INNOVATION STRATEGY Setting the direction

INNOVATION STRATEGY
Setting the direction
AGENDA
READINGS
• Mapping Your
Innovation Strategy
• Creating New
Market Space
• Case: Evolution of
the Circus Industry
LEARNING OBJECTIVES:
• What is strategy? What is an
innovation strategy?
• What is value innovation?
• How can this be applied to
understanding the circus
industry?
• What is a disruptive
technology/innovation?
STRATEGY?
• A strategy is the way in which an organization
chooses to meet its goals and objectives.
• A strategy defines appropriate decisions and
actions.
INNOVATION STRATEGY?
1. Innovation strategy determines to what
degree and in what way a firm attempts to
use innovation to execute its business
strategy and improve its performance.
2. What does an innovation strategy include?
1. Target: What market?
2. Ideation: What innovations?
3. Conversion: How to plan, select and develop
innovations?
4. Diffusion: How to commercialize?
Typology of Strategies
(James Gardner )
Play-to-win strategy Play-not-to-lose strategy
• Exploration
• Expectation of a significant
competitive advantage
• Relies on semi-radical and
radical innovations
• New technologies and
business models for
breakthrough innovations
• Lead the competition
• Exploitation
• Maintaining existing
competitive advantage
• Incremental innovation to
strengthen existing products
• Keeping up with the
competition
An example of internal process
innovation in PNTL Strategy
Example of Amazon, PTW
• Complete redesign of business model for
delivery of books from publisher to consumer
• Heavy reliance on technology
• Responsibility for shipping with publisher
• Required heavy up front investment
• Now has expanded beyond books
• Challenge was that it took 10 years to turn a
profit.
VALUE INNOVATION
Kim & Mauborgne
• Research showed that managers of highgrowth companies think in terms of value
innovation while managers of less successful
companies think in terms of conventional
strategic choices. And…
Incremental
Innovations
Radical
Innovations
% of launches..
86%
14%
% of revenue..
62%
38%
% of profits…
39%
61%
Represent…
VALUE INNOVATION
• Creating products or services for which there
are no direct competitors – and use those
offerings to stake out and dominate new
market space.
• Examples:
– Quicken Software from Intuit
– Starbucks
– Home Depot
Comparing Conventional To Value
Innovation Logic
Conventional Logic
Value Innovation Logic
Industry
assumptions
Conditions given
Shape conditions
Strategic focus
Beat the competition
Create quantum leap
in value
Customers
Retain & expand, segment & Serve masses, focus on
customize
commonalities
Assets &
capabilities
Leverage existing
Create what is needed
Discovering the Value Curve
Apply this analysis to the circus industry…
Traditional Circus Industry
1. How would you assess the attractiveness of
the circus industry in the early 1980’s? What
would you conclude from your industry
analysis?
2. What were the factors the traditional circus
companies competed on? What do you like
or dislike about the traditional circus?
Origins of the Circus
Classic circus:
1. Equestrian acts
2. Clowns
3. Acrobats
4. Jugglers
Created by Philip Astley in 1768
Evolved to the 19th & 20th Century
Ringling Brothers and Barnum & Bailey’s
Circus
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Three-ring format
Emphasis on spectacle
Mobile circus
Typical clowns
Star performers such as
Tom Mix, Rodeo Rider
Revenue based on
ticket sales and
concessions (80/20)
Clyde Beatty, wild animal trainer
Challenges
• Logistical requirements of tearing down
and setting up
• Core workforce supplemented with
local hires
• Itinerant nature makes estimating
ticket sales difficult
• Marketing and publicity usually happens
when the circus arrives in town
Current State
Ringling Brothers Modernizes
But who is their target market?
In 1984 a new option is born
Who is the audience for the “non
Circus”, Cirque du Soleil?
• What is different?
• Even a Clown can do it!
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Questions
• When you compare Cirque du Soleil with
the conventional circus, which are the
factors kept by Le Cirque? Which ones
were downplayed and which ones were
played up?
• Which factors were eliminated by Cirque
du Soleil? What are the operational and
financial implications?
• What factors were created by Cirque du
Soleil? Where did the idea come from?
Cirque du Soleil challenged the
assumptions of the industry:
Traditional Circus
Cirque du Soleil
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3 Ring
Star Performers
Seasonal
One Show
Child Audience
Animals
Unrelated Acts
No Music/Dance
Low Price
High Push for concession sales
Emphasis on fun/thrills
Functional watching
environment
One ring
Non-star Performers
Yearly
Multiple productions
Adult audience
No animals
Story/theme
Individualized Music/Dance
High price
Profits from tickets
Emphasis on artistery
Refined watching
environment
BLUE OCEAN STRATEGY
W. Chan Kim, Renée Mauborgne
• Create uncontested market spaces where
the competition is irrelevant.
• Invent and capture new demand, and
offer customers a leap in value while
streamlining costs.
• As opposed to red ocean strategies which
represent all industries in existence – the
known market space. Industry boundaries
are defined and accepted, and the
competitive rules of the game are well
understood.
“We reinvent the circus”
• Cirque du Soleil invented a new industry
that combined elements from
traditional circus with elements drawn
from sophisticated theater.
Red Ocean Versus Blue Ocean
Strategy
Red Ocean Strategy
• Compete in existing
market space.
• Beat the competition.
• Exploit existing demand.
• Make the value/cost
trade-off.
• Align the whole system of
a company’s activities with
its strategic choice of
differentiation or low
cost.
Blue Ocean Strategy
• Create uncontested
market space.
• Make the competition
irrelevant.
• Create and capture new
demand.
• Break the value/cost
trade-off.
• Align the whole system of
a company’s activities in
pursuit of differentiation
and low cost.
Disruptive Innovations
Clayton M. Christensen
1. An innovation (or technology) that disrupts an existing
market.
2. "Generally, disruptive innovations were technologically
straightforward, consisting of off-the-shelf components
put together in a product architecture that was often
simpler than prior approaches. They offered less of what
customers in established markets wanted and so could
rarely be initially employed there. They offered a different
package of attributes valued only in emerging markets
remote from, and unimportant to, the mainstream.“
Christensen, Clayton M. (1997). The innovator's dilemma: when new technologies cause
great firms to fail. Harvard Business Press.
For example…
EXAMPLES OF DISRUPTIVE TECHNOLOGIES
(from Wikipedia)
Innovation
8 inch floppy disk drive
Disrupted market
14 inch floppy disk drive
5.25 inch floppy disk drive 8 inch floppy disk drive
Innovation
Disrupted market
Steamships
Sailing ships
Telephones
Telegraphy
3.5 inch floppy disk drive
Downloadable Digital
Media
5.25 inch floppy disk drive Automobiles
Rail transport
CDs, DVDs
Supersonic transport
Hydraulic excavators
Cable-operated excavators Plastic
Metal, wood, glass etc
Mini steel mills
vertically integrated mills
Light-emitting diodes
Light bulbs
Minicomputers
Mainframes
Digital synthesizer
Electronic organ and piano
Personal computers
Minicomputers,
Workstations.
Mobile Telephony
Mobile Discount Operators
Desktop publishing
Traditional publishing
LCD
CRT
Computer printers
Offset printing
Digital calculator
Digital photography
High speed CMOS video
sensors
Chemical photography
Ultrasound
Mechanical calculator
Radiography (X-ray
imaging)
Photographic film
Podcasting
Broadcast Radio & TV
Private jet