Global Innovation Management

Report
Location Based e-Business
Global Innovation Management
iPhone Code
xcode: Handling an initial touch event
- (void)touchesBegan:(NSSet *)touches withEvent:(UIEvent *)event
{
// We only support single touches, so anyObject
// retrieves just that touch from touches
UITouch *touch = [touches anyObject];
// Only move the placard view if the touch was in the placard view
if ([touch view] != placardView)
{
// In case of a double tap outside the placard view,
// update the placard's display string
if ([touch tapCount] == 2)
{
[placardView setupNextDisplayString];
}
return;
}
// Animate the first touch
CGPoint touchPoint = [touch locationInView:self];
[self animateFirstTouchAtPoint:touchPoint];
Global Innovation Management
Xcode IDE
Global Innovation Management
GPS and Acceleration
Location Dependent Activities (Where am I?)
• Mobile antennas provide a
reliable, cheap alternative
– or augmentation to GPS
– That is 2-way
• Mobile phone users can
send text messages to their
friends, pay their bills, get
traffic reports and buy a cup
of coffee
– Useful for a variety of
commercial activities
involving transport,
delivery, logistics, etc.
Global Innovation Management
Digital ID
• Phone based biometrics
• Internet security depends on unequivocal transaction
source identification.
• Phone could be universal ID
– Eliminating problems of card based and other physical ID’s
Global Innovation Management
Instant Information Search
• Yellow Pages, White
Pages, Newspaper, Maps,
Encyclopedia Britannica,
Bookshelf, Library of
Congress, UMI Digital
Library, Proquest, the
Web
• … all rolled into one
portable device
Global Innovation Management
Electronic Books
•
•
•
•
•
Service Manuals
Catalogs
News
Novels
… you name it
• Reengineering publishing
Global Innovation Management
Electronic Radio
Pandora
• Radio for the car and
pedestrian walkways
• … but searchable and
programmable
• Reengineering music and
news
Global Innovation Management
Social Networking
• Radio for the car and pedestrian walkways
• … but searchable and programmable
Global
Innovation
Management
• Reengineering
music and
news
Convergence of Long-Distance Telephone and
Internet
• Various systems exist for
linking local phone service
to VoIP for long-distance
• Skype in out
• SIP clients, YM, GM MSM on
PC platform
• Fring (like Skype in to
various chat, SIP, etc
clients)
• Etc.
Global Innovation Management
Telemedicine
• Various systems exist for
linking local phone service
to VoIP for long-distance
• Skype in out
• SIP clients, YM, GM MSM on
PC platform
• Fring (like Skype in to
various chat, SIP, etc
clients)
• Etc.
Global Innovation Management
Internet Physicians’ Visits and
Diagnosis
Global Innovation Management
(Googles?) AdMob
Global Innovation Management
Online Advertising (U.S.) 2012
•
•
•
•
Online advertising grew by 28% in 2011, 27% so far in 2012 and is expected to grow by 17% in 2013 and 11%
in 2014.
Over $19 billion is expected to be spent in online advertising by the end of 2012, compares to only $15 billion in
2011.
Ad revenues are expected to make up 78% of Google’s revenue in 2012.
The top 5 Google AdWords advertisers in 2011 were:
–
–
–
–
–
•
The top 5 industries in online advertising expenditures in 2011 were:
–
–
–
–
–
•
•
•
IAC/Interactive Corp ($174,231,000)
Amazon.com ($118,501,000)
AT&T ($115,564,000)
Expedia ($92,163,000)
Experian Group ($79,281,000)
Finance and Insurance ($4 billion)
Retailers and General Merchandise ($2.8 billion)
Travel and Tourism ($2.4 billion)
Jobs & Education ($2.2 billion)
Home & Garden ($2.1 billion)
Over 21$ of online videos viewed in May of 2012 were advertisements.
25% of all displayed ads delivered on the internet is delivered via Facebook.
Social media advertising is expected to grow from $3 billion in 2011 to $3.6 billion in 2012, $4.4 billion in 2013
and $5 billion by 2014.
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Can Apple out-Google Google?
iAd
• Google is attempting to outdo Apple'siPhone with its
Android software
• But now Apple is taking aim at Google's bread-and-butter
– online advertising
• with plans to introduce a mobile advertising platform called iAd
along with the release of the iPhone OS 4.0software later this
summer
• Apple's strategy is to give iPhone developers and
corporate marketers a way to incorporate sophisticated
and compelling ads in iPhone applications by essentially
allowing them to build an application within an
application
Global Innovation Management
Ad Platforms
Global Innovation Management
• Google announced a $750 million all-stock deal to
acquire AdMob
– considered one of the strongest ad network providers for the mobilecomputing world
– just as Google bought DoubleClick in 2007 to blend search ad expertise
with display ad expertise
– so it plans to add AdMob's network of partners to its own mobile
search ad efforts.
Global Innovation Management
AdMob Advantage
• AdMob counts three Google veterans among the 10
executives listed on its management page
• Google already operates DoubleClick Mobile,
• an ad delivery service that allows publishers to sell mobile ads
directly to advertisers through a variety of ad networks,
– including AdMob's
• What it doesn't have is its own display ad network
– with the reach and heft of AdMob's 15,000 and growing namebrand advertisers,
– which allows mobile publishers to essentially outsource their ad
sales.
