Strategic Innovation Framework Agenda

Transcription

Atenção!!!!
Se esta mensagem aparece na impressão, é porque
não seleccionou “Color” na opção “Color/Grayscale”
do diálogo de impressão. Deve fazê -lo em todos os
documentos da innovagency.
Strategic Innovation
Framework
Agenda
1.
innovagency
2.
Strategic Innovation Framework
1
Why innovagency
“A new kind of innovation consulting”
We are an innovation consulting company
our aim is to build innovative
experiences, creating differentiating
competitive advantages for our clients
© innovagency 2007 | Confidential.
3
Why innovagency
We
conceive
innovative
business
strategies
&
innovative
products and
services
implement
innovative
interaction
channels
4
2
Why innovagency
Focus of innovation
ENHANCE! OPTIMIZE!
CREATE!
ENVISION!
FOCUS ON MAXIMIZING
CUSTOMER VALUE
FOCUS ON NEW
SOURCES OF VALUE
FOCUS ON GROWTH
evolutional
disruptive
+
incremental
+
optimization
+
e
tim
-
-
-
segmentation
+
• Incremental innovation is focused on the correct
management of the optimization and segmentation
vectors on a given time frame
• Evolutional innovation focuses on the identification
and exploration of new environments for portfolio
extension based on incremental success factors
• Disruptive innovation is focused on the identification of opportunities for the creation of new businesses that
strengthen the corporate portfolio but may lie outside the company’ s core activities
SHORT
LONG
TERM
LOWER
HIGHER
DISRUPTION
5
6
Why innovagency
3
Why innovagency
Innovation delivered
FROM
IDEAS
question
ideate
define
build
TO
RETURN
ON
IDEAS
measure
strategy
technology
design
research
From ideas to reality, our end-to-end approach
combines competencies in strategy, technology,
design and research, making our creativity
consequent, implementation oriented and
return based.
7
Why innovagency
ideas to return on ideas”
question
ideate
define
build
measure
TO
RETURN
ON
IDEAS
Trend research and
idea and business
concept generation
projects
TECHNICAL
DESIGN
End-to-end
innovation projects
BUSINESS
DESIGN
FROM
IDEAS
IDEAS
“From
Financial strategy and
capital raising
Innovation projects –
from ideas to a
business plan
supported on market
studies
Projects focused on the design and
implementation of innovative service
formats for clients
8
4
Agenda
1.
innovagency
2.
“ [Today innovation] is about reinventing business
processes and building entirely new markets that
meet untapped customer needs. Most important, as
the Internet and globalization widen the pool of new
ideas, it's about selecting and executing the right
ideas and bringing them to market in record time.”
Business Week, Special report on innovation, April 2006
“A commonly used definition is: ‘Innovation is the
commercially successful exploitation of ideas’. This
definition associates innovation with a tangible
outcome.”
Design Council, About Innovation
10
5
What is innovation for us ?
How do we help companies innovate ?
What are the main teachings regarding our approach?
11
(Strategic)
INNOVATION
12
6
For us, innovation starts with the consumer / costumer… it is Costumer Centric
Ideate, Design & Build new business models, new
products and services that sustainably meet the
consumer’s needs
Help organizations build entire new markets…
13
Costumer Centric Innovation…
• Oriented to innovating business based on consumer knowledge – behaviour,
needs, all existing “moments of truth”, relationship with the brand and the
company’s values, value for the business
• Not supported on limited leverage perspectives of internal company
competences
• Not benchmarking driven… rather actively seeking for “Blue Oceans”
• Not carried out with limited views on the company’s current acting domain,
respecting broader visions of “need satisfaction” and application of
“share of wallet” and share of mind” concepts
• Focused on medium / long term value creation, from a continuous
relationship perspective (long lasting vs. one time optimisation) in which
transactional realities are as important and those of the experience and brandrelated values
14
7
Innovation should be approached as an integrated exercise, analysing the interaction between
business model, offering, channel and the customer…
Product
innovation
Innovation for
sustainable
growth
Business
model
Customer segments
Relationship
channel
innovation
Offering
Channel
Marketing
innovation
15
…Innovation
must comply with relevance criteria for the entities that carry it out…
Relevant for the customer
Aligned with strategic goals
Profitable… not just futurology
Management
exercise,
with strong
marketing
involvement
Sustainable… not just a marketing teaser
16
8
… and therefore evolves towards the detailed implementation of sustainable business models as the
final output
Innovative Business Concept
Value proposition
Value chain
Benefits to be delivered to customers, and why they
are relevant: positioning, products, commercial speech,
pricing, relationship contexts, customer relationship
processes
Product structuring, and
analysis of relevance and
competitive positioning, as
well as strategic fit when
faced with goals.
Global industry framework,
with the definition of the
mission to be followed
Relationship models with suppliers, business
partners, strategic partners, institutional clients.
Relationship model with
partners and counterparts
that will ensure the
business is sustainable.
“Financial” model
Model through which the concept will create
value, and estimation of potential gains (by
customer and for the entire project)).
The product’s elements should reflect the
business’ economics: stimulating behaviour and
building alliances that make sense from an
economic point of view.
Differentiation context when
faced with competing players,
for customers’ base and complementary needs
Placing the concept within the global company strategic
framework
Strategic vision
Assets and infra-structures,
differentiating competences
and key processes necessary
for bringing the business
concept to life.
Can include, as an example, Brand, Processes,
Information Systems, CRM, Partnership
Management, etc.
Competences, organisation and processes
17
18
9
We find that the process of strategic innovation is normally an interactive process of refinement.
Iterative solution defining process
What may seem one thing
initially may turn out to be
something different at the
end...
abstraction
One of the defining
characteristics of the
solution definition
process is an
understanding of the
nature of the
iterative process
between the
elements that
sustain the solution
definition
definition
company
consumer
trends
19
innovagency has a methodology for the promotion of innovation…
Opportunity mapping
Concept Design
and Elaboration
Tests /
Experimentation
Value Propositions
Innovation
Marketing Plan
Concept
Design
Implementatio
n and
Controlled
Deployment
Hand-off
Strategic Base Vision
Idea Generation
Concept development
Approval Criteria
Strategic
Definition and
Value
Proposition
Strategic Objectives
Explore,
Question
Roadmap definition
Specification
20
10
…that needs to adapt to its clients global innovation and decision processes
Framework – businesses, key competences, strategy, resources, partners, cli ents, competitors, …
Culture,
competences and
people
Policies and
financing
instruments
Organisation and
Governance
Knowledge
Interfaces
Innovation
Marketing Plan
Value Propositions
Concept
Design
Implementati
on and
Controlled
Deployment
Specification
…to return on ideas
Concept Design
and Elaboration
Concept development
Evaluation
Idea Generation
Tests /
Experimentatio
n
Roll Out
Roadmap definition
Hand-off
Explore,
Question
Strategic
Definition and
Value
Proposition
Approval Criteria
Innovation Agenda, for segment A
Opportunity mapping
Strategic Objectives
From Ideas…
Team, Methodology, Tools; Intellectual Capital, Competences, Budget
Roll- out
Products /
Services /
Businesses /
Processes
Metrics
Communication (Internal and External)
Process / Pipeline Management
21
We work with the client on concrete innovation initiatives, rega rding processed and content.
