技术创新管理第2讲.ppt

1、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 S P Blake（

2、1978） （1）大约40%的R M. Uzumeri and S. Sanderson(1995): We define a model to be a product design that differs sufficiently from other designs that the manufacturer assigns it a distinctive commercial designation. Similarly, a product family is a set of models that a given manufacturer makes and consider

3、s to be related.,产品族与产品平台（2）,产品平台 (product platform/platform architecture) 产品平台（product platform）：被定义成“产品族的技术基础” a product platform is the physical implementation of a technical design that serves as the base architecture for a series of derivative products。The platform also embraces the manufacturi

4、ng technologies and processes employed in production (Meyer, Terzakian, and Utterback,1997)。 “产品平台”指一系列产品所共有的产品设计和产品构件(Meyer and Utterback,1993)； 产品平台（product platform）：a set of subsystems and interfaces (between subsystems and the external environment) that form a common structure from which a stre

5、am of derivative products can be efficiently developed and produced (Marc H. Meyer and Robert Seliger,1998)。Platform architectures for software firms are also a business model, allowing for rapid development of market share and revenue(Marc H. Meyer and Robert Seliger,1998).,产品族与产品平台（3）,产品族与产品平台概念的应

6、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(Meyer and Lopez,1995)以及信息产品（Meyer and Zack,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(Marc H. Meyer and Robert Seliger,1998)。 Well-designed platform for software products can provide substantial R success in one is not a guaranttee for achieving the other. CA

7、SE IBM a system integrator in PC industry: APPLE,技术领先者战略(technological pioneering strategy),Antecedents and Outcomes of Technological Pioneering 资料来源：Shaker A. Zahra, Sarah Nash, and Deborah J. Bickford, Creating a competitive advantage from technological pioneering, IEEE EMR, Spring 1994, pp.76-85,

8、R its cheaper to reach customers through the WEB than through catalogs, which are expensive to print and mail, and also could not be continually changed; A web transaction costs half as much to process as a catalog order; for large contract customers, the authorization system eliminates paper purcha

9、se orders, which typically cost corporations anywhere from $75 to $200 each to generate and process. it is more easy to analyze the characteristics and trends in customers purchasing behavior.,Barnes & Nobel - A,In order to compete with A, Barnes & Nobel established a completely separate division, B

10、arnesand , which ultimately spun off as a stand-alone company. By breaking free of the existing organization, the on-line outfit gained many advantage. It was able to: speed up its decision making maintain a high degree of flexibility create an entrepreneurial culture attract quality management tap

11、into the vast pool of capital available to Internet start-ups But despite those benefits, B has struggled. In January 2000, CEO Jonathan Bulkeley resigned after only a year on the job. In February, its stock price fell to an all-time low of 7.5, down more than 50% from its offering price of 18.,Dot-

12、Com Strategy,Achieving low-cost delivery in the new economy requires that companies combine their telecommunications and Internet infrastructure with a physical logistics and service infrastructure. Each time an Amazon customer accesses the companys website, the on-line book-seller provides recommen

13、dations based not only on the customers previous purchases but also on the purchases of other people who have bought similar books.,Five Steps to a Dot-Com Strategy (1),STEP 1: whats your strategic vision for the Dot-Com operations? Build on current business model cost leadership enhancing services

14、Create new business model “new business models are those that offer, on a sustained basis, an order-of magnitude increase in value propositions to the customers compared to companies with traditional business models”. CASE: The big four in music marketplace, Universal, BMG, Warner EMI, and Sony, now

15、 control about 80% of industry sales. But MP3 format () is likely to create major disruption in the economic landscape. As more INTERNET sits support the downloading of music onto mp3-compatible devices, every major record label needs to rethink its business models. Experiment with scenarios,Five St

16、eps to a Dot-Com Strategy (2),STEP 2:How to govern the dot-com business? Two ends of the governance continuum FIRST: decoupling dot-com operations and finances CONDITIONS The company is willing to explore new business models apart from the constraints of current operations the subsidiary or spin-off

17、 can be created without being constrained by current technology and legacy operations the company bestows the subsidiary with the freedom to form alliances, raise capital, and attract new talents SECOND: morphing old practices into new ones there is no meaningful way to separate digital and physical

18、 operations without creating confusion in the minds of customers senior management is committed to embracing the opportunities and challenges of the NET to redefine the value proposition as well as aggressively react to competitive moves the entire organization can be mobilized to migrate to the dot

19、-com world,Five Steps to a Dot-Com Strategy (3),STEP 2: How to govern the dot-com business? Financial leverage transition paths issuing separate stock through an initial public offering (IPO) of the dot-com operations infusion of external venture capital funds Relationship leverage transition path i

20、nternal restructuring alliance and partnership,Five Steps to a Dot-Com Strategy (4),STEP 3: How do you allocate resources for the dot-com business? A war for human, technological, and financial resources FIRST: placing strategic bets NIKE is betting on selling customized shoes through NET SECOND: learning how to leverage your alliance PEARSON, the UKs media giant, is forming a strategic relationship with AOL THIRD: outsourcing dot-com operations and maintaining operational parity,Five Steps to a Dot-Com Strategy (5),STEP 4: Wha