Global Innovation Management
Google Ads
• For all the work Google does in other areas
» Google Apps, Android, Google Voice
– advertising has always been, and will likely remain, its most
important source of cash
• It dominates the most lucrative segment of online
advertising (search)
– and wants to expand its efforts in display advertising as well
with a revamped DoubleClick Ad Exchange
– and increased efforts to court the major advertisers of the world.
Global Innovation Management
Global Innovation Management
Workout
Location Based e-Business
Model
Global Innovation Management
To Present
• Prepare for your group to present
– In 5-10 minutes
– Describe your e-Market Model and the way that the
customer will use it to buy your selected product
– Use the Blackboard or present a maximum of 1-2
slides per task (hand written)
• For the sake of time, please to not include
anything else
Global Innovation Management
Choose a Product or Service
Quickly think through:
1. Why customers buy this product (quiz and be
honest)
2. How customers buy this product (i.e., the
consumption chain)
3. Complementary products required to market this
product
4. Competences your firm needs to compete
Global Innovation Management
Choose a Customer Segment
Global Innovation Management
Choose one of the Seven Post-2001
e-Marketing Models
3
3
3
4
Clu ster S ize = 5
4
3
2
2
4
Integrator
4
1
origin
1
2
2
Clu ster S ize = 2
1
2
P roduc ers
3
2
3
Cus tom ers
S elfO rganizing
Allianc e
Agora
D is tributive
N etw ork
Control
Aggregation
A ggregat or
Value Chain
P roducer
Global Innovation Management
value integration
C ust
om er
P roducer
Hierarc hic al
Low
C ust
om er
P roducer
High
C ust
om er
e-Marketing Workout
1.
2.
3.
4.
5.
6.
Develop an e-Marketing
Business
Quiz to assess the dynamics of the customer experience with your chosen
product
For your chosen customer segment sketch the consumption chain (no more
than 4 critical links)
Identify the trigger events that precipitate customer movement from link to
link
Put in place procedures to alert you when the trigger is pulled (and plan
your response)
Study your attribute map for each significant link in the Consumption Chain
Build an e-Marketing business model for this product (tell the story of the
business model)
•
•
7.
•
•
How the Web Page interface and use might look
What customer market would use the Web Page and buy the product, and
why
How you would expect to commercialize the product
How the marketing will become profitable
Explain why it will be profitable (tie your model to costs and revenues)
Global Innovation Management
Consumption Chain Analysis
S elec tio n
S ear c h
O r d er an d
p u r c h as e
Aw ar en es s
o f n eed
D eliv er y
R ep air s an d
R etu r n s
P ay m en t
F in al d is p o s al
S er v ic e
F in an c in g
Us e
R ec eip t
S to r ag e an d
tr as p o r t
In s t a lla t io n
a n d A s s e mb ly
Global Innovation Management
Function of Consumption Chain
Analysis
• A complement to quizzing …
– And (perhaps) quizzing done from a different (more
graphical) perspective
• Consumption Chain Analysis
– Works from the premise that
• opportunities for new e-Marketing business models lurk at
every step and decision that your customers take
• From the time they first become aware of their need for your
product or service
• To the time thy finally dispose of the remnants of the used
up product
Global Innovation Management
Every Link in the
Consumption Chain has an
Attribute Map
• Energizers and Discriminators determine whether the customer
moves forward through the consumption chain, or leave for a
competitors product
Basic
Discriminator
Energizer
Positive
Nonnegotiable
Differentiator
Exciter
Negative
Tolerable
Dissatisfier
Enrager
Neutral
So What?
Parallel
Global Innovation Management
Ways of Describing Attributes
•
Common descriptive attributes are: substance, structure, color, shape,
texture, sound, taste, odor, space, and density.
•
Common process attributes are: marketing, manufacturing, selling,
function, and time.
•
Common social attributes are: responsibilities, politics, and taboos.
•
Common price attributes are: cost to manufacturer, wholesaler, retailer,
and consumer.
•
Common ecological attributes are: positive or negative impact on the
environment.
•
For example:
– The attributes of a pencil might be listed as: used for writing, yellow, lead,
eraser, sharp, hexagonal, has printing on it, and is cylindrical
Global Innovation Management
Process
• Quizzing with your teammates (discover the customer experience
with this business model and product)
• Possibly use a Mind Map to find the main feature sets
• Construct your consumers’ Consumption Chain
• Identifying the discriminators and energizers
• (Feature-Attribute Map) for the significant steps of the Consumption
Chain (4 maximum)
Global Innovation Management
Quizzing, CCA & Attribute
Maps
• At the end of this process
• You will have a clear idea of what you will need to
provide to be competitive in the market
• … of the components and architecture of a
successful product or service
• But you still won’t know where to get the capabilities
that allow you to offer a product with these components
and architecture
• Capabilities are the other half of your Business Model
Global Innovation Management
e-Marketing Workout
Develop an e-Marketing
Business
1.
Study your attribute map for each significant link in the
Consumption Chain
–
2.
Put in place procedures to alert you when the trigger is pulled (and plan
your response)
Build an e-Marketing business model for this product (tell the story
of the business model)
•
•
•
•
3.
How the Web Page interface and use might look
What customer market would use the Web Page and buy the
product, and why
How you would expect to commercialize the product
How the marketing will become profitable
Explain why it will be profitable (tie your model to costs and
revenues)
Global Innovation Management

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