Designing processes that
lead to Innovation
We work with the client:
Concrete innovation
initiatives
C
– In onte
clu nt
de
d
-
• Structuring base information
• Generating ideas and business concepts
• Detailing and designing the business model
• Evaluation of viability
• Prototyping, testing and fine-tuning
“Charging” innovation process design
22
11
We are implementation driven, and feel proud to keep close to the client “outside PowerPoint”.
The deliverable is the presentation.
RecommendationDriven
• Focus on storyline and supporting facts
• “Closed” and firm recommendations
• Implementation is another workstream
ImplementationDriven
We are focused in implementation, and feel
comfortable being evaluated through results:
• Committed to support implementation phases
• Competences for major “pain points”
• Capacity for quick visualisation and testing
• Success-based pricing and working models
We are focused in the long-term, and in the success of our clients.
23
We balance the creativity for new solutions with analytical rigour and fact-based analysis to gain
insight of existing clients base
Creativity
Conjugation of fact-based
analytical rigour with
creative attitude: new ideas
to solve business problems.
Analytical
Rigour
No trade-offs – base creativity in solid analytical facts.
24
12
Further more, innovagency…
Visualizes quickly
We rely on quick
visualisation to get
everyone on the
same page.
Takes Decision
in Uncertainty Contexts
When information is
scarce (and time is
money), a balance is
needed between factgathering and gut
decisions.
Tests and Revises
Financials
Along the Process
Ability to test and
correct continuously
along the process
Leads Business
Setup
Take a leading role
through
multidisciplinary team
during interim
management.
Works closely with the client within its internal decision processes – not a black-box.
25
In this context, we see ourselves as an innovation accelerator.
innovagency is an innovation accelerator and gatekeeper
Provocative
Orchestrator
Posting challenges
and stimulating
different areas’
involvement in
innovation related
activities
Coordinating efforts
among diverse
company areas, and
defining global
strategy
Opening new
perspectives
Aligning
organisation efforts
Feeder
Ensuring / facilitating
access to resources
for the innovation
process (intellectual
capital, people,
partners, budget, etc.)
Feeding innovation
processes
Counsellor
Documenter
Supporting the
opportunity filtering
and selection process,
culminating in aiding
the Go decision.
Accompanying and
reporting the overall
status and evolution of
the innovation
process, accounting
for investments and
the intiatives’ return.
Supporting
decisions
Documentation of
efforts and results
26
13
Based on the client and their needs, innovagency’s directed exploration and creativity has best in
class results in business model structuring…
Costumer Centric Innovation
Key Methodology Principles
Speculation, Exploration and
Creativity
Best in Class
Results
Customer Knowledge &
Marketing Sciences
(& deliverables)
Trendwatching
• New business models
• New products/ services
• New channels
Customer, enabling tech, business models
Quick Test &
Prototypes
Business case
Design Thinking Framework
Business Focus
27
In order to innovate, a strategic base vision is a key starting point for the concept design process.
Abstract, Inspire & Build
Strategic Vision
Derive
Value Propositions
Specify, Test, Finetune and Implement
• Internal analysis
• Positioning vectors
• Market tests
• Trendwatching
• Value propositions
• Business Plan
• Strategic business
vision
• Prototype
• First
competitiveness
evaluation
Decision Making
• Value drivers
Idea Generation
• Innovation Enablers
• Approval
• Implementation
Conquering obstacles…
28
14
Examples of processes and interim results
Abstract, Inspire &
Build Strategic Vision
Internal analysis
Identification of value propositions
Analysis of Potential Digital Business Segments in Current CompanyClients
Segment One
Subscribers :
?
FirstBusinessPropositions: … Web
?%
?%
Vestibulum consequat , tortor
i n pharetraconvallis , sapien
l e o eleifendligula, ac fringilla
enim ipsum eleifendnisi.
Crasultriciesultricies sapien.
Internet users, not yet
site users
?
?%
Internet users that
visited site
?
I móveis
Enthusiasts: cogito ergo sum
Shop
?
Selling Pitch
Key Features
“… Web– use services
(voice, SMS, MMS…) with
ease and comfort on your
PC.
Store your
communications – SMS ,
MMS and videocalls –
and information – music,
pictures, contacts and
files – online and access
or share them anytime,
anywhere ”
•Historic archiveof all data stored on mobile phone,
PesquisarImó vel
•Pesquisas:
Maecenas ultricies . Aenean
pede . Lorem ipsum dolorsit
amet, consectetuer
adipiscingelit. Pellentesque
ornareorcinec lacus.
New digital capabilities
Habinet.com
(proposto)
Selling Pitch
My Service
?
?%
‘High-level’ functional definition
SegmentTwo
Loremipsumdolor
sit amet ,
consectetuer
adipiscingelit. Sed
hendrerit, purus
vitae dapibus
euismod .
Suspendisse lobortisestnon
sapien. Cumsociisnatoque
penatibuset magnis dis
parturientmontes , nascetur
ridiculus mus. Morbiiaculis
dolornonummyneque.
Non- Internet
Users
?%
Specify, Test, Fine-tune
and Implement
Derive Value Propositions
• Pesquisa
r á
pida
Vodafone servers and even desktop storage: SMS,
MMS, organiser, contacts, e-mail, files, music, video,
• Pesquisas
tem á ticas
• Pesquisa
a v a n çada
pictures…
Shopping
Ferramentas
Serviços
Cat á
logo
Habita ç ã
o
• Simulador
• Por Categoria
• Guia do Imó v e l
• Informa
ç ões
• Por Loja
Outros Cat
á logos
Ú teis
• Seguros
• E s t aís tt i c a s
• 1st Time Buyer
’s
• Pesquisas
guardadas
• Pordata
•Ficha de Imó
vel
•A ccess to virtual telecommunications services
•Ficha de contacto
through a virtual Vodafone number and any device
that is connected to the internet
Empreendimentos
PesquisarIm
vel
ó
Contactos
Carrinhos
Compras
• Pesquisar
pida
á
• Pesquisas
e
m
t á ticas
• Profissionais
• Software
Apoio
Ferramentas
Pesquisa
• Pesquisas
Possibilidade de o
Ficha de Imó v e l
Devolve ao utilizador os
resultados da sua
Turismo
utilizador pesquisar
Favoritos
Destaques
Empreendimentos
dentro da base de
dados do Habinet por
pesquisa, podendo este
ordená -losporpre ç o,
propriedadescom
Alertas
zona ou tipologia.
• Turismo Rural
• Casas para fé rias
caracter
í sticasporsi
Pode usar a
Pedido Contacto
pesquisa simples ou
refinar mais a sua
Ferramentas
Mediadores
Gestão de Venda
3
Depoisdeescolhida
uma propriedade o
Pesquisa no
Site
• Informa ç õ e s definidas.
Destaques
membership account…
© Innovagency 2005
– Confidencial.
Pá
g ina de resultados
Registo
• Pordata
• Pedidode
Contacto
• F i c h a d e Ióm v e l
• Novidades
Classificados
• CofaceMope
• Bimotor DJ
Login
•Checklistspara
servi ço s
• Simulador
Mediadores
GestãodeVenda
Externos
• Rede Expressos
• Livraria
á rea
Esperan
dedicada
ça
Habinet
si.
