技术创新管理第2讲.ppt

第2讲创新管理与战略分析,创新的风险与收益创新合作与战略联盟技术战略管理与典型的创新战略创新战略分析工具之一：产品生命周期创新战略分析工具之二：罗氏九方格法创新战略分析工具之三：技术路径图方法创新管理工具之一：产品平台与产品族方法创新管理工具之二：创新源与领先用户方法,技术创新的风险（1）,创新的不确定性(uncertainty)（1）市场不确定性-潜在需求信息的不完全性-市场拉动型创新面临的市场不确定性大大低于技术推动型创新（2）技术不确定性-产品原型与工程化/规模生产之间的差距-新技术与现行技术系统之间的不兼容性-制造成本问题SPBlake（1978）（1）大约40%的RM.UzumeriandS.Sanderson(1995):Wedefineamodeltobeaproductdesignthatdifferssufficientlyfromotherdesignsthatthemanufacturerassignsitadistinctivecommercialdesignation.Similarly,aproductfamilyisasetofmodelsthatagivenmanufacturermakesandconsiderstoberelated.,产品族与产品平台（2）,产品平台(productplatform/platformarchitecture)产品平台（productplatform）：被定义成“产品族的技术基础”aproductplatformisthephysicalimplementationofatechnicaldesignthatservesasthebasearchitectureforaseriesofderivativeproducts。Theplatformalsoembracesthemanufacturingtechnologiesandprocessesemployedinproduction(Meyer,Terzakian,andUtterback,1997)。“产品平台”指一系列产品所共有的产品设计和产品构件(MeyerandUtterback,1993)；产品平台（productplatform）：asetofsubsystemsandinterfaces(betweensubsystemsandtheexternalenvironment)thatformacommonstructurefromwhichastreamofderivativeproductscanbeefficientlydevelopedandproduced(MarcH.MeyerandRobertSeliger,1998)。Platformarchitecturesforsoftwarefirmsarealsoabusinessmodel,allowingforrapiddevelopmentofmarketshareandrevenue(MarcH.MeyerandRobertSeliger,1998).,产品族与产品平台（3）,产品族与产品平台概念的应用该概念不仅被运用于传统的产品，而且也被运用于软件产品(MeyerandLopez,1995)以及信息产品（MeyerandZack,1996）。那些生产无形产品（如软件和基于计算机的信息服务）的公司也可以运用产品族、产品平台和衍生产品的概念(MarcH.MeyerandRobertSeliger,1998)。Well-designedplatformforsoftwareproductscanprovidesubstantialRsuccessinoneisnotaguarantteeforachievingtheother.CASEIBMasystemintegratorinPCindustry:APPLE,技术领先者战略(technologicalpioneeringstrategy),AntecedentsandOutcomesofTechnologicalPioneering资料来源：ShakerA.Zahra,SarahNash,andDeborahJ.Bickford,Creatingacompetitiveadvantagefromtechnologicalpioneering,IEEEEMR,Spring1994,pp.76-85,RitscheapertoreachcustomersthroughtheWEBthanthroughcatalogs,whichareexpensivetoprintandmail,andalsocouldnotbecontinuallychanged;Awebtransactioncostshalfasmuchtoprocessasacatalogorder;forlargecontractcustomers,theauthorizationsystemeliminatespaperpurchaseorders,whichtypicallycostcorporationsanywherefrom$75to$200eachtogenerateandprocess.itismoreeasytoanalyzethecharacteristicsandtrendsincustomerspurchasingbehavior.,Barnes&Nobel-A,InordertocompetewithA,Barnes&Nobelestablishedacompletelyseparatedivision,B,whichultimatelyspunoffasastand-alonecompany.Bybreakingfreeoftheexistingorganization,theon-lineoutfitgainedmanyadvantage.Itwasableto:speedupitsdecisionmakingmaintainahighdegreeofflexibilitycreateanentrepreneurialcultureattractqualitymanagementtapintothevastpoolofcapitalavailabletoInternetstart-upsButdespitethosebenefits,Bhasstruggled.InJanuary2000,CEOJonathanBulkeleyresignedafteronlyayearonthejob.InFebruary,itsstockpricefelltoanall-timelowof7.5,downmorethan50%