Strategic Innovation Framework - CATÓLICA-LISBON · 2. Strategic Innovation Framework. 2 ......

1

Atenção!!!!

Se esta mensagem aparece na impressão, é porque não seleccionou “Color” na opção “Color/Grayscale” do diálogo de impressão. Deve fazê -lo em todos os

documentos da innovagency.

Strategic Innovation Framework

Agenda

1. innovagency

2. Strategic Innovation Framework

2

3© innovagency 2007 | Confidential.

Why innovagency

“A new kind of innovation consulting”

We are an innovation consulting company

our aim is to build innovative experiences, creating differentiating

competitive advantages for our clients


We

Why innovagency


conceive implement

innovative business strategies

innovative products and

services

innovative interaction channels

&

3


• Disruptive innovation is focused on the identification of opportunities for the creation of new businesses that strengthen the corporate portfolio but may lie outside the company’ s core activities

disruptive

Why innovagency

Focus of innovation

• Incremental innovation is focused on the correct management of the optimization and segmentation vectors on a given time frame

incremental

segmentation

optim

izat

ion

+-

- +

-

+

time

+

evolutional

• Evolutional innovation focuses on the identification and exploration of new environments for portfolio extension based on incremental success factors

SHORTTERM

ENHANCE! OPTIMIZE!

FOCUS ON MAXIMIZING CUSTOMER VALUE

CREATE!

FOCUS ON NEW SOURCES OF VALUE

ENVISION!

FOCUS ON GROWTH

LONG

LOWERDISRUPTION

HIGHER


Why innovagency


4


research

define buildFROMIDEAS

TORETURN

ONIDEAS

ideate

Why innovagency

Innovation delivered

question measure

From ideas to reality, our end-to-end approach combines competencies in strategy, technology,

design and research, making our creativity consequent, implementation oriented and

return based.

strategy

technology

design


FROMIDEAS

TORETURN

ONIDEAS

IDE

AS

BU

SIN

ES

SD

ES

IGN

TEC

HN

ICA

LD

ES

IGN

Why innovagency

“From ideas to return on ideas”

End-to-end innovation projects

Trend research and idea and business concept generation

projects

Innovation projects –from ideas to a business plan

supported on market studies

Financial strategy and capital raising

Projects focused on the design and implementation of innovative service

formats for clients

define buildideatequestion measure

5

Agenda

1. innovagency

2. Strategic Innovation Framework


“ [Today innovation] is about reinventing business processes and building entirely new markets that meet untapped customer needs. Most important, as the Internet and globalization widen the pool of new ideas, it's about selecting and executing the right ideas and bringing them to market in record time.”

Business Week, Special report on innovation, April 2006

“A commonly used definition is: ‘Innovation is the commercially successful exploitation of ideas’. This definition associates innovation with a tangible outcome.”Design Council, About Innovation

6



What is innovation for us ?

How do we help companies innovate ?

What are the main teachings regarding our approach?



(Strategic)

INNOVATION

7



For us, innovation starts with the consumer / costumer… it is Costumer Centric

Ideate, Design & Build new business models, new products and services that sustainably meet the

consumer’s needs

Help organizations build entire new markets…


• Oriented to innovating business based on consumer knowledge – behaviour, needs, all existing “moments of truth”, relationship with the brand and the company’s values, value for the business

• Not supported on limited leverage perspectives of internal company competences

• Not benchmarking driven… rather actively seeking for “Blue Oceans”

• Not carried out with limited views on the company’s current acting domain, respecting broader visions of “need satisfaction” and application of “share of wallet” and share of mind” concepts

• Focused on medium / long term value creation, from a continuous relationship perspective (long lasting vs. one time optimisation) in which transactional realities are as important and those of the experience and brand-related values


Costumer Centric Innovation…

8



Innovation should be approached as an integrated exercise, analysing the interaction between business model, offering, channel and the customer…

Innovation for sustainable

growth

Relationship channel

innovation

Business model Offering

Channel

Product innovation

Marketing innovation

Customer segments



…Innovation must comply with relevance criteria for the entities that carry it out…

Relevant for the customer

Aligned with strategic goals

Profitable… not just futurology

Sustainable… not just a marketing teaser

Management exercise,

with strong marketing

involvement

9



… and therefore evolves towards the detailed implementation of sustainable business models as the final output

Value proposition Value chain

Strategic vision Competences, organisation and processes

Benefits to be delivered to customers, and why they are relevant: positioning, products, commercial speech, pricing, relationship contexts, customer relationship processes

Product structuring, and analysis of relevance and competitive positioning, as well as strategic fit when faced with goals.