Consultó rio do Lar
•Decora çã o
• Pesquisa
avan
ç ada
• Pedido de
Contacto
• Fichadecontacto
•Propriedadeda
Semana
Internos
• Net 24
Descri
ção
entra
essencialmenteà procura de casa, encontrando
també
m ferramentas
O M de
e uapoio ao processo de decisão e ainda uma s érie de recursos de apoio ao processo de compra em
• Pesquisas:
•Novos imó
veis
•Online accountwhere customers can manage their
account and services, pay for services, top
- up,
access customer support, access their Clube Viva
Links
• Montepio Geral
Mercados
• Mercado
Financeiro
• Mercadode
nestaá rea do site o utilizador
Imó veisencontra uma
• Guia doguardadas
Shopping
Destaques
voice, SMS, MMS, videocalling, e - mail(Vodafonee mail account), fax
…
N o ít cias
N o íctias e
Produtos MG
• Not íc ias
Financeiras
Entidades
Associadas
•F icha de servi
ço
•Ficha de contacto
Quando
Guide
• Consultó rio
Jurí dico
• Inseririmó v e l
•Incoming and outgoing online communications:
Strategic Vision / competitive map
F o r m uál rio de pedido de
contacto a preencher
utilizador passa para a
ficha de imó vel.O
peloutilizador
relativamente a uma
simulador merece
propriedade que lhe
especial destaque aqui,
desperte o interesse.
Mapa
uma vezdo
que a
disponibiliza
Site
ç ão de uma
boa ferramentaé uma
pesquisaatrav é s de
uma pesquisa
forma de o MG
maximizaras
avan
ç ada.Oferece
aindaoutraspesquisas,
possibilidades dec r o s-s
sellingdos seus
no entanto estas
encontram-se definidas
produtosatrav é s do
Habinet..
pelo Habinet, podendo o
utilizadorapenas
aceder-lheatrav é s de
Classificados
Warner Music is media company
QuemSomos
Cat á
l ogo de
•L i s t a g e m
categorizada de
servi ço s
• Por Categoria
• Por Loja
•Access to information archive servicesthrough
the Vodafone mobile network or via the internet
O Habinet
I n f o r mça ã
o
Servi ço s
I móveis
links
Use cases
Luso is water company
If necessary, concrete use case elaboration
UPS is logistics company
Tipos de imó veis
anunciados
eBay did this this
and that
Skype was bought
by competitor
Pesquisa
Shopping
r ea para
Á
mediadores
Venda
Arrendamento
ü
Google is another example
Louis Vuitton is another and
ü
T i m-e sharing
TNT is another
one
ü
Trespasse
Empreendimentos
AC Nielsen the same
Siemens performed
increases in
productivity
Servi ç
os
Financeiros
S e r vç
osi
para o lar
ü
ü
Informa
ç ões
deApoio
ü
Estat ís ticas
Alertas
Cedência de posi
ã o
ç
Trespasse
Pesquisastem á ticas
L i g ça ão directa a sistemas de
ü
ü
ü
ü
ü
ü
ü
ü
ü
ü
ü
ü
ü
Name: João Silva
Ferramentaseoutrosconte ú
d o s
Main page prototyping
Age:38
Consult ó
rio jur ídico
Decora ç
ã o
Occupation: auditor
Service: Company A
’s Entrepreneurial Services
and Company Web (information storage)
M u d açn a
s
Venda
Arrendamento
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
Estadia
Empreendimentos
Venda
Company A
Arrendamento
Compra
Arrendamento
ü
Trespasse
ü
Venda
Compra
Arrendamento
ü
ü
ü
Apenas
produtos em
destaque
Arrendamento para fé rias
Trespasse/cedência
Imoguia – software de gestão
para agentes imobiliá rios
Consult ó
r io do Lar
Repara ç
ões
Hears a new song
on the radio and
S e g u r açn a
Design
Dom
ó tica
SMS: N e w
appointment –
Upload of a
presentation to a
file -s haring area
Simulaç ão(cr é
d ito e impostos)
Impostos
Servi ç
os: Obras e Mudan ç
a s
meeting with XYZ
15/10/05, 15h.
used by the
company he works
likes it – downloads
It through the server
Downloads a
videocall with a client
The song is now
accessiblevia
mobile phone or PC
that had been stored,
to confirm certain
conditionsinthenew
for
G e s t ã o d e aún n c i o s
L i g ça ã o c o m o cér dito habita
ç ão
(homebanking)
contract
Takes a photo with
phone and sends it to
storage.
Synchronization of
organiser, contacts
and files before the
weekend
Receives an alert
to a new meeting
scheduled in
organiser
Trends
From pre-defined products to products defined by the customer
Competitive analysis: why is it different
Why is this value proposition
Actual / Future Competition
Virtual
Communications
differentandcompetitive?
Archive
Quick evaluation of interest
• Customers are able to use the same
provider for online and offline
communications
• Customers become much less reliant on
mobile phones and much more reliant on
their mobile services provider
How would you rate this service
’ s level of interest?
Average
Service that allows customers to access complete
songs using their mobile handset or the internet.
Songs can be “cast ”s o that friends can stream them
on their handset.
News, recommendations, merchandising and the
ordering of CDs are all accessible to customers who
subscribe to this service
• Reliable and easily accessible data
storage –imagine wanting to re-read the
first SMS you got from the girl you ended
up marrying 10 years later and being
able to access it no matter where you are
VFN
Web
• Unification of a series of communications
and archiving services by one single
provider in a single account
5
Not Very
Interesting (2)
Very
Excellent (4)
Interesting (1)
Interesting (3)
Would you be willing to pay for this service?
N/A;9%
NA
/ ; 6%
• It is not desirable to promote
communication via the internet
• Telecommunications customers
must have a handset and a sim card
8
6
2
5
If offeredthis service, would you consider changing
your telecommunications plan?
Inverted Orthodoxies
“The Mini USA site …captures more than 60 qualified
leads per month per dealer (79% of all leads generated),
proving it to be an effective demand -generationtool.”
105
3
N/A(0)
Yes;
31%
Yes;
Photograph
Services
50%
No;
44%
No;
59%
29
Therefore, the customer’s brand and consumption experience establish the domain for innovation
Example for the Fast Moving Consumer Goods
industry (food and beverage)
Division of the customer’s mind share (illustrative)
Family
life
For each of the different aspects of the customer’s life there
is an associated consumption component that takes a
certain share of wallet
Vacation
Weekly family
dinner
Selection of travel
agent for next ski
trip
Travel
Work
Family Vacation
life
Home shopping
list
Travel
Work
Buying books,
magazines,
DVDs, music,
etc.
