...InnovaTIon Study prepared, June 2013 by Incite League TabLe 2013 Innovation and execution for consumer brands Incite | Innovation League Table 01 Introduction Innovation matters for any brand. It’s the number one influencer of consumer purchasing behaviour and it has a big impact on sales potential. But it’s wrong to assume that only shiny technology products attract consumer plaudits for innovation. Read on to learn which brands are seen as the most innovative in FMCG, Retail, Finance, Automotive, Technology and Charity, as well as how you can influence how consumers feel about the innovation your brand displays – without relying on products. Incite, the market research consultancy, has produced its Innovation League Table for 2013, revealing who’s got the right formula, as well as how brands can apply new strategies to excel at innovation. Incite surveyed 3,000 UK consumers both unprompted and then based on over 500 popular brands to rank their perceptions of the UK’s most innovative brands. For the first time since its inception, the study also measured the degree of perceived innovation in marketing communications to investigate consumer attitudes towards what makes a brand innovative and how this relates to its overall perception. We know that marketers have the power to drive innovation, but in order to woo consumers, brands need to understand the underlying factors that are perceived to drive innovation in order to apply it to their brand. Is it about...
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...Besides, the hardware (console) market has grown at a CAGR of 34.6% between 2005 & 2008 (estimated). 2. As illustrated by Guitar Hero, the console-enabled market has huge demand and potential for accessories-related innovation 3. Partnering with console will save Emotiv on marketing, branding and distribution costs Marketing Mix * Product: Emotiv should convince SONY to bundle and co-brand the EPOC headset with SONY PS3. SONY is unable to dominate the market despite PS3’s technical superiority. The company may well accept EPOC and differentiate its offering (just like Ninetendo Wii) to generate better revenues. Emotiv also needs a reputed partner to lend credibility to EPOC. * Price: Emotive should price EPOC at $299 to be viable. The risk with pricing EPOC at $199 is very high as the company will have to sell minimum 1 million units (a long shot for a new tech product) to turn positive profits. * Place: Emotiv would gain access to the global market through SONY retail channels at minimal cost. 80% of EPOC sales are expected to occur in the retail channel. * Promotion: Partnering with SONY will help Emotiv considerably reduce marketing and branding costs. Besides, Emotiv should (along with SONY) 1) advertise in gaming and tech magazines (such as Wired, PC Gamer, etc.), 2) leverage platforms such as Game Developers Conference, Comic Con San Diego, E3 Los Angeles, etc. and 3) offer trials at public places such as restaurants, shopping malls, etc. If...
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...Invention vs. Innovation Invention and innovation are often treated as synonyms in conversation, which is simply not the case. Though they are similar in meaning, there are nuances that are lost if the wrong word is used. Dictionary.com defines invention as “a new, useful process, machine, improvement, etc., that did not exist previously and that is recognized as the product of some unique intuition or genius, as distinguished from ordinary mechanical skill or craftsmanship.” Innovation, on the other hand, is an improvement upon or makes an important contribution to a device or process already in existence. That is the important difference between the two—invention creates a whole new object or process while innovation makes that object or process better. Some companies call themselves leaders in innovation because they own many patents. A patent is “the exclusive right granted by a government to an inventor to manufacture, use, or sell an invention for a certain number of years,” according to Dictionary.com. Although they do research to determine whether it is legal for the applicant to hold the patent, the US Patent Office does not test any invention to determine if it is actually useful. Thousands of patents are on file for useless devices or processes that have helped precisely no-one and made no impact on any industry. If a patent is useless, it may be an invention, but it most certainly is not an innovation. One example of outstanding innovation often given is the MacBook...
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...out-of-date as the boxy TV that dominated our lounges a decade ago. Incoming is a scrum of new innovations. Manufacturers such as Samsung, LG, Sony, Toshiba, Sharp, Haier and Panasonic showed off Ultra Definition TVs, 4K Super HD resolution TVs, OLEDs, Super OLEDs, Crystal LEDs, auto-stereoscopic 3D TVs, gesture-controlled smart TVs and more at this month's CES. But what does all that jargon actually mean? And what about those rumors of future TV tech from Apple, as well as futuristic innovations such as roll able screens? Read on for a straight-talking guide to all you need to know about the future of TV tech. 2. 4K Super (or Ultra) High Definition TVs. These days, the vast majority of us enjoy movies, shows and games in the far-superior high-definition TV standards of 720p (a resolution of 1280 x 720 on-screen pixels) or 1080p (1920 x 1080 pixels, often called 'Full HD'). The next major jump in picture quality is going to be 4K TV resolution. These screens (referred to variously as Ultra HD, Super HD or 4K Quad HD, depending on the manufacturer) will have a resolution of around 3840 x 2160 pixels. That's roughly four times more than current 1080p HD TVs. To put it another way, it's a TV image that is made up of eight million pixels (as opposed to Full HD, which is made up of a 'mere' two million). This technology is in its infancy, but TV manufacturers and home cinema specialists such as Sony and Toshiba have been first to get their 4K projectors and TVs on the market. At CES, LG...