Global industry framework, with the definition of the mission to be followed

Differentiation context when faced with competing players, for customers’ base and complementary needs

Placing the concept within the global company strategic framework

Relationship models with suppliers, business partners, strategic partners, institutional clients.

Relationship model with partners and counterparts that will ensure the business is sustainable.

Assets and infra-structures, differentiating competences and key processes necessary for bringing the business concept to life.

Can include, as an example, Brand, Processes, Information Systems, CRM, Partnership Management, etc.

Innovative Business Concept

“Financial” model

Model through which the concept will create value, and estimation of potential gains (by customer and for the entire project)).

The product’s elements should reflect the business’ economics: stimulating behaviour and building alliances that make sense from an economic point of view.






10


Iterative solution defining process

One of the defining characteristics of the solution definition process is an understanding of the nature of the iterative process between the elements that sustain the solution definition

What may seem one thing initially may turn out to be something different at the

end...abstraction

definition

trends

company

consumer


We find that the process of strategic innovation is normally an interactive process of refinement.



innovagency has a methodology for the promotion of innovation…

Explore, Question

Strategic Definition and

Value Proposition

Strategic O

bjectives

Idea Generation

Approval C

riteria

Innovation Marketing Plan

Implementation and

Controlled Deployment

Hand-off

Concept Design and Elaboration

Tests / Experimentation

Strategic Base Vision Value Propositions

Opportunity mapping Roadmap definition

Concept Design

Concept development

Specification

11



…that needs to adapt to its clients global innovation and decision processesIn

nova

tion

Age

nda,

for

segm

ent A

Roll- out

Products / Services /

Businesses / Processes

Framework – businesses, key competences, strategy, resources, partners, clients, competitors, …

Rol

l Out

Eva

luat

ion

Culture, competences and

people

Policies and financing

instruments

Organisation and Governance

Knowledge Interfaces

Metrics

Communication (Internal and External)

Team, Methodology, Tools; Intellectual Capital, Competences, Budget

Process / Pipeline Management

Fro

m I

dea

s…

…to

ret

urn

on

id

eas

Explore, Question

Strategic Definition and

Value Proposition

Strategic O

bjectives

Idea Generation

Approval C

riteria

Innovation Marketing Plan

Implementation and

Controlled Deployment

Ha

nd

-off

Concept Design and Elaboration

Tests / Experimentatio

n

Strategic Base Vision Value Propositions

Opportunity mapping Roadmap definition

Concept Design

Concept development

Specification


Concrete innovation initiatives

Designing processes that lead to Innovation


We work with the client on concrete innovation initiatives, rega rding processed and content.

Content– Included -

We work with the client:

• Structuring base information

• Generating ideas and business concepts

• Detailing and designing the business model

• Evaluation of viability

• Prototyping, testing and fine-tuning

“Charging” innovation process design

12


Implementation-Driven

Recommendation-Driven


We are implementation driven, and feel proud to keep close to the client “outside PowerPoint”.

We are focused in implementation, and feel comfortable being evaluated through results:

• Committed to support implementation phases

• Competences for major “pain points”

• Capacity for quick visualisation and testing

• Success-based pricing and working models

We are focused in the long-term, and in the success of our clients.

The deliverable is the presentation.

• Focus on storyline and supporting facts

• “Closed” and firm recommendations

• Implementation is another workstream



We balance the creativity for new solutions with analytical rigour and fact-based analysis to gain insight of existing clients base

Creativity AnalyticalRigour

Conjugation of fact-based analytical rigour with

creative attitude: new ideas to solve business problems.

No trade-offs – base creativity in solid analytical facts.

13



Further more, innovagency…

Visualizes quickly Takes Decision in Uncertainty Contexts

Tests and Revises Financials

Along the Process

Leads BusinessSetup

Works closely with the client within its internal decision processes – not a black-box.

We rely on quick visualisation to get everyone on the same page.

When information is scarce (and time is money), a balance is needed between fact-gathering and gut decisions.

Ability to test and correct continuously along the process

Take a leading role through multidisciplinary team during interim management.


innovagency is an innovation accelerator and gatekeeper

Provocative Orchestrator Feeder Counsellor

Posting challenges and stimulating different areas’ involvement in innovation related activities

Opening new perspectives

Coordinating efforts among diverse company areas, and defining global strategy

Aligning organisation efforts

Documenter

Ensuring / facilitating access to resources for the innovation process (intellectual capital, people, partners, budget, etc.)

Feeding innovation processes

Supporting the opportunity filtering and selection process, culminating in aiding the Go decision.

Supporting decisions

Accompanying and reporting the overall status and evolution of the innovation process, accounting for investments and the intiatives’ return.

Documentation of efforts and results


In this context, we see ourselves as an innovation accelerator.

14



Based on the client and their needs, innovagency’s directed exploration and creativity has best in class results in business model structuring…

Costumer Centric InnovationKey Methodology Principles

Design Thinking Framework

Trendwatching

Customer, enabling tech, business models

Customer Knowledge & Marketing Sciences

Business Focus

Speculation, Exploration and Creativity

Best in ClassResults

(& deliverables)

Quick Test & Prototypes

• New business models• New products/ services• New channels

Business case



In order to innovate, a strategic base vision is a key starting point for the concept design process.

Abstract, Inspire & Build Strategic Vision

Derive Value Propositions

Specify, Test, Fine-tune and Implement

• Internal analysis

• Trendwatching

• Innovation Enablers

• Value drivers

• Strategic business vision

• Positioning vectors

• Value propositions

• Prototype

• First competitiveness evaluation

• Market tests

• Business Plan

• Approval

• Implementation

Conquering obstacles…

Idea Generation

Decision M

aking

15



Examples of processes and interim results

“The Mini USA site …captures more than 60 qualified leads per month per dealer (79% of all leads generated),

proving it to be an effective demand -generation tool.”

From pre-defined products to products defined by the customer

Internal analysis

Strategic Vision / competitive map

Trends

Identification of value propositionsSegment One Segment Two

Suspendisse lobortisestnon sapien. Cum sociisnatoque

penatibuset magnis disparturient montes , nasceturridiculus mus. Morbiiaculis

dolornonummyneque.

Vestibulum consequat , tortorin pharetraconvallis , sapienleoeleifendligula, ac fringilla

enim ipsum eleifendnisi. Crasultriciesultricies sapien.

New digital capabilities

Loremipsumdolorsit amet ,

consectetueradipiscingelit. Sed

hendrerit, purusvitae dapibus

euismod .

Maecenas ultricies . Aeneanpede . Lorem ipsum dolorsit

amet, consectetueradipiscingelit. Pellentesque

ornareorcinec lacus.

Enthusiasts: cogito ergo sum

Analysis of Potential Digital Business Segments in Current CompanyClients

Internet users that visited site

Non- Internet Users

Internet users, not yet site users

Subscribers :?

?%

?%

?%

My Service

Shop?

?

? %

?%?

?

eBay did this this and that

AC Nielsen the same

Siemens performed increases in productivity

Skype was bought by competitor

Google is another exampleLouis Vuitton is another and

TNT is another one

Warner Music is media company

Luso is water company

UPS is logistics company

Company A

Simulaç ão (cr édito e impostos)ImpostosServi ços: Obras e Mudan ça s

Ges tão de anú nc iosL i g aç ã o c o m o c ré dito habitaç ão (homebanking)

