© 2011 David C. Robertson. Not be used or reproduced without permission. Sales Channel Distribution...
3
© 2011 David C. Robertson. Not be used or reproduced without permission. Sales Channel • Distribution • Retailers • Partners Product Offering • Products • Components Product Suite • Collection of products & servcs that provide complete solution Marketing •Branding •Messaging •Campaigns • Web sites •Catalogs Customer Interacti on • Cust Service • Community (online or not) Core Capability •Manuf • Supply Chn •Procurement Enabling Processes • Legal/IP • Research • Product Developmt Incremental Improvement to current market in existing category New Offering in existing category With new value proposition Redefine Category “Never seen before” offering Business Model • Revenue model • Pricing model Sample innovation “piano” matrix
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Transcript of © 2011 David C. Robertson. Not be used or reproduced without permission. Sales Channel Distribution...
© 2011 David C. Robertson. Not be used or reproduced without permission.
SalesChannel• Distribution• Retailers• Partners
ProductOffering• Products• Components
Product Suite• Collection of
products & servcs that provide complete solution
Marketing• Branding• Messaging• Campaigns• Web sites• Catalogs
CustomerInteraction• Cust Service• Community
(online or not)• Events
CoreCapability• Manuf• Supply Chn• Procurement
EnablingProcesses• Legal/IP• Research• Product
Developmt
Incr
emen
tal
Imp
rove
men
tto
cu
rre
nt
ma
rke
tin
exi
stin
g c
ate
go
ry
New
O
ffer
ing
in e
xist
ing
cate
gory
With
new
val
ue p
ropo
sitio
n
Red
efin
eC
ateg
ory
“Ne
ver
see
n
be
fore
” o
ffe
ring
Business Model• Revenue
model• Pricing
model
Sample innovation “piano” matrix
© 2011 David C. Robertson. Not be used or reproduced without permission.
The innovation piano exercise
Choose a product that has been successful in its market(s)• Choose a product that’s as similar as possible to the one you’re developing• Choose a product that’s been successful for at least two product cycles
Complete the matrix as fully as possible• What complementary innovations did the company or its partners offer?
What new products, services, business models, pricing plans, etc. accompanied the product? Who offered them?
• Where does each belong on the matrix? What type of innovation is it and how revolutionary is it? Place each on the matrix
• Feel free to customize the matrix if you wish – use different categories if the ones provided don’t fit
What effect did the complementary innovations have on the success of the product?
• Which complementary innovations (if any) helped make the product a success?
• How did they help?
© 2011 David C. Robertson. Not be used or reproduced without permission.
SalesChannel• Distribution• Retailers• Partners
ProductOffering• Products• Components
Product Suite• Collection of
products & servcs that provide complete solution
Marketing• Branding• Messaging• Campaigns• Web sites• Catalogs
CustomerInteraction• Cust Service• Community
(online or not)• Events
CoreCapability• Manuf• Supply Chn• Procurement
EnablingProcesses• Legal/IP• Research• Product
Developmt
Incr
emen
tal
Imp
rove
men
tto
cu
rre
nt
ma
rke
tin
exi
stin
g c
ate
go
ry
New
O
ffer
ing
in e
xist
ing
cate
gory
With
new
val
ue p
ropo
sitio
n
Red
efin
eC
ateg
ory
“Ne
ver
see
n
be
fore
” o
ffe
ring
Business Model• Revenue
model• Pricing
model
Example: Innovation matrix for the Apple iPod
Exclusivecontract fornew Toshiba
hard drive
OutsourcediPod devel.
iTunesPay-per-
song
FairplayDRM
AccessoryPartnerships
iPod “Silhouette”ad campaign
AppleStore Training
“Genius”support