Media
Food and drink
Food and
drink
Friends
Leisure
Friends
Clubbing on a
Saturday night
Events
Sports
Social
causes
Media
Leisure
Events
Sports
Social
causes
Hobbies
Hobbies
Buying a Product
Red iPod Nano
Brand experience
Buying tickets
for a summer
festival
Consumption experience
• Experiences associated to the brand in itself
(vs. experiences associated to the consumption
of one of the brand’s products)
• Acquired product / service and channel used
for the acquisition
• Becoming a product reference
• Aspirational aspect – becoming a brand with
which the customer can identify him/herself
30
15
Examples of tools used for “design driven”
innovation
Test, Fine-tune and
Implement
Value Propositions
Customer Knowledge Tools
Market studies
Identify and quantify the level of
interest for each concept. Get
factual data for decision making
and business planning processes
Identify customer reaction to
strategic alternative
Scenarios and Personas
Concept testing techniques in
which the team places itself in
the role of potential customers,
using the service based on their
expected and observed
perspectives
Quantification support
Illustrative:
Question Card
– Dimension of target segments
Illustrative:
Potential Market
Illustrative:
Elasticity
– Scenarios
– Trade -Offs
Generate key metrics such as
profitability analysis
Personas
Scenarios
Defining hypothetical
customer personas,
with personalities and
motivations
Rita
University
Student
Pedro
Executive
Simulating service use
contexts, for each
persona
Tests
Example of a Use Case
Analysis
1. Testing use though
prototypes and
concepts
2. Analysing from the
persona’s point of
view
John and
Marie
Tourists
Measuring the project’s
level of functional and
operational adequateness
to customer needs
Balancing functionality
and design
Take -aways
Applied ethnography
Also recognised as industrial or
consumption ethnography, it
deals with the “invisible”
observation of the consumer’s
life scenarios, using non-intrusive
techniques
Observation and analysis of results, to be reflected each case is a case
on the services’ fine design
– Finding out the motives for use
– Responding to real, un-met needs
observation levels
“shadowing”
Design by empathy
Design and concept testing
techniques, in which the team
places itself in the customer’s
shoes, interacting with products
in the first person and identifying
un-expressed aspirations
Observation
Clearly define who
will be observed,
who should observe
and what should be
observed
Capture
Register
experiences,
supported by the
capture of film
and photographic
data
Analysis
Exercises in the
detection and
identification of
improvement
opportunities. Repeat
process if necessary
Ideation
Simulation
Idea generation,
based on what was
captured and
analysed. Interaction
with customers and
consumers
31
Examples of tools used for innovation
Value Proposition
Test, Fine-tune and
Implement
Disruptive Innovation
The search and early identification of disruptive ideas...is understood to be the
fundamental grounds for the entire process
32
16
Test, Fine-tune and
Implement
Value Proposition
Consumer Knowledge
I aspire to a certain
lifestyle, and want
my consumption to
reflect that
I want to be able to
communicate with
my friends and
meet new people
I already know and
like certain things –
nothing will change
my opinion
I know what I want
I already have a
number of products
and services tailor
made specifically
for me
Why should I pay
more for the same
product?
I don’t like wasting
my time
I want to help make
the world a better
place
33
Test, Fine-tune and
Implement
Value Proposition
Technology
Market
Own brands
Evolution of
vending concepts
Mobility and
autonomy
Discount
concepts
Ecological
products
Nutritional products
Easy to eat
Easy to prepare
New flavors
New market players
Mechanization
Small appliances
Market &
Economy
Society
Mobility and travel
New packaging
Fitness
Technology
& Science
Population
ageing
Society &
Culture
Home technology
Work
and
stress
34
17
Test, Fine-tune and
Implement
Value Propositions
Market Analysis / Trends
Example for internet use
What customers already do online…
What customers are beginning to do online..
Search: for many,
search and Google
are the internet
Communicate:
telephone calls and
IM
Community: create
communities with
friends and those
they do not yet
know
Listen: buy and
listen to music
through the internet
Create/ watch
videos: the best
videos are spread
from person to
person
Use: save time
through online tools,
available from any
computer
Participate: creating
or consulting blogs,
giving their opinion,
leaving their
comments
Buy: acquire
products and
services, locally or
remotely
Buy at a discount, in several
categories such as
telecommunications and travel.
Nike ID – enables the creation of
one of a kind shoes (colours,
writing, …), built and ordered
from the online store. Products
cost $10 more than in the store.
–Benefit from the efficiencies
brought on by the internet
Associated to products or
services, the use experience is
important. Companies like Apple
or A Vida é Bela are capitalizing
on this movement using the
online channel
The Second Life world is 3D:
users can create their character
and live a parallel life. A virtual
economy has been created,
encompassing US $18 of virtual
goods already traded
35
Test, Fine-tune and
Implement
Value Propositions
Information Analysis
illustrative
Internal Information
Propensity
Unique
customer
vision
&
Qualitative
Information
Next Best Offer
Behaviour & Value
Models
Analyses
Insights
Quantitative
Information
Segmentation
The ability to
develop and
maintain
Customer
Value
Equation
Elasticity
Costumer KPI
Churn
Risk
Seasonality/Trends
Prospecting
Costumer Choice
& Journey
Fraud & Revenue
Assurance
Campaign Models
36
18
Value Propositions
Test, Fine-tune and
Implement
Meetings
Restricted
session
Workshop
Working team discussion
session, in a brainstorming
session format.
~5-10 participants
Workshop involving a
widened number of
participants, involving inhouse collaborators (with
diverse profiles), and ideally
outside participants:
partners/suppliers/ clients.
~40 participants
37
Value Propositions
Test, Fine-tune and
Implement
Visualization of Value Proposition
38
19
Test, Fine-tune and
Implement
Value Propositions
Description of the Value Proposition
Example: Positioning
Example: Value Proposition
Portfolio of Services
Área de Serviç o de Conveniência: Melhorar a vida
quotidiana dos clientes
Price
ProductA
Online Channel
Online Channel
Conveniência
Offline Channel
Rewards
Intimacy
ProductB
Insights & Trends
ProductB
Service
Digital
Customer
Content
Product D
IntegratedService –
ProductD– SegmentA
ProductE
Product E– SegmentA
Customisation/
Personalisation
Exclusivity
SegmentA
Product D – Segment B
using
these
products
MassifiedService
Sophisticated
Non -Sophisticated
Sophisticated
Client Segment A
Non -S ophisticated
Other
Clients
Client Segment B
Caf é
•Conveniência na realização de um conjunto de
compras que se podem tornar quotidianas ou que
se assumem uma perspectiva de urgência e
conveniência com oferta alargada ou mesmo 24/7
•Utiliza ç ão como espa ç o de comunidade/
entretenimento de uso permanente (de bairro)
•Por ter um hor á rio alargado, pode enquadrar
- se
como entreposto de ligaçã o c o m s e r vçi os que têm
h o ár rios de dia (ou que não estão tão pr
ó ximos)
Product E– SegmentB
Acesso a serviços da … e c o n t eúdos do telefone através da
internet. O serviço materializa-se em duas funcionalidades que
podem ser utilizadas separadamente ou de uma forma unificada
• Emergência e sucesso de serviços de V o I P– Skype,
GoogleTalk, IOL Talki
• Serviços
Principais
de envio
Mó dulos:
de sms online a custos reduzidos
– Sapo
F u çn ões chave:
•Conveniência no abastecimento de combust ív el
porque disponível num percurso quotidiano ou de
elevada proximidade
by
measure,
Customer
Support
Headline
Áreas localizadas no interior das cidades e(x : Telheiras
• Integração
, Padre Cruz,
deAlvaladeXXI)
informaçãoou
pessoal
em eixos
e conte
vi
áriosúdos
de
acessoàs cidades com fluxos pendulares entre zonasdigitais
residenciais
detidos
e locais de trabalho e( x : Oeiras
,
Aeroporto)
ProductC
Product C
• Serviço Virtual… , sem materializa ção íf sica, cujo cliente se
relaciona exclusivamente online com a … , sem a utilização de
um cartão SIM ou equipamento - interacçã o v i a P C
Entretenimento
Ofertas de Terceiros
SegmentosRetalho
de Clientes
Alimentar
(Popup -Stores )
Clientes com perfil digital,
Produtosde
Conveniência
Vending Machine
Clientes de outras operadoras, nacionais ou estrangeiros, que queiram ter acesso ao serviço …
Farmá cia
Entreposto de Logís tica
Necessidades Papelaria
de Clientes
/Tabacaria
Principais Caracter
í sticas (Features)
• Acesso a serviços Vodafone por parte
• Acesso aos serviços de
de clientes que não têm possibilidade
telecomunicações virtuais
a t r a vés
O meu local do dia- a- dia, com preços justos
de / não querem aderir a serviços
de qualquer dispositivo com ligaçãoà
f ísicos por serem clientes de outra
internet
© Innovagency2005– Strictlyconfidential.