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...tringer: Sony Has Recovered its Innovation Edge The electronics company CEO says new tech milestones prove it's back on top in innovation By Vivian Yeo RELATED ITEMS • IT Vendors Offer Good Measures in Bad Times • Nortel Mulls Restructuring Plan • Open Source Can Boost Singapore Innovation • Malaysian Funds Operator Upgrades Mainframe STORY TOOLS • post a comment • e-mail this story • print this story • order a reprint • suggest a story • digg this • save to del.icio.us [pic] Pointing to several industry "firsts", Sony Chairman and CEO Howard Stringer said Tuesday the company has "recovered" in all areas that it was seen to be having difficulties. The Sony chief was speaking to the media during his first visit to Singapore since he took over the company helm in 2005. One area in which Sony is leading the industry is OLED (organic light-emitting diode) television sets—a "true major milestone", said Stringer. The company first launched its OLED product last December in Japan, released it in North America early this year and is now introducing it in Europe. "Other companies are advertising the same thing for the future but we have it now," he proclaimed. Some of that innovation has also taken place aroundsoftware, an area the company was not known for. Stringer pointed out that he took over a company that was hardware-focused and vertically organized, but the business was increasingly about designing a "software product". To drive interaction...
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...Our History Home » Our History ABOUT US * Our History * Mission & Philosophy * Value Statement * Achievements * Reefside Cares In 1976 Mr. Hassan Zahir, son of a prominent Maldivian business man Mr. Ibrahim Gasim (Kalhuhokko Kudadhon Maniku) opened Shop No. 18 on Chandanee Magu, Male' to sell tourism souvenirs. In 1980, with a shift to the present premises at 3, Orchid Magu, Male', Shop No. 18 became Reefside Co. Pvt Ltd. With complementary merchandise like branded diving watches and electronics, the event signified much more than a name change. This was a time when the general merchandise in Maldives consisted of mixed items and this exclusiveness was something unique and extravagant. It was this dedicated effort that brought out the growth of the company to many outlets that trade only leading branded products. Reefside Company still leads the way for exclusive selling of watches and electronics of repute in the Maldives . We have further gained the trust of our customers by establishing the first full-fledged Watch Service Centre and reputed Electronics Service Centre for quality after sales service in the Maldives. Our Mission is to offer value to our customers by improving the quality of life at affordable prices. Reefside Co Pvt. Ltd. focuses on customer service with its philosophy that a satisfied customer is the most valuable asset and hence the task of customer satisfaction has the highest priority. No leaf is left unturned when achieving...
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...steep financial setback ►Who was responsible for Samsung’s situation? China was able to put cheaper products on the market ►Describe Samsung’s ‘cost-driven competitive strategy’ until the mid-1990: Samsung produced technical components for firms with better-known brands Samsung sold me-too consumer products ►What did Samsung need to do? Samsung needed to change its business model - Assessing the Opportunity ►What is happening in the high-tech world in the mid 1990’? The uprising of the Digital Age ►Why is this an opportunity for Samsung? Samsung would focus on developing the core technologies of the Digital Age. While Sony and other rivals remained in the analog world ►What did Samsung know about the end user? The customer was ready to pay a premium for innovative and well designed products, offering unique benefits • The Marketing approach - The Samsung Marketing Approach ► Did Samsung re-branded itself as a high-quality brand? TRUE ► When going back to the drawing-board, product improvement was driven by: Technical innovation and R&D, New Product Development and Design ► To re-build the brand, communication insisted on: The new image of the brand or brand image, Developing awareness, Ensuring availability of the product, Developing client after-sale service - Describe Samsung’s Marketing Actions: ►The distribution policy:‘Pulling out of low price discount chains… and being distributed through quality-oriented electronics specialty stores’ ►Advertising strategy:‘Creating...
