innovating business - ebf conference lecture
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INNOVATING BUSINESS
BASTIAAN VAN DE WERK EBF CONFERENCE 2012 LECTURE
WHY INNOVATE?
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
WWXD?
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
HERE?
HERE!
› 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? BASTIAAN@VANDEWERK.NL | WWW.VANDEWERK.NL
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