5 5
operadora m
óvel
• Recepçãodecomunicações online:
• Terumreposit órioúnico de
voz;sms; mms
; ví deochamada; e informa ção digital, acessí velde
mail; fax
Online
Functionality
diversas plataformas e de diversos
meios
Example: Competitive Radar
• Apoio a cliente
exclusivamente online
Benef íc io para o Cliente
• Acesso a toda a sua informa ção
relevante remotamente em qualquer
local ou através de qualquer device
• Uso facilitado a partir do PC, usando
metodologia semelhante a um IM para
a vertente de cliente virtual
• O cliente deixa de estar dependente
doseuhandset para ter informa ção /
efectuar comunicações
Example: Use Cases
Name: João Silva
Warner Music is media company
Age: 38
Luso is water company
UPS is logistics company
Occupation:auditor
Service: Company A
’s Entrepreneurial Services
and Company Web (information storage)
Monday
Tuesday
Wednesday
eBay did this this and that
AC Nielsen the same
Thursday
Friday
Saturday
Hears a new song
on the radio and
Siemens performed increases in
productivity
Upload of a
presentation to a
SMS:New
Google is another example
Skype was bought by competitor
Louis Vuitton is another and
appointment–
meeting with XYZ
file - sharing area
used by the
15/10/05, 15h.
company he works
likes it– downloads
phone and sends it to
storage.
that had been stored,
accessible via
mobile phone or PC
to confirm certain
conditions in the new
Synchronization of
organiser,contacts
and files before the
contract
for
weekend
Receives an alert
TNT is another one
Sunday
Takes a photo with
Downloads a
videocall with a client
Itthroughtheserver
The song is now
to a new meeting
scheduled in
organiser
Company A
39
Test, Fine-tune and
Implement
Value Propositions
Business Planning
Segment Analysis and Targeting
Service Portfolio
Core
Complementary
Services
Prioritary services to be
commercialized
S e r v i c e sto increaseCore
Service ’s loyaltyo r
profitablity
35%
Accessories :
Services necessaryfor
e n d-t o- end value
proposition
30%
Ticketing
% do Mercado Offline (2009)
Media
Turismo
20%
Pacotes
(excepto flores)
15%
Service G
Online Intensivo
Bilhetes
25%
Service D
Service H
Electrónica
Recreação
ServiceA
Service
A
Flores
Service E
ServiceC
Vestuário
5%
Casa
Mercearia
Vendedores
Offline
ServiceB
Service
B
Onlinecomo
Complemento
10%
Service I
Service F
Service J
0%
15%
20%
25%
30%
35%
40%
45%
50%
Crescimento Previsto (CAGR 2004-2009)
Financials
Channels, Sourcing and
Partners
Pricing
MercadoA
Margem de Contribuiç ão
por Produto
T r áfego
Exemplo: Principais Lojas Online em Portugal
Servi ç os A
Valores em Euros
2001
2002
2003
2004
2005
620.043
670.574
890.586
968.577
1.049.936 1.134.781
Proveitossuplementares
Total Receitas
0
620.043
6.484
677.059
0
890.586
0
968.577
0
0
1.049.936 1.134.781
Tx de crescimento
Custo das Mercadorias Vendidas
Fornecimentos e serviços externos
35,%
9,2%
31,5%
88,%
8,4%
8,1%
109.678
180.432
135.028
195.296
212.391
251.462
240.692
264.447
270.281
279.108
301.204
294.324
281.365
169.405
291.280
179.097
Custoscompessoal
Amortizações
220.982
164.415
223.736
142.792
250.155
148.880
271.787
159.202
Outros custos e perdas operacionais
Total de Custos
10.180
685.687
5.388
702.240
7.156
870.044
7.782
943.910
Resultados Operacionais
(65.644)
EBITDA
98.771
Margem EBITDA
Proveitosfinanceiros
20.542
24.667
117.610
(25.181)
169.422
183.870
17,5%
19,0%
15,9%
1.205
62
5.000.000
19,0%
57
73.271
(72.066)
86.326
80.066
80.066
0
Custoseperdasextraordinárias
Resultados Extraordinários
4.4714.000.000
0
81.855
80.066
0
80.066
0
0
4.500.000
59.827
54.047
(59.765) (53.990)
41.342
59.758
210.747
238.856
20,1%
21,0%
De um mercado total de venda antecipada de bilhetes
com a dimensão de 255.146.618 € por ano em Portugal
(2004), espera -se que 7% sejam vendidos online
•
Isto representa um volume de vendas de 17.071 mil €
,
que assumindo um pre ç o m
é dio de 7,88€ por bilhete
indica 2.165.880 bilhetes vendidos num primeiro ano.
Ao longo dos 5 anos espera - se que este valor suba
para ~9 milhões de bilhetes vendidos online.
•
N P V decomposition(b y subproject
)
49.202
(49.134)
74
42.766
(42.692)
80
34.579
(34.498)
Existem 8 operadores relevantes neste mercado, e
assumindo que a sua quota de mercadoé semelhante,
considerou-se que consigam conquistar um desses
operadores num primeiro momento, subindo para 3 no
final do ano 5. Isto representa ~ 90 mil transportes no
primeiro ano, subindo para ~1,1 milhões no final do 5 º
ano.
(5%)MarkupFA
(5%) Canal de
distribui
ço
ã
0
183.663
Resultado antes de Imposto
(55.855)
3.500.000 ( 4 . 8 8 0 )
46.618
(24.466)
0
0
298.432
(1.350)
0
0
0
3.000.000
0
0
0
0
•
25.260
8.336
1.769.965
Resultado Líquido
(55.855)
(4.880)
46.618
(24.466)
(1.350)
16.924
Ano1
Ano2
Ano3
Ano4
Log
í stica
•
1.500.000
Sensitivity
1.000.000
2.039.395
1.961.510
Custo
1.44 €
0.79 €
0.65 €
A.2
4,34 €
3.55 €
Margem
0.79 €
Media
Ano5
3.743.117
2.024.523
Bilhetes –
1.605.355
29,4
Assumindo-s e que conseguem capturar 1 operador num
primeiro momento, subindo para 2 no inicio
Custododo
3 º ano,
num total de 16.942 bilhetes operados pelos gerando 859
Equipamento
4.236 envios (1
º ano), subindo para ~215 mil bilhetes
com ~ 54 mil envios (5 º ano).
