, type of innovative challenges, benefits, etc. Your report from the eBook and definitive guide was the primary document that they used for their work." - Business School Professor
"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 26, Erich Joachimsthaler, author of "Hidden in Plain Sight"
Who should buy?
The Innovation eBook and Definitive Guide has been downloaded and used by over 1,000 professionals, faculty and innovators at educational institutions and businesses all around the world including EDS, Ericsson, Center for Sales Strategy, IdeaChampions, Acara Global, Byrne Dairy, Cleveland Clinic, Magpie, DOJ/FBI, HP, Hewlett Packard, Intervista Institute, Fryett Consulting Group, Satellite Shelters, ProductVentures, Speakeasy - a Best Buy company, Jarden Consumer Solutions, Hallmark, Infinium, DeakinPrime - Deakin University, Lucas-TVS, McCann Worldgroup, S.P.Jain Center of Management, Suffolk University, RiCoMan, AmpControl, Craig Rispin, Momentive, Champion Laboratories, University of Phoenix, University of Washington, SFR - Neufbox, Attwood as Edison, Academy of Sport, Ideogenesis, Principled Innovation, Meridian Partners, Ananzi, Tangibility, Syngenta Global, Speedy, The Business Lab, Deloitte, Lane Management, University of California at Irvine, Wharton Business School, Babson University, Larsen & Toubro, Nokia, Credera, Pfizer, Bilkent University, Indian Institute of Science, Bacardi, Chick-fil-A, LG Electronics, Pepsi and many more.
If you are a marketing executive, information executive, IT executive, product manager, marketer, product marketer, 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, innovation consultant, chief innovation officer, engineer, engineering student, business school student, business school professor, technology student, technology consultant, design engineer, consultant, trainer, professor, sales operations manager, sales director, sales consultant or management consultant - this book and 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!
Download Now
TABLE OF CONTENTS
Chapter 1 - The Top 50 Innovative Companies In The World
Chapter 2 - The Innovation Index - Top 20 Innovators
Chapter 3 - Measuring Business Innovation Success - Key Benchmarks
Chapter 4 - Failures And Stumbles Driving Innovation - Five Takeaways
Chapter 5 - Blocking Creativity And Innovation - Nine Processes
Chapter 6 - Six Ways To Find Innovation - "See with new eyes"
Chapter 7 - Five Principles For Successful Business Innovation
Chapter 8 - Is Innovation Cyclical? - Four Common Blunders
Chapter 9 - Can Leadership Create Innovation? - Ten Leadership Ideas
Chapter 10 - Top Ten Creative Leadership Traits - Be The Leader and Innovator
Chapter 11 - Creating Team Innovation - Seven Characteristics
Chapter 12 - Creating Team Innovation - Effective Teams Examples
Chapter 13 - Creating Team Innovation - Ten Principles To Unleash Innovation
Chapter 14 - The Future Of Management, Creativity And Innovation - Upend Business Models
Chapter 15 - How Much Creativity Is Enough?
Chapter 16 - Co-Creation Driving Innovation At Top Innovators
Chapter 17 - Marketing Innovation Creating Market Leadership
Chapter 18 - Consumer Innovation Best Practices - Six Steps To Lead Innovation
Chapter 19 - The Innovation Gap - Disruptive Innovation versus Sustaining Innovation
Chapter 20 - Are Children More Creative Than Adults?
Chapter 21 - Questions Lead To Creativity, Answers Lead To Innovation
Chapter 22 - Expanding Your Business Innovation Capacity
Chapter 23 - Innovation Insights And Wisdom From Greatest Innovators
Chapter 24 - Turn Complaints Into Solutions, Innovations And Success
Chapter 25 - Why Some Ideas Survive And Others Die
Chapter 26 - Ten Answers For Driving Innovation And Growth At World Class Innovators
Chapter 27 - Strategic Innovation At Deloitte - The "Apple" Of Services Innovation
Chapter 28 - Toyota's Innovation Factory
Chapter 29 - Ipod - Apple's Best Innovation
Chapter 30 - Apple Iphone Rising - Top Ten Innovations
Chapter 31 - Google Versus Yahoo - A Tale Of Two Cities
Chapter 32 - Youtube - $1.65 Billion Innovation And Counting
Chapter 33 - Blockbuster Versus Netflix - Winner Takes All?
Chapter 34 - GE And P&G - Innovations Driving Growth & Six Growth Principles
Chapter 35 - Can Dell Turnaround Dell? Seven Thoughts For Turnaround
Chapter 36 - Innovations Brewing At Starbucks ? Five Takeaways
Chapter 37 - Southwest Airlines Flying High With Ten Innovations
Chapter 38 - Innovations At Microsoft - Four Business Pillars
Chapter 39 - Direct Marketing And Direct Mail Innovation At USPS
Chapter 40 - Disruptor Zune Versus Innovator Ipod
Chapter 41 - 100% Electric Ultra Fast Innovation - Tesla
Chapter 42 - Nike Versus Adidas - The Innovation Game Is On
Chapter 43 - People Innovation - We Think Culture Of Innovation
Chapter 44 - Intel - Exponential Innovations
Chapter 45 - Five Innovations In Software Industry - Intuit Case Study
Chapter 46 - Google Versus Microsoft - The Enterprise Battle Heats Up!