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...Case Study – Week 2 seminar China's Export Boom By Oded Shenkar China has replaced the U.S. as the world's top tech exporter. While no cause for panic, it's a wake-up call for the complacent. According to the Organization for Economic Cooperation & Development (OECD), China has overtaken the U.S. to become the world's largest exporter of informationand communications-technology goods. Crossing the largely symbolic threshold should put to rest outdated notions of China as a manufacturer and exporter of cheap T-shirts, though the country won't give up its thriving garment exports as it steps up production of laptop computers and memory chips. Indeed, China's ability to hold on to the labour-intensive segments of the global marketplace as it climbs the technology ladder is one of the unique features of the country's ascent -- and a remarkable source of resilience for its economy. It's also a factor in the country's $100 billion-plus trade surplus with the rest of the world and double that figure with the U.S. KNOWLEDGE PLAYER. It's easy to dismiss the importance of China's taking the lead in technology exports. Its tech goods contain substantial imported content, not to mention foreign technology, be it transferred, licensed, or "borrowed." Roughly 60% of exports are made by foreign-invested enterprises, and the percentage progressively rises with the technology level. So is China merely an export platform, a convenient low-cost base for the world's multinationals, which in turn...
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...Harvard Business School Case Study Analysis Harvard Business School Case Study Analysis Description At the end of 2014, Apple Inc. recorded the most profitable quarter of any firm in history, and its market capitalization soon topped $700 billion. 'Apple Inc. in 2015' explores the history of Apple, its successes under Jobs, its continued growth under Tim Cook, and the challenges facing the company in 2015. With iPod sales continuing their freefall, tablet sales in decline, and the Macintosh's market share remaining small, Apple was increasingly dependent on the iPhone to drive its growth. Could Cook continue Apple's dominance in the smartphone market in the face of growing competition? Could he revitalize the iPad business, become a leader in payments, with Apple Pay, and replicate Apple's success in other device categories, such as the Apple Watch, the first new product the company had released since 2010? Introduction: Apple Inc has been an icon in American industry over the last three decades. The CEO Steve Jobs did a remarkable job turning around the company that was nearly bankrupt in 1996, however after his death in 2011 the questions has been brought forward of how sustainable will Apple be without Steve Jobs. Apple has always been trying to be simple and bring easy to use products to a large market of consumers. On the beginning Apple focused on producing low-cost computers merged with...
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...Sony today announced its "Environmental Vision Towards Sustainability" which outlines the Sony Group's fundamental environmental policy. This document expresses a higher-level statement of Sony's objectives than that contained in "Green Management 2002". It states both the basic philosophy and specific numerical targets and announces the target of "double eco- efficiency." The growth of stakeholders concerned with environmental issues is clear: consumers are expressing increasing concern, companies are being rated according to environmental measures and SRIs (Socially Responsible Investments) have appeared. In addition, many nations are introducing environmental taxes and schemes for CO2 emission rights. From now, environmental policy will become increasingly important in economic terms. To realize the development of a sustainable economy, Sony thinks it is necessary to combine ecology and economy together in management policy. The degree to which such a concept is reflected in company policy will have an effect on mid/long-term corporate value. The "Environmental Vision Towards Sustainability" works from the highest concept to the most specific targets to realize a sustainable society. 1. VISION Sony recognizes that global environmental improvement is the most important issue for humanity in the 21st century. Sony aims, through continuous technological innovation and new business initiatives, to contribute positively to the natural environment and the...
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...Favorite Brand Paper There are several brands that I use on a daily basis but my favorite brand hands down is Apple, Inc. The product in particular that has created my romance with this company would be the IPhone. I have been using the IPhone since the first day it arrived on June 29, 2007 and I have been a loyal consumer up to my recent purchase of the IPhone 6 Plus, last month. Apple, Inc. has over $100 billion in sales and increased in sales every year consistently since its launch. I am committed to the quality, innovation, design, and simplicity that Apple, Inc. has provided to me consistently over the last 7 years. Apple, Inc. starts with a commitment to producing the very best product or service that you can imagine. This promise started when the late Steve Jobs took the CEO position at Apple, Inc. and created a marketing blitz with the launch of the IPhone, IPod, and IPad. On January 9, 2007 Steve Jobs delivered the most incredible keynote speech of his life and quite possibly the best in the history of consumer electronics (imore.com, 2014). Steve Jobs said,” That he would be introducing a wide screen IPod with touch controls, a revolutionary mobile phone, and a breakthrough internet device.” It was not going to be three separate products but one innovative product the IPhone. The world’s most successful brands don’t become (or remain) the world’s most successful brands without deep dedication to their customer’s needs. Apple’s customer service is legendary. Spend...