0.37 €
Bilhetes (impressão)
Bilhetes
(armazenagem)
0.25 €
Viagens
0.37 €
0.30 €
• Sector Zero
Margem
• Associa ç ãorepresentativadosectorde
0.07 €
0.20 €
0.05 €
Livros,M úsica,
Videos/DVD
0.30 €
0.07 €
• Fnac
Telemóvel
Armazenagem
empresas comerciais e industriais,
electr ó
nico, com base no decreto -lei
• Ensitel
podendo consistir num p ó
lo para
• Fnac n ú mero309/2001,
ç ão de condi
ç ões facilitadas do
• RadioPopularnegocia
s e r vçi o .
efeito, a ANACOM assume, neste
• Vobis • dCom
o m ínio, um papel de relevo, tendo
• TMN/Vodafone/
• Existem diversas entidades deste
• tipo,
Wortensido
designada entidade de supervisão
destacando - se:
central, com atribui
ç ões em todas as
Optimus
– AEP:Associa ç
ã o Empresarial de
reasa í reguladas,funç
ão que cumula
Desportoácom
a de autoridade reguladora
Portugal
Hardware
nacional dos sectores das
Mediabooks
– AIP: Associa ç ão Ind
ú strial
comunica ç õeselectró nicas e dos
• FC Porto,
Sporting,
• HP
Portuguesa
Lanç
ou recentemente uma iniciativa de
Benficas e r vçi os postais.
Webboom • certifica
ç ão dos sites de comé rcio
– ANJE: Associa
ç ão Nacional de
• Neste contexto, recairão sobre a
electr ó
n ico (selo de certificaç
• IBM
ão), com o
JovensEmpresá
rios
ANACOM, entre outras, novas fun
ç ões
objectivo de aumentar a confian ç a dos
• Sport Zone
Byblos
– CCP: Confedera
ç ão do Com é rcio
aon ív el da regulamenta
ç ão,
consumidoresnosmesmos.
• Solbishop
supervisão, contencioso e informa
ç ão
de Portugal
• Mega Sport
Estão certificados os sites da
resultantes da aplica
ç ão da Directiva
Revistas.sapo – Chip7,
• Vobis
– CIP: Confedera ç
ã o d a I n d ú stria
El Corte Inglês e PME Link
Portuguesa
• Econauta
2000/31/CE:
•
C
h
i
p
7
– obriga ç
ões de informaç ão dos
AssineJá
• Em 2003, realizou uma campanha
prestadores de servi
ç os da sociedade
• Bertrand
651.842
38,2%
Ano2
Servi ç
os
Bilhetes -
PVP: €7 0 0
328,4
Ano1
Existem 5 operadores relevantes no mercado de venda
online de viagens, com um m
é dia de ~ 17 mil viagens
vendidas por ano (~4000 processos), num mercado total
de ~46 milhões de euros
(3% do mercadooffline )
Custo
Ano3
Ano4
Ano5
112
Subsidia ção
Impressões
IVA
Pre ç o
•
C
Custo
Margem
•
C.1
0.42 €
(5%) MarkupFA
C.2
(5%) Canal de
distribui
ç ão
0.20€ +
0
2
1
2
0.5%
0.52 €
0.20 €
- 0.10€
1
4
10%
Subsidia ç ã o
05.%
PVP: €500
•
0
8
IVA
•
•
588
Custo do
Equipamento
c o m é rcio electr
ó nico B2C dos quais os
mais significativos são:
– Worten; Vobis.pt; BES; CGD;
CaixaWeb; Chip7; Clix;
Continente Online; El Corte
Inglês; Exit; GlobalShop; TMN;
MBNet;PMELink;Sapo.pt;
ShoppingDirect;SomLivre.pt;TV
CaboInteractiva;Unibanco;iol.pt;
Impresa; Investec.net
televisiva promovendo a realizaç
ão de
• Suprides
• E s át disponível para •
equacionar
Inforlândia
iniciativas em conjunto com os CTT
• BEEP
• Triudus
• Amazon.co.ukcompras
420
500.000
Recrea ção
Electrónica Consumo
Brinquedos
• Sony
• Lego(int.)
Associações de
• Pioneer
Empresas
• Amazon.co.uk
• Samsung • Entidades que agrupam as diversas
Video Jogos
• Entidade reguladora do comé rcio
• Fnac
Pre ç o
Viagens
PDA
28
Electr ó nica
Software
4.679.901
2.500.000
2.000.000
A
Pre ç o
A.1
A.2
Log
í stica
ServiceB
2.729.528
Imposto sobre o rendimento
896.009
435.273
294.554
101.764
Aumamé dia de 3 bilhetes por envio, estamos a falar de
um total de mercado de ~ 700 mil envios num primeiro
ano, subindo para 3 milhões no ano 5.
399.584
0
A.1
•
•
8.436
9.118
1.008.593 1.075.023
8
6
Custosfinanceiros
Resultados Financeiros
Proveitos e ganhos extraordinários
Income
Statement
Servi ç
os
1.209.544
ServiceA
2006
Prestação de serviços
420
no comé rcioelectró n i c o .
dainformaç ã
o
• Todas estas entidades podem ser
identificadas e contactadas atravé
s do
–
prestadoresintermedi á
r ios de serviç os
relativamente ao conte
ú do de
informa
ç ão que tornam acess ível
site do ICEP: n e g ó
ciosNet
( www.portugalnews.pt
/ negonet
/ )
–
Comunica ç
õ e s p u b l i cái t rias em rede e
–
Celebra ç
ã o de contratos por via
electró n i c a
o marketing directo
0
Pacotes
Bilhetes
Estado
mCommerce
Pagamentos
Investimentos+
Custos + Impostos
Condi ç
õ es de irresponsabilidade dos
NPV
–
Permissibilidade do funcionamento em
linha de mecanismos extrajudiciais de
• Entidade responsá
v el pela
implementa ç ão de pol
í ticas
governamentais naá rea da sociedade
dainformaç
ã o e governo electr ó
n ico,
sendo transversal a todos os
m i n i sét rios e dependendo directamente
da Presidência do Conselho de
Ministros.
• Tem como competências:
– Inova ç ão, nomeadamente no que
respeita ao Programa Integrado
de Apoioà I n o v a ç
ão(PROINOV);
– Governoelectró nico e( government );
– Economia digital,
nomeadamente no que respeita
ao recurso a transaç
ões
digitais;
– Cidadãos com necessidades
especiais na sociedade da
informaç ão, nomeadamente no
que respeitaà Iniciativa Nacional
para os Cidadãos com
Necessidades Especiais na
Sociedade da Informaç
ão
(ACESSO);
– Acesso generalizadoà Internet,
nomeadamente no que respeita
à sua ampla utiliza
ç ãopelos
cidadãos.
resolu ç
ão de conflitos
40
20
Value Propositions
Test, Fine-tune and
Implement
Market Tests
Ethnography and
Customer
Understanding
Close observation
of the consumer in
their daily
interaction. getting
into the customer’s
shoes.
Opinion
Quantitative
Quick Tests
Asking the
customer’s opinion
on a specific topic
(qualitative)
Study enabled by
quantitative data
related to
adherence, pricing,
etc.
Quick tests that
may be realised
through the
alteration of the
company’s
products or the
quick launch of
restricted versions
41
Value Propositions
Test, Fine-tune and
Implement
Specification
Potential Market
Functional Requirement
Process Description
Habinet.com
(proposto)
m
I óveis
PesquisarIm
ó vel
• Pesquisas:
• Pesquisa
Shopping
C aát logo
Ferramentas
•
• Pesquisas
guardadas
1st Time Buyer
’ s
Guide
•
• Ficha de Imó v e l
Empreendimentos
Consult ó
rio
Carrinhos
Compras
• Pesquisa á r pida
• Pesquisas
Profissionais
tem á
ticas
Ferramentas
•
• Pesquisa
a v açn ada
Internos
Pedido de
• Simulador
• Guia gdo
u aShopping
rdadas
• P e d• i dPoo rddea t a
• Ficha de contacto
entra nestaá rea do site o utilizador
• Mercadoencontra
de
umaá rea
• Livraria
dedicada essencialmenteà procura de casa, encontrando
I mó
veis
Esperanç
a
també m ferramentas
O Meu
de apoio ao processo de decisão e ainda uma s é rie de recursos de apoio ao processo de compra em
• CofaceMope
si.
