Innovation exam 2

Övningen är skapad 2021-05-30 av Dicksenfrida. Antal frågor: 105.




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  • Timing of entry, three categories first movers, early followers, late entrants
  • Advantages first movers brand loyalty, preemption of scarce assets, buyer switching cost, increasing returns advantages
  • Disadvantages first movers high R&D costs, undeveloped distribution channels, immature complements, uncertainty customer requirements
  • 9 factors influencing optimal timing of entry customer preferences, improvement over previous solutions, require enabling technologies, complementary goods available, competitive entry, increasing returns to adoption, withstand early losses, resources to accelerate market acceptance, reputation
  • Disruptive innovation process where a smaller company with fewer resources successfully challenge established business
  • Why? Incumbents are focused on improving products services, demanding/profitable customers, exceed needs
  • Disruptive innovation origins from low end or new market
  • Most suitable to survive is having a fast cycle development process , thus take both first mover and second mover advantages
  • How shorten NPD-time? By using... strategic alliances, cross-functional teams, parallel development process
  • Two most common tools for analysing external environment Porter's, stakeholder analysis
  • Porter - buyer reliant on us, switching cost, backward integrate
  • porter - suppliers reliant on them, switching cost, forward integrate
  • porter - substitutes similar, better, lower price
  • porter - new entrants attractive, entry barriers
  • porter - existing rivals demand growth, market concentration, differentiation, exit barriers, cost conditions
  • porter - complements availability
  • Stakeholder analysis - two ways strategic, normative
  • strategic stakeholder analysis management issues
  • normative stakeholder analysis ethical or moral implications
  • First step of analysis identify all stakeholders
  • Then for each party identify... interests, resources, claim
  • Identifying firm's strengths and weaknesses by examining primary activities, support activities
  • Support activities firm infrastructure, HR, technology, procurement
  • Primary activities inbound logistics, operations, outbound logistics, marketing and sales, service
  • Once key strengths and weaknesses identified, firm asses if it can be a source of sustainable competitive advantage
  • To be a potential source of sustainable competitive advantage rare, valuable, durable, inimitable
  • resources not imitable tacit, socially complex, causally ambiguous
  • core competencies differentiate the firm strategically
  • Identify core competences by asking significant, transcend a single business, hard to imitate
  • Risk with identifying core competence firm rigid, overly committed
  • dynamic capabilities makes a firm more agile and responsive to change
  • A firm's purpose is to create value
  • strategic intent is long-term ambitious goal
  • Why solo development? not put proprietary tech at risk, full control, challenge company to develop skills and resources
  • Advantages of collaboration obtain skills and resources quickly, decreases development cycle time, reduce fixed assets, flexible, share cost and risk
  • Forms of collaboration strategic alliances, joint ventures, licensing, outsourcing, collective research organisations
  • strategic alliances could fail due to self-interest and opportunism
  • The matrix strategic alliances capability complementation, capability transfer, individual alliance, network of alliances
  • complementation + individual often when trade secrets involved
  • transfer + individual exchanging capabilities but producing own, more independent
  • complementation + network extended enterprise, flexible
  • transfer + network jointly develop new, share and utilise knowledge
  • joint ventures significant structure, commitment, equity investment, often new entity
  • licensing rights to use proprietary technology of other, rapid and sharing profits. Restrictions
  • outsourcing, one common form contract manufacturers
  • participation in collective research organisation long-term commitment, form can vary
  • Partner selection, two dimensions resource fit, strategic fit
  • resource fit access resources
  • strategic fit compatible objectives and styles
  • governance ensure rights and obligations
  • alliance contracts legally binding, rights obligations, legal remedies
  • equity ownership aligns incentives, contribute capital owns a share
  • relational governance self-enforcing based on goodwill, trust, reputation
  • Advantages larger firms greater financing, split cost over units, often complementary activities, global reach
  • Disadvantages large firm difficult managerial control, incentives for employees diminish, large fixed assets
  • structural dimensions of the firm centralisation, decentralisation, formalisation, standardisation
  • centralisation / decentralisation what level decision-making
  • formalisation rules, procedures etc to structure behaviour of individuals within firm
  • combination of formalisation and standardisation mechanic structure
  • ambidextrous organisation complex, composed of multiple internal inconsistent architectures that collectively achieve both short-term efficiency and long-term innovation
  • Ambidextrous organisation defintion; organisation rooted in structural separation
  • modularity components may be separated and recombined
  • Exploitation success today, efficient, existing capabilities, centralised, tight control, standard, specialisation
  • exploration innovative, growth, investing, building capabilities, delegation of power, small units, flexible
  • Ways of structuring organisation sequential alternation, structural separation, spherical separation, behavioural integration
  • sequential alternation change back and forth
  • structural separation separate units with different structures
  • spherical separation supplemental projects, employees switch between
  • behavioural integration combine two dimension at front lines
  • Dominant design single product or process architecture that dominates a product category
  • Why dominant design increasing returns to adoption, revenue used to further refine, greater understanding, complementary assets
  • learning effects performance increase or cost decrease with number of units produced
  • learning curve standard dorm y=ax^-b
  • absorptive capacity ability to recognise, assimilate and utilise new knowledge
  • network externalities benefit from using a good increases with number of users
  • number of users installed base
  • dominant design could be due to large installed base but could also be government regulation
  • why would government want dominant design? consumer welfare benefits of having compatibility among technologies
  • Path dependency End results depend greatly on events that took place leading up to the outcome, often impossible to reproduce
  • different aspects of technology's stand alone value, make use of buyer utility map
  • six stages of buyer experience cycle purchase, delivery, use, supplements, maintenance, disposal
  • six utility levels productivity, simplicity, convenience, risk, dun, image, environmental friendliness
  • platform is a two sided market, consumers - platform - third parties
  • Key mechanism platform low marginal cost
  • Ecosystem of platforms owner, provider, producer, consumer
  • owner control intellectual property, governance
  • providers serve as platform interface with users
  • producers creates offerings
  • consumers use offerings
  • Move from pipeline to platform resource control to resource orchestration, internal optimisation to external interaction, focus customer value to ecosystem value
  • Competitive threats platforms tend to follow one of three patterns; established with superior network, target overlapping customer base, collects the same data and competes for market share
  • platform not only focus on sales but growing numbers of interactions
  • key element in radical innovation testing hypotheses
  • demand side disruption changes the customers' wants and needs
  • supply-side disruption changes the basic architecture of product
  • firms survive architectural disruption if they have integrated organisational model, ownership of important features, strong sense of corporate identity
  • disruptors often don't make customers switch but rather make non-consumers into consumers
  • four points important to understand disruption long process, different business models, not all succeed, should focus on sustained innovation not solve problem that doesn't exist
  • possible solution to "stay in the game" create separate division operates under protection of senior leadership to explore and exploit a new disruptive model
  • success in fast moving environment requires dynamic capabilities
  • dynamic capabilities broken down into three clusters sensing, slicing, reconfiguring
  • sensing identification and assessment of opportunities and threats (front line)
  • seizing mobilisation of resources to address above mentioned (front-line)
  • reconfiguring continuous renewal of firm's tangible and intangible assets (top executives)
  • Ambidexterity capacity of firm to address mutually conflicting demands

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Utdelad övning

https://glosor.eu/ovning/innovation-exam-2.10444552.html

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