fromitsofferingpriceof18.,Dot-ComStrategy,Achievinglow-costdeliveryintheneweconomyrequiresthatcompaniescombinetheirtelecommunicationsandInternetinfrastructurewithaphysicallogisticsandserviceinfrastructure.EachtimeanAmazoncustomeraccessesthecompanyswebsite,theon-linebook-sellerprovidesrecommendationsbasednotonlyonthecustomerspreviouspurchasesbutalsoonthepurchasesofotherpeoplewhohaveboughtsimilarbooks.,FiveStepstoaDot-ComStrategy(1),STEP1:whatsyourstrategicvisionfortheDot-Comoperations?BuildoncurrentbusinessmodelcostleadershipenhancingservicesCreatenewbusinessmodel“newbusinessmodelsarethosethatoffer,onasustainedbasis,anorder-ofmagnitudeincreaseinvaluepropositionstothecustomerscomparedtocompanieswithtraditionalbusinessmodels”.CASE:Thebigfourinmusicmarketplace,Universal,BMG,WarnerEMI,andSony,nowcontrolabout80%ofindustrysales.ButMP3format()islikelytocreatemajordisruptionintheeconomiclandscape.AsmoreINTERNETsitssupportthedownloadingofmusicontomp3-compatibledevices,everymajorrecordlabelneedstorethinkitsbusinessmodels.Experimentwithscenarios,FiveStepstoaDot-ComStrategy(2),STEP2:Howtogovernthedot-combusiness?TwoendsofthegovernancecontinuumFIRST:decouplingdot-comoperationsandfinancesCONDITIONSThecompanyiswillingtoexplorenewbusinessmodelsapartfromtheconstraintsofcurrentoperationsthesubsidiaryorspin-offcanbecreatedwithoutbeingconstrainedbycurrenttechnologyandlegacyoperationsthecompanybestowsthesubsidiarywiththefreedomtoformalliances,raisecapital,andattractnewtalentsSECOND:morphingoldpracticesintonewonesthereisnomeaningfulwaytoseparatedigitalandphysicaloperationswithoutcreatingconfusioninthemindsofcustomersseniormanagementiscommittedtoembracingtheopportunitiesandchallengesoftheNETtoredefinethevaluepropositionaswellasaggressivelyreacttocompetitivemovestheentireorganizationcanbemobilizedtomigratetothedot-comworld,FiveStepstoaDot-ComStrategy(3),STEP2:Howtogovernthedot-combusiness?Financialleveragetransitionpathsissuingseparatestockthroughaninitialpublicoffering(IPO)ofthedot-comoperationsinfusionofexternalventurecapitalfundsRelationshipleveragetransitionpathinternalrestructuringallianceandpartnership,FiveStepstoaDot-ComStrategy(4),STEP3:Howdoyouallocateresourcesforthedot-combusiness?Awarforhuman,technological,andfinancialresourcesFIRST:placingstrategicbetsNIKEisbettingonsellingcustomizedshoesthroughNETSECOND:learninghowtoleverageyouralliancePEARSON,theUKsmediagiant,isformingastrategicrelationshipwithAOLTHIRD:outsourcingdot-comoperationsandmaintainingoperationalparity,FiveStepstoaDot-ComStrategy(5),STEP4:Whatstheoperatinginfrastructureofyourdot-combusiness?FIRST:attainingsuperiorfunctionality360-degreeinteractivevideotechnologySECOND:offeringpersonalizedinteractionsencourageeachvisitortoestablishaweb-basedpersonalidentitywithoutinvadingprivacy:MyYahoo!THIRD:streamliningtransactionsDELLalloweditscustomers