Habinet
Consult ó
riodoLar
• Decora ç ã
o
• Bimotor DJ
Login
Pesquisa
Pá gina de resultados
Ficha de Im ó
vel
PedidoContacto
Registo
TurismoutilizadorpesquisarFavoritos
dentro da base de
do Habinet por
propriedades com
Alertas
caracter
í sticas por si
definidas. Pode usar a
pesquisa simples ou
refinar mais a sua
pesquisa atrav
és de
uma pesquisa
avanç ada. Oferece
ainda outras pesquisas,
no entanto estas
encontram-s e definidas
pelo Habinet, podendo o
utilizador apenas
aceder
- lhe atrav
és de
links
• TurismoRuraldados
Destaques
Empreendimentos
• Novidades
• Casas paraéf rias
• I n f o r mça ões
Destaques
Classificados
Externos
• RedeExpressos
• Fichadecontacto
Quando
Possibilidade de o
Contacto
• F i c h a d eóI m
vel
Mediadores
• Net24
Descri ção
• Mercado
Financeiro
• Pesquisas
Contacto
GestãodeVenda
Mercados
• N o íctias
Financeiras
Entidades
Associadas
categorizada de
servi ç
os
• Checklistspara
servi ç
os
Inseririmó vel
• Propriedade da
Semana
• Novos imó vesi
Links
Notícias e
ProdutosMG
Contactos
• Listagem
• Fichadeservi ç
o
• Pesquisas:
• Software
Apoio
•
Destaques
• PorCategoria
• Por
P e Loja
squisarIm
ó vel
J uídri c o
•
Not ícias
QuemSomos
• Montepio Geral
I m óv e i s
Outros Cat á logos
• Seguros
• Estat
í sticas
• Ficha de contacto
O Habinet
C aát logo de
S e r vçi o
s
• PorLoja
• Informaç
ões
teis
Ú
• Pordata
Serviço s
• PorCategoria
GuiadoImó vel
•
r á
pida
Informaç
ão
Habita
ção
Simulador
•
avanç
ada
• Pesquisas
temá ticas
• Pesquisa
Ferramentas
Mediadores
Gestão de Venda
Classificados
Devolve ao utilizador os
resultados da sua
pesquisa, podendo este
orden á - los por pre
ç o,
zona ou tipologia.
Pesquisa no
Site
Depois de escolhida
uma propriedade o
utilizador passa para a
fichadeim ó vel.O
simulador merece
Formul
á rio de pedido de
contacto a preencher
pelo utilizador
relativamente a uma
propriedade que lhe
desperte o interesse.
especial destaque aqui,
Mapa
do
uma vez que a
disponibilizaç
Site
ã o de uma
boaferramenta é uma
forma de o MG
maximizar as
possibilidades decrosssellingdos seus
produtos atravé s do
Habinet..
IT Architecture
Elasticity
Organizational Chart
Estrutura
necessária de X X
Responsável
da Estrutura
Colaboradores
BusdeComunicaç ão (EAI)
/In
tegr
a
W
eb
1
Apoio àActividade Clí nica
Quiosques
Internet
Extranet
Devices
SMS
Gestão de Interfaces
Intranet
PDA /
Outros
Equipa mento
Codifica ç ã o
Fluxosde
Lista de
Gestão de
Utentes
Tarefas
consumí vesi
Mó
dulos
espec íficos
1
Agenda
Suporte a Servi
ç os Gerais e de Apoio Geral
Controlo de
Aplica ç ões
Gestão
Logística e
Financeira
Aprovisionamento
Recursos
S e r vçi os
Gestão
Humanos
Auxiliares
Documental
Colabora ç ã
o
Telemó
veis/
Lgia ç ão a
Gestão do Conhecimento
Gestão de
Utentes
Gestão
C
P
Suporte
Decisão
Triagem
Gestão Clínico - Administrativa
Messaging
Processo Especialidades Prescriç ão e
Clí ncio
Clí nicas
Protocolos
1
Marketinge
Divulgação
Formaç ão( eLearning)
C . Súa d e /
Hospitais /
Cuidados
Continuados
Relação com
Fornecedores
Opera ç
ões
1
…
1
…
…
…
Base de Dados
Backup
Controlo
IT
Gestão
Conteúdos
…
Servicing
Management (1)
…
…
…
…
…
Help Desk ( 1 )
A d. Sistema
…
Inteligência de Negó
cio
Autentica
ção
1 - Exemplo :Internamento
,
urgência ,entre o u t r o s
…
Se
rv
ice
s
Portais da Sa
ú de e
Cidadão
C. Atendimento
SNS
Comit éde controlo
ç ão
…
SNS / ARS
Cartão de Utente
Monitoriza
ç ão e
Helpdesk
…
Infraestrutura
…
Interno
…
x
Outsourcing
Nú mero de recursos previstos FTE
42
21
Practical examples
Case Studies
43
question
ideate
define
build
measure
TO
RETURN
ON
IDEAS
Trend research and
idea and business
concept generation
projects
TECHNICAL
DESIGN
End-to-end
innovation projects
BUSINESS
DESIGN
FROM
IDEAS
IDEAS
“From
capital raising
from ideas to a
business plan
supported on market
studies
formats for clients
44
22
Practical examples – “Ideias com Futuro”
Case study: innovation in retail
From trends….
Personalisation
Natural, organic and environmentally friendly products
ThreeSixty, in Hong -Kong, offers
customers a wide range of
choices in terms of fresh, natural
and organic products, groceries
and environmentally friendly
domestic-cleaning ranges. The
entire store (wherever possible)
is built and decorated with environmentally friendly and recycled products.
The company motto: ‘Change the World – One Bite at a Time’
Nike ID – enables the creation of
one of a kind shoes (colours,
writing, …), built and ordered
from the online store. Products
cost $10 more than in the store.
M&Ms with personalised
messages, that can be uploaded
to the service’s website.
Brand diversification
Design as a component of the offering
Diversification: from coffee brand to
consumption experience in coffee houses
with branded products
“Bringing great design to every home is
a big mission. That’s why we’ve
brought together some of the biggest
designer names to lend their talent
(and vision). Our designers know how
to create products you’ll love to live
with, at low prices you can’t live
without.”
From and independent coffee -house to a
worldwide brand, producing and selling its
own branded products
http://www.target.com
45
Case study: innovation in retail
…to a concept..
46
23
Case study: innovation in tourism
From trends….
Telling a story / theme
Original experiences
With the resurgence of books and
films in the “magic and
enchantment” sphere, new
opportunities arise for the creation
of spaces organised to create
memorable experiences based on
a well told story, a strong theme,
and strong graphic potential
A Vida é Bela – Portuguese company that
specializes in Experience Marketing,
aggregating a vast portfolio of original and
aspirational experiences
Rotas do Vento – travel agency specialising in offering experiences
that surpass airplane + hotel offerings
Travel auctions
Low-Cost for long distances
The Air Asia, Virgin and easyJet airlines are
negotiating a global alliance for the establishment of
low cost long range routes. Flights between the UK
and Malaysia will be priced between €65 and €550.
although low cost airlines traditionally focus on short
and medium range flights, the companies’ success led
to the application of the model to longer routes
Online travel store and auction house, that allows
for the comparison of products, offering tools for
quick and easy travel planning
Low costs are enabled by a completely virtual
operation
47
…to a concept…
48
24
…and another one.
