Porters 5 Forces
Porters 5 forces
Pestle?
Business plan
The unexpected Incongruities, Process needs, Industry structure, Demographics Changes in perception, New knowledge
Idea, Invention, Innovation, Diffusion
Companies own assets Physical Intangible Human In the past Competitive advantage came from physical assets such as property/land/Financial clout Still important (anyone fancy taking on Apple?) but Intellectual property (patents) and key process management (we know how to do this) i.e. what we know are increasingly important Humans supply the know-how that comes from knowledge, creativity & innovation (intangibles) – how we apply that knowledge is increasingly key – Creativity
Why innovate? Extent of change? What is changed?
To gain advantage, to survive & to cope with changes in their environment.
Commercial orgs. To make a profit Public sector to deliver new services or to improve performance, efficiency & effectiveness of existing ones
Threat of competition from new entrants (eg. On-line banking) Not to innovate is to die
In short – to give strategic advantage
Complexity- Offering something others find difficult to master
Add/extend competitive factors- Move basis of competition e.g. from price to price plus features
Innovation translates knowledge into something of practical advantage or wealth creating benefit
And is it a product, a process or a service?
PETER DRUCKER
Incongruities or conflicts between opposing functions, requirements or values may be the start of an innovation. For example the request for a small car with still enough space on the inside seems to be incongruent. This however was solved in a new design as the Smart.
EFQM excellence model
Industry markets and market structure may offer opportunity’s for new types of services. Outsourcing of activities such as maintenance of the IT infrastructure is an example. Other examples are the merging of industry’s such as for example the merging
Pestle?
Business plan
The unexpected Incongruities, Process needs, Industry structure, Demographics Changes in perception, New knowledge
Idea, Invention, Innovation, Diffusion
Companies own assets Physical Intangible Human In the past Competitive advantage came from physical assets such as property/land/Financial clout Still important (anyone fancy taking on Apple?) but Intellectual property (patents) and key process management (we know how to do this) i.e. what we know are increasingly important Humans supply the know-how that comes from knowledge, creativity & innovation (intangibles) – how we apply that knowledge is increasingly key – Creativity
Why innovate? Extent of change? What is changed?
To gain advantage, to survive & to cope with changes in their environment.
Commercial orgs. To make a profit Public sector to deliver new services or to improve performance, efficiency & effectiveness of existing ones
Threat of competition from new entrants (eg. On-line banking) Not to innovate is to die
In short – to give strategic advantage
Complexity- Offering something others find difficult to master
Add/extend competitive factors- Move basis of competition e.g. from price to price plus features
Innovation translates knowledge into something of practical advantage or wealth creating benefit
And is it a product, a process or a service?
PETER DRUCKER
Incongruities or conflicts between opposing functions, requirements or values may be the start of an innovation. For example the request for a small car with still enough space on the inside seems to be incongruent. This however was solved in a new design as the Smart.
EFQM excellence model
Industry markets and market structure may offer opportunity’s for new types of services. Outsourcing of activities such as maintenance of the IT infrastructure is an example. Other examples are the merging of industry’s such as for example the merging