Chapter 47 - Launch Of Tata Nano - A Watershed Moment in Indian Autos
Chapter 48 - How Can GM Turnaround The Business? Is Innovation The Answer
Chapter 49 - Doubleclick A Smart Buy For Google
Chapter 50 - Microsoft Walk-Off Home Run With Aquantive
Chapter 51 - IBM's $5 Billion Cognos Acquisition
Chapter 52 - Top Acquisitions By The Top Innovators
Chapter 53 - Will Yahoo merge with Microsoft?
Chapter 54 - Innovation And Stock Performance Correlation
Chapter 55 - The Innovation Index Annual Report
Chapter 56 - $1 Billion Or The Future
Eight new chapters added, including a detailed report on "Measuring Business Innovation Success"
Download Now
Innovation eBook details invaluable tools to unlock:
Creativity -> Ideas -> Innovations -> Success -> Profits
The Innovation Bootcamp On Demand Resource Kit Tools:
The entire Innovation Bootcamp On-Demand tools for your business to unleash the creativity and innovation within your own environment! You can selectively leverage the key concepts of the Innovation Bootcamp at your own pace, at your office or at your home, and share them with your team. The Innovation Bootcamp On-Demand Resource Kit includes:
- The complete Innovation Bootcamp presentation and handouts containing over 400 presentation slides to spark new ideas, channel team creativity and create innovation factory.
- 100+ pertinent strategies and tools, hands-on techniques and uncommon insights to unleash creativity and innovation at your business
- The Innovation Bootcamp Resource Kit consists presentation slides of Six Engaging Online Workshop Sessions:
- 1. Benchmarking and Leading with Innovation
- The Business Case for Innovation
- 2. Unblocking Creativity and Innovation
- The Essential Processes and Skills
- 3. Unleashing Team Innovation
- Great Teams Deliver Great Innovations
- 4. and 5. Business Innovation Case Studies
- Learn how Top Innovators Lead with Innovation (Google, Netflix, Apple, Toyota, more)
- 6. Building an Innovation Factory
- Create a sustainable, scalable Innovation Business Model
- "The Innovation Bootcamp provided an excellent orientation on the topic of innovation and I learned several new techniques for generating and successfully implementing new ideas. Plentiful real world case studies was another aspect I liked about the program. I highly recommend it." - IT Manager, Top 5 IT Services Business
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About the AuthorSanjay Dalal is an innovator and entrepreneur with over fifteen years of leadership experience in Silicon Valley and High Tech companies. Dalal is the founder of India Business Network. Dalal authored and launched the Innovation Faculty eBook and Definitive Guide on Creativity and Innovation in business in 2008, used by over 500 leading organizations and professionals all over the world including HP, Hallmark, Cleveland Clinic, Pepsi, EDS, and major universities. Dalal published over 200 articles in the last two years on the real-time state of innovation in business at this blog on Creativity and Innovation Driving Business, and introduced the Innovation Index in December 2006 that correlates business, innovation and stock performance. Dalal was the president and managing director of the innovative investment company, Innovation Index Group, that systematically invested into the Top 20 Innovators of the Innovation Index. Dalal filed joint U.S. Patent on "Hands-On Labs" for delivering live, hands-on training over Web Meetings by simulating a training lab environment. Dalal has launched innovative products such as WebEx Training Center and WebEx Sales Center to market, and grown product line revenue to tens of million dollars in annual revenue. Dalal holds executive certification on Leading Management Teams from Cornell University, and is an engineering scholar graduate in Electrical Engineering from The University of Texas at Austin. Dalal attended Arizona State University for graduate education in Computer Science. Dalal secured the first position in the 50th William Lowell Putnam Math Competition. Dalal volunteered as a basketball coach on three separate occassions for Fremont NJB, Irvine NJB, and Rancho Middle School 7th graders, as an art master for 2nd graders, and as the secretary of the School Site Council. Dalal was a member of the Technology Advisory Committee for the Fremont School District containing over 40,000 students, an appointed position by the Board of Education. Dalal is a Web 2.0 adviser for Cal State Fullerton, Extended Education and a lecturer on "Making the business case for Web 2.0". Dalal, an appointed member of the Dean's Leadership Circle of The Paul Merage School of Business, University of California, Irvine, is a guest lecturer at the University of California, Irvine for the Strategic Innovation class. Dalal is an active Rotarian at the Rotary Club of Newport-Irvine.
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