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...The strategy of the mobile phone industry: A comparative analysis of Apple, Sony, Xiaomi The strategy of the mobile phone industry - a comparative analysis of Apple, Sony, Xiaomi I Executive summary The paper sheds lights on the strategy of three mobile phone industry and that task is to perform comparative analysis on Apple, Sony and Xiaomi. The author has first started with the analysis of the macro-environment using strategic analytic tool called PESTLE. The author has used tools such as Porter’s Five Forces and SWOT to analyze the micro-environment of a mobile phone industry and define Key Success Factors that are essential to be included in company’s strategy. Moreover the paper characterizes the comparative analysis such as objectives, strengths, weakness, financial analysis (quantitative), Vario analysis (Qualitative), merger and acquisitions, market share and competitive advantage strategy, of Apple, Sony and Xiaomi. At the end, the author of this assignment has given his recommendation to these three industries and concludes with a set of challenges being faced by mobile phone industry to create and maintain customer values and profit margins for present and future business successes. The strategy of the mobile phone industry - a comparative analysis of Apple, Sony, Xiaomi II Table of Contents LIST OF ABBREVIATION ..................................................................................................................
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...[pic] SONY CORPORATION 1.0 Company Profile: SONY Corporation (TYO: 6758, NYSE: SNE), or the SONY Joint- Stock Company, is called SONY for short, For the corporate headquarters, Tokyo, Japan is the giant of SONY that across digital, daily necessities, the world's entertainment, SONY predecessor was called "Tokyo Tsushin Kogyo Co., Ltd.". SONY was founded in May 1946, and establish by Akio Morata, who was good at disposing the public relations, and Masaru Ibuka, that has the R& D background (research and development background). The current management team is common leadership by Howard Stringer and Chubachi, who has the R & D qualifications. (http://wenku.baidu.com/view/7f91731b227916888486d74f.html-18/06/2011) Picture 1：Akio Morata Picture 2: Masaru Ibuka [pic] [pic] Source of Morita: http://baike.baidu.com/view/8896.htm Source of Ibuka: http://baike.baidu.com/view/8896.htm 1.1 Vision of SONY: To create exciting new digital entertainment experiences for consumers by bringing together cutting-edge products with latest generation content and services. （http://zhidao.baidu.com/question/232668661.html-18/06/2011） 1.2 Mission of SONY: SONY is committed to developing a wide range of innovative products and multimedia services that challenge the way consumers access and enjoy digital entertainment. By ensuring synergy between businesses within the organization, Sony is constantly striving to...
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...using a number of factors, such as requirements that 30 percent of a company’s revenues must come from outside its home region, that it must have a presence on at least three continents, and that it’s expected to be profitable for the foreseeable future. Tech brands made up four of the five fastest-growing brands in the top 100, with Apple, Google (+28%) , Facebook (+43%) and Amazon (+27%) all climbing more than 25 percent in the past year. Samsung also saw a year of growth, up 20 percent from last year’s survey. Microsoft saw a bump of 3 percent, because of its moves in the enterprise space and attempts to respond to the mobile marketplace, according to the survey. While acknowledging that Apple has had a bumpy year, Interbrand said that the Cupertino, Calif., company’s brand has “remained steady” partly because of the leadership of chief executive Tim Cook in the face of questions about everything from the labor practices in the firm’s overseas plants to the company’s tax strategies. Excitement about the company’s upcoming products such as Mac OS X, Mavericks, the redesigned, cylindrical Mac Pro, and rumored products such as the Apple “iWatch,” Interbrand said, all demonstrate that the company’s reputation for innovation is intact. However, the firm said, that doesn’t mean that it will be smooth sailing for Apple. “The focus for the future is clear: Apple must succeed in slowing Samsung’s momentum and capture the booming Chinese mobile market,” Interbrand wrote on...
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...provides an annual ranking of the world's most valuable brands. [see Interbrand - Best Global Brands 2012 - 2012 Report]. Currently (2012) Samsung is #9 on that list. Its brand is valued at almost $33 billion. But get this: in the year 2000 Samsung wasn't even on the list. For many years, Samsung's fondest hope was to emulate the success of Sony. Today, they have eclipsed--by a significant margin--the struggling Japanese firm. Sony's brand is valued at a "mere" $9 billion, or #40 on Interbrand's list. So how did Samsung achieve this remarkable global marketing feat? I'm glad you asked. These from the highlight reel: 1. Hired the right people. Principally the aforementioned Eric Kim. He was the right guy at the right time: Korean-born, US educated (a Harvard MBA, but don't hold that against him) and experienced in the technology sector (CEO of Pilot Software before Samsung scooped him up). Chairman Kun Hee Lee gave him the clout, the money and the opportunity to remake Samsung as a global business leader. Like all great marketers, Kim could also sell on the inside of the organization itself. 2. Championed Digital Product Innovation. They bet the company on digital technology in the late 1990s. A prescient move, as we can now see. They have had a dazzling array of products across an incredible range: big-screen TVs, cell phones, flash memory, LCD displays, MP3 players, DRAM chips, DVD players, microwave ovens. It's really difficult to get successful new products to market...
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