By Soumodip Sarkar
Nnovation is the main to enterprise competitiveness and progress but learning innovation is far just like the historical parable a few crew of blind males every one touching a special a part of an elephant. This publication is a clean new method of realizing innovation – marketplace linkages utilizing one unified framework.The ebook examines an built-in innovation atmosphere. 4 marketplace archetypes in addition to the marketplace final result for every archetype are defined. Innovation dynamics together with commoditization, the consistent innovation problem and the sustainability of innovation are analyzed in addition to situations together with the iPod, Lego, Barbie, the browser wars and Google. A diagnostic matrix is gifted which permits one to take a ´snapshot´ of a product within the innovation atmosphere. This publication is a useful software for the educational, the chief and the advisor to appreciate ‘where’ an organization is found in an innovation atmosphere, `why’ it's so situated and offers helpful clues as to ‘what’ to do while designing process.
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Extra info for Innovation, Market Archetypes and Outcome: An Integrated Framework
Demand curves are vertical in this case. 6 Industrial economics and micro economic theory often deal with differentiation in the spatial or temporal sense, as we mentioned in chap. 2. Our model deals explicitly with product or service differentiation. Thus while there are a number of elements which all together define the strategic orientation of a firm in a particular market environment, these elements of strategic orientation depend upon the specific industry under study. 7 In some cases we explicitly work with two market outcome variables, with a behavioural relationship between the two in the third quadrant.
3. Two outcome variables Explicitly introducing two outcome variables permits a richer analysis of firm diagnostics. For instance it permits an understanding of why firms with equal market shares may have different profits (1 and 2). We can thus analyse cases involving similar market pressures and product differentiation but different outcomes. Changes in factors such as price, market size and market growth, productivity, factor costs, marketing or profit margins would cause corresponding shifts of the curve relating the two outcome variables.
Ceteris paribus, a higher level of product differentiation by a firm would lead to an increase in market outcome (sales, market share or profits). Fig. 2 below illustrates the case of our different products in two different market environments (small and large market pressure) and with two different innovation payoff curves. Products (or single product firms) 2 and 3 operate in markets characterised by low competitive pressure as opposed to firms 1 and 4 which are in more competitive markets. Although in the same market environment, firm 1 pursues a strategy of a greater degree of product differentiation than 4.