49
50
25
Teachings for those who wish to participate in an innovation cha llenge
Understand the business and its clients
Be multidisciplinary
Be professional, rigorous and demanding
Be creative, and consequent
Involve a team: with different profiles
Be focused and conquer obstacles
51
Appendix
Innovagency Corporate Profile
26
Why innovagency
We are an innovation consulting company
our aim is to build innovative
experiences, creating differentiating
competitive advantages for our clients
53
Why innovagency
We
conceive
innovative
business
strategies
&
innovative
products and
services
implement
innovative
interaction
channels
54
27
Why innovagency
Focus of innovation
ENHANCE! OPTIMIZE!
CREATE!
ENVISION!
FOCUS ON MAXIMIZING
CUSTOMER VALUE
FOCUS ON NEW
SOURCES OF VALUE
FOCUS ON GROWTH
evolutional
disruptive
+
incremental
+
optimization
+
e
tim
-
-
-
segmentation
+
• Incremental innovation is focused on the correct
management of the optimization and segmentation
vectors on a given time frame
• Evolutional innovation focuses on the identification
and exploration of new environments for portfolio
extension based on incremental success factors
• Disruptive innovation is focused on the identification of opportunities for the creation of new businesses that
strengthen the corporate portfolio but may lie outside the company’ s core activities
SHORT
LONG
TERM
LOWER
HIGHER
DISRUPTION
55
56
Why innovagency
28
Why innovagency
Innovation delivered
FROM
IDEAS
question
ideate
define
build
TO
RETURN
ON
IDEAS
measure
strategy
technology
design
research
From ideas to reality, our end-to-end approach
combines competencies in strategy, technology,
design and research, making our creativity
consequent, implementation oriented and
return based.
57
Why innovagency
question
ideate
define
build
measure
TO
RETURN
ON
IDEAS
Trend research and
idea and business
concept generation
projects
TECHNICAL
DESIGN
End-to-end
innovation projects
BUSINESS
DESIGN
FROM
IDEAS
IDEAS
“From
capital raising
from ideas to a
business plan
supported on market
studies
formats for clients
58
29
innovagency
Over 100 clients have trusted innovagency’s abilities in 5 years
2001
2002
2003
2004
2005
2006
innovagency is proud to acknowledge that in 5 short years has worked with the top 50 companies in Portugal, with
the most innovative and profitable companies in the Portuguese market, companies that are worldwide
recognised benchmarks in their sector.
59
Why innovagency
The innovagency team (over 60 talented people)
Multidisciplinary project team
covering specific competences for
every phase of the project
accelerating the Process Test Cycle
– strategy, marketing, corporate
finance, design, management,
marketing sciences, technology,
communication and branding
Recognized as experienced in
design, launching and management
of business models, incorporating
innovative services and products
Experience in management and
coordination of large scale projects
that require effective interaction with
many different levels of the client
organization
Effective capacity to add value added
content – supporting idea generation,
concept creation and business
planning
Cross-industries vision of innovation
and hands-on participation in projects
in partnership and with educational
systems
Profound knowledge of the trends
and evolution of the consumer in the
Portuguese market
Experience in the usage of key tools
for effective and user centered design
and innovation – trendwatching ,
applied ethnography, rapid
prototyping, persona creation, etc.
International outlook supported in
partners with worldwide experience
and a team that originates from many
other countries
Strong vocation for implementation of
new businesses and launching of
innovative products and services,
many times with client in-house
management responsibilities
60
30
Why innovagency
Critical and differentiating factors
• Integrated offering encompassing professional services oriented towards innovation
through competencies in strategy, technology and design / marketing
• End-to-end experience in innovation projects, from idea generation and development
to designing differentiating strategies and the development, implementation and launch
of new concepts and businesses
• Experience in implementation / execution projects , reinforcing the ability to be
consequent and realistic in innovation initiatives
• Knowledge of several industries, a consequence of hundreds of projects developed
with leading organisations in each activity sector
• Professionals with vast experience in innovation, in consulting and industry, at both a
national and international level
• Experience in the co-operation with multi-disciplinary innovation partners
(universities, companies, consumer and market study partners) and in the involvement
in cooperation and knowledge networks within the innovation “ecosystem”, both
nationally and internationally
61
innovagency
Over 100 clients have trusted innovagency’s abilities in 5 years
Healthcare & Pharma
Media & Telecom
Retail e Fast Moving
Consumer Goods
Utilities
Financial Services
• José de Mello Saúde
• VODAFONE
• Lactogal
• EDP
• Millennium BCP
• H. Fernando Fonseca
• TV CABO
• Jerónimo Martins
• CP
• Banco Primus
• Espírito Santo Saúde
• SIC
• Brisa
• EPS Multicare
• Hospitais Privados de
Portugal
• RTP
• Central de Cervejas e
Bebidas
• Galp Energia
• Banco Espírito Santo
• Galp Gás
• ESAF
• Via Verde Portugal
• Crédito Agrícola Vida
• CTT
• Credibom
• EPS – Multicare
• Linha Cuidados Saúde
• Séniores
• PT
• ONI Telecom
• Media Capital
• Valentim de Carvalho
• Grupo JABA
• MARL
• Makro
• McDonald’s
• Pepsi
• Banque Accord
• M&Ms
• Sagres Seguros
• H. Santa Maria
• M&B Advisors (Spain)
Tourism & Leisure
Manufacturing
Industries
Other Service
Companies
• Blandy
• Portucel Soporcel
• ACCESS
• ITP
• EFACEC
• Parque Expo
• Região de Turismo do
Algarve
• EURALCOM / SONAFI
• Vieira de Almeida
• SOMAGUE
• BBDO
• Grupo José de Mello
• EURO RSCG
• Grupo CUF (Química)
• DCE
• CRT
• IDC
• ICEP
• Oceanário
• Pavilhão Atlântico
• MyBiz
62
31
innovagency
The e-government arena has been a relevant field for innovation
E-Government & Education
• API
• Vale do Sousa Digital
• Instituto Superior Técnico
• IAPMEI
• ITP
• IFT
• Almada Cidade Digital
• Évora Digital
• SMAS de Almada
• Instituto Superior de Robótica (do IST)
• PRIME
• ERSE
• Rede Integrada de Apoio ao Cidadão dos
Açores
• IMMOPI
• DGOTDU
• Instituto do Ambiente / ICN
• Universidade Católica
• Instituto Superior de Psicologia
• Algarve Digital
• Ministério Economia
• Ministério Finanças
• Ministério Cultura
• Secr. Estado Juventude
• Fundo Turismo
63
32

Strategic Innovation Framework Agenda

Transcription

Similar documents

Supply Chain design at Amminex

ETRM Solutions - Primetech Systems Inc.

Developing SW : Practical Considerations on Single Window

Indonesian Diaspora Network Southern California

Pedro Fernández began his international career when he was

ApPLICATION FOR EMPLOYMENT SOLICITUD DE EMPLEO

Tyco Presentation - National Association of Counties

UniPixel Investor Presentation November XX, 2015 NASDAQ: UNXL

January 17, 2016