技術創(chuàng)新管理第2講.ppt

1、第2講 創(chuàng)新管理與戰(zhàn)略分析,創(chuàng)新的風險與收益 創(chuàng)新合作與戰(zhàn)略聯盟 技術戰(zhàn)略管理與典型的創(chuàng)新戰(zhàn)略 創(chuàng)新戰(zhàn)略分析工具之一：產品生命周期 創(chuàng)新戰(zhàn)略分析工具之二：羅氏九方格法 創(chuàng)新戰(zhàn)略分析工具之三：技術路徑圖方法 創(chuàng)新管理工具之一：產品平臺與產品族方法 創(chuàng)新管理工具之二：創(chuàng)新源與領先用戶方法,技術創(chuàng)新的風險（1）,創(chuàng)新的不確定性 (uncertainty) （1）市場不確定性 - 潛在需求信息的不完全性 - 市場拉動型創(chuàng)新面臨的市場不確定性大大低于技術推動型創(chuàng)新 （2）技術不確定性 - 產品原型與工程化/規(guī)模生產之間的差距 - 新技術與現行技術系統(tǒng)之間的不兼容性 - 制造成本問題 S P Blake（

2、1978） （1）大約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.,產品族與產品平臺（2）,產品平臺 (product platform/platform architecture) 產品平臺（product platform）：被定義成“產品族的技術基礎” 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)。 “產品平臺”指一系列產品所共有的產品設計和產品構件(Meyer and Utterback,1993)； 產品平臺（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).,產品族與產品平臺（3）,產品族與產品平臺概念的應

6、用 該概念不僅被運用于傳統(tǒng)的產品，而且也被運用于軟件產品(Meyer and Lopez,1995)以及信息產品（Meyer and Zack,1996）。那些生產無形產品（如軟件和基于計算機的信息服務）的公司也可以運用產品族、產品平臺和衍生產品的概念(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,技術領先者戰(zhàn)略(technological pioneering strategy),Antecedents and Outcomes of Technological Pioneering 資料來源：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