Apenas produtos em

destaque

VendaCompraArrendamento

Arrendamento para fé riasTrespasse/cedência

Consult ório do Lar Repara ções

S e g u r a nç a Design

D o mó tica

CompraArrendamento

Trespasse

Imoguia – software de gestão para agentes imobiliá rios

Venda

Arrendamento

VendaArrendamento

Cedência de posiçã oTrespasse

T i m e- sharingEstadiaEmpreendimentos

VendaArrendamento

Trespasse Empreendimentos

Tipos de imó veis anunciados

Shopping

Estat ísticasAler tas

Pesquisas tem á ticasL i g aç ão directa a sistemas de

Consult ório jur ídicoDecora çã o

M u d a nç as

Ferramentas e outros conte úd o sInformaç ões de Apoio

Serv iços para o lar

Servi ços Financeiros

Área para mediadores

Pesquisa

Simulaç ão (cr édito e impostos)ImpostosServi ços: Obras e Mudan ça s

Ges tão de anú nc iosL i g aç ã o c o m o c ré dito habitaç ão (homebanking)

Apenas produtos em

destaque

VendaCompraArrendamento

Arrendamento para fé riasTrespasse/cedência

Consult ório do Lar Repara ções

S e g u r a nç a Design

D o mó tica

CompraArrendamento

Trespasse

Imoguia – software de gestão para agentes imobiliá rios

Venda

Arrendamento

VendaArrendamento

Cedência de posiçã oTrespasse

T i m e- sharingEstadiaEmpreendimentos

VendaArrendamento

Trespasse Empreendimentos

Tipos de imó veis anunciados

Shopping

Estat ísticasAler tas

Pesquisas tem á ticasL i g aç ão directa a sistemas de

Consult ório jur ídicoDecora çã o

M u d a nç as

Ferramentas e outros conte úd o sInformaç ões de Apoio

Serv iços para o lar

Servi ços Financeiros

Área para mediadores

Pesquisa

ü

ü

ü

ü ü

ü

ü

ü

ü

ü

ü

ü

ü

ü

ü

ü

ü

ü

ü ü ü üü

ü

Yes;

50%No; 44%

N/A; 6%

If offeredthis service, would you consider changing your telecommunications plan?

Would you be willing to pay for this service?

Service that allows customers to access complete songs using their mobile handset or the internet. Songs can be “cast ”so that friends can stream them on their handset.News, recommendations, merchandising and the ordering of CDs are all accessible to customers who subscribe to this service

Yes ; 3 1 %

No;

5 9 %

N/A ; 9%

3

10586

25

5

N/A (0) Not VeryInteresting (1)

Interesting (2) VeryInteresting (3)

Excellent (4)

Average

How would you rate this service’ s level of interest?

‘High-level’ functional definition

Main page prototyping

Quick evaluation of interest

If necessary, concrete use case elaboration

Hears a new song on the radio and

likes it – downloads It through the server

The song is now accessible via mobile phone or PC

Takes a photo with

phone and sends it to storage.

Downloads a videocall with a client

that had been stored, to confirm certain conditions in the new

contract

SMS: N e w appointment –

meeting with XYZ 15/10/05, 15h.

Receives an alert to a new meeting

scheduled in organiser

Synchronization of

organiser, contacts and files before the

weekend

Upload of a presentation to a file -sharing area

used by the company he works

for

Monday Tuesday Wednesday Thursday Friday Saturday Sunday

Name: João Silva

Age: 38

Occupation: auditorService: Company A’s Entrepreneurial Services

and Company Web (information storage)

Use cases

33© Innovagency 2005 – Confidencial.

First Business Propositions: … Web

Selling Pitch

Key Features

•Historic archiveof all data stored on mobile phone,

Vodafone servers and even desktop storage: SMS, MMS, organiser, contacts, e-mail, files, music, video,

pictures…

•Access to information archive servicesthrough the Vodafone mobile network or via the internet

•Access to virtual telecommunications services

through a virtual Vodafone number and any device that is connected to the internet

•Incoming and outgoing online communications:

voice, SMS, MMS, videocalling, e - mail (Vodafone e -mail account), fax…

•Online accountwhere customers can manage their account and services, pay for services, top- up, access customer support, access their Clube Viva

membership account…

“… Web – use services (voice, SMS, MMS…) with ease and comfort on your

PC. Store your

communications – SMS , MMS and videocