Innovating Business - EBF Conference Lecture

INNOVATING BUSINESS

BASTIAAN VAN DE WERK EBF CONFERENCE 2012 LECTURE

WHY INNOVATE?

WHAT EXACTLY IS INNOVATION?

NEW MEANINGFUL

INNOVATION?

great innovators

INNOVATION?

Joseph Jaffe 2010

KNOW YOUR BOX

(personal value) what am I deeply passionate about?

(customer value) what drives my

economic engine?

(compeJJve value) what can I be

the best in the world at?

€

YOUR INNOVATION BOX

•  The best quality hand and wrist surgery

-‐11,5% algemeen

-‐4,5% topklinisch

2% privé

15%

academisch

25,5% ZBC

35% specialist

58% Xpert Clinic

SOME RESULTS NPS SCORES

CONSTRAIN YOUR BOX

SHAKE YOUR BOX

BLUE OCEAN?

FUZZY LOGIC?

THE CREATIVE PROCESS

CPS model!Parnes, 1992!

problems ideas solutions acceptence facts

diverge converge

ord

er

“What if we combine the headphones with the tape player

and eliminate the recorder function altogether?”

Masura Ibuka

“What if we substitute toddler for housewife,

and adapt the bright colours from toys?

Joe mcVicker

Scamper

Combine it with!something else! Modify or!

Magnify it!

Eliminate!something!

Put to some!other use!

Substitute!something!

Adapt!something!

to it!

Reverse or!Rearrange it!

Isaksen & Traffinger 1985!

BUILDING EVEN BETTER IDEAS

expansion?!combined!ownership!

lethargy?!new partners!

brand?!adapt!

paper bags!

quality?!storage of

fries!

menu?!big mag &!new items!

income? rental!

+ licence!stacking? eliminate supplier!

differentiate?!rearrange

architecture!

Michael Michalko 1994!

PLAYING TIP

A

L

U

o Isaksen & Traffinger 1985!

identify strong points and positive aspects of an idea."

ADVANTAGES

identify concerns and"weak points of an idea"

LIMITATIONS

what needs to be preserved?"

UNIQUE

QUALITIES

1. rank limitations"2. in what ways...? how to…?"

OVERCOME LIMITATIONS

BUILDING BETTER IDEAS

Edward !de Bono 1985!

new ideas

feelings & intuition

caution

the big picture

positivity & optimism

facts & logic

6 THINKING HATS

W W W W

1.  Who are the most important players? 2.  What’s their role or stake? 3.  What action should be taken? 4.  Who will do this (and when)?

EXERCISE I

EXERCISE II

CHOOSE OR LOSE?

5 DECIDING FACTORS FOR SUCCES

COMPLEXITY

TESTABILITY

RELATIVE ADVANTAGE

COMPATIBILITY

VISIBILITY

BIKKAIR 2008

INNOVATING BUSINESS STRATEGY

Long Term

Short Term

External

Internal

STRATEGY

bestaandoel: waarom bestaan wij? (missie)

kernwaarden: waarvoor staan wij? Q: acJes (geprioriteerd) (+wie)

Q: kriJeke getallen (meetbare verandering)

jaar: focus (geprioriteerd) (+wie)

jaar: kriJeke getallen (meetbare verandering)

strategische pijlers 2015 (+wie)

slimme getallen (zie klantbelo\e)

BHAG: waarvoor gaan wij? (visie)

kansen: wat zijn de belangrijkste externe posiJeve ontwikkelingen?

wat is ons territorium (#1 posiJe)?

bedreigingen: wat zijn de belangrijkste externe negaJeve ontwikkelingen?

kerngetallen eind 2015 (groei 3 jaar) jaar: kerngetallen eind 2012 Q: kwartaalthema (Q4 2012)

wat is onze klantbelo\e? (onderscheid)?

wie zijn onze primaire klanten (target)?

wat is onze proposiJe (aanbod)?

krachten: waar zijn we goed in? zwaktes: waar zijn we niet goed in?

leiderschap markt strategie management operaJe

FIRST: UNDERSTAND WHY

“We make people happy.”

I WANT TO HELP PEOPLE WITH SKIN CARE PRODUCTS THAT REALLY WORK

BUILD A CULTURE OF INNOVATION

GOOGLE: THE CREATIVE ELITE

› Deliver WOW through service ›  Embrace and drive change

›  Create fun and a lifle weirdness › Be adventurous, creaJve and open-‐minded ›  Pursue growth and learning › Build open and honest relaJonships with communicaJon

› Build a posiJve team and family spirit › Do more with less

› Be passionate and determined

› Be humble

1.   OPENNES 2.   RESPECT 3.   RECOGNITION 4.   CURIOSITY 5.   CELEBRATE SUCCES

MY FIVE RULES

FORMULATE YOUR BHAG

“We choose to go to the Moon.”

“We choose to go to the moon in this decade not because it is easy, but because it is hard, because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we intend to win.”

ALBEDA COLLEGE

“NO DROP OUTS”

MAKE STRATEGY DRIVE INNOVATION

Met gewone, huishoudelijke arJkelen en aanverwanten bouwt HEMA haar vaste klantenkring.

Klanten die vaak terugkeren.

HEMA wil groeien. In Nederland door het invoeren van nieuwe formats. In het buitenland (Belgie en Frankrijk) door het versneld openen van nieuwe vesJgingen.

“Wheels Up”

“Nieuwbouw is niet maatschappelijk verantwoord

in dit kleine landje!”

“Kantoorparken zijn passé.”

“Stop ogenblikkelijk alle nieuwbouw.”

“OVG veroorzaakt de versnippering.”

“De overheid moet ingrijpen in de markt.”

“Wijzig maar de funcJe van kantoren,

maak er woningen o.i.d. van.”

“Bijbouwen terwijl vraag afneemt is niet verstandig!”

“Ruimte voor ruimte vraagt om transiJe naar wonen.”

“Lege kantoorwijken leiden tot verpaupering.”

“Alleen herontwikkelen is duurzaam.”

“Nieuwbouw kan niet echt duurzaam zijn.”

“We zifen opgescheept met veel lelijke, lege kantoren.”

“De ruimte is gewoon op!”

“Nieuwe kantoren zijn veel duurzamer dan opgeknapte oude kantoren.”

“Bestaande voorraad kán helemaal niet worden aangepast aan nieuwe wensen.”

“Herontwikkeling is economisch helemaal niet haalbaar.”

“Er wordt te veel geld verdiend met nieuwbouw.”

“Banken en beleggers houden de zeepbel in stand.”

“De markt kan dit niet oplossen.”

“De markt is te traag.”

“We moeten langer blijven werken.”

“De overheid moet ingrijpen!”

“Een dynamietstaaf eronder!”

“Een meter bouwen? Eerst een meter eraf!”

“Bouwstop!”

“We hebben al miljoenen uit de markt gehaald”

“Houdt businessmodel van OVG wel stand?”

“Ontwikkelaars en verhuurders verrijken zichzelf door

nieuwbouw!”

“De luchtbel moet uit de markt!”

“Beleggers moeten hun verlies nemen.”

OVG 2011|2012

1.  STOP 100% NEWLY BUILT OFFICE SPACE 2.  SUSTAINABILY IS NOW THE ABSOLUTE MINIMUM STANDARD

3.  ALWAYS OFFER AN ALTERNATIVE TO NEWLY BUILT OFFICE SPACE

4.  ALWAYS OFFER LOCATION NEAR PUBLIC TRANSPORT 5.  ALWAYS OFFER A SOLUTION FOR OWNERS OF LEFT OVER PROPERTY

THE OVG 5 RULES OF RE|DEVELOPMENT

THE PRIMAIRY CUSTOMER?

“Affordable, well designed, furniture of high quality for young families with kids.”

Primaire Customer?

“MulJ-‐site project developers.”

SPEND TIME & LISTEN

1st 2nd 3rd >3rd

28.6%

12.6%

8.2%

50.2%

75% of business is from repeating customers

KLANT CONTACT

I WANT TO HELP PEOPLE WITH SKIN CARE PRODUCTS THAT REALLY WORK

BUT I DON’T HAVE THE PRODUCT

YET

FLIP THE FUNNEL

Sales Funnel by St. Elmo Lewis 1898

A SALES CLASSIC

awareness

interest

desire

action

A I DA

FACT: MOST PEOPLE IN THE WORLD DO NOT DO BUSINESS WITH YOUR COMPANY

6.97 billion

you

6.99 billion 6.98 billion

FACT: MOST PEOPLE ARE BETTER THAN EVER CAPABLE OF IGNORING YOU

Seth Godin 2006

BETTER CONVERSATION

megaphone

awareness

interest

desire

action

20 : 80

12%

of shoppers

6.5% of shoppers

3% of shoppers

80% of sales

1 : 99

4 TYPES OF CUSTOMERS 4 THINGS TO INCREASE

1st time buyers

repeat customers

upgrade clients

referrals

acquisition

frequency

basket size

influence & word of mouth

Joseph Jaffe 2010

A DI A

FLIPPING THE FUNNEL

acknowledge

dialogue

incentivize

activate

FACTOR X?

FACTOR X ERSEK’S HAPPY LAWN

WANTED:

60.000 GUINEA PIGS

500.000 PEOPLE (HALF THE BUDGET)

STRATEGY: DOING THE RIGHT THINGS DOING THINGS RIGHT

RIGHT RHYTHM RIGHT PRIORITIES RIGHT METRICS

WHAT’S THEIR SUCCES?

WHAT’S THEIR SUCCES?

“I can always buy (and immediately pay for) all products I want (even if I didn’t

know I wanted them myself).”

“I want a good computer, delivered at my door, for a decent price and without

any hassles.”

1.  completeness 2.  personal profile is leading 3.  no hurdles, 1 click shopping

1.  only available parts 2.  logisJcs & execuJon are leading

3.  complete packages

WANT TO KNOW MORE? [email protected] | WWW.VANDEWERK.NL

Innovating Business - EBF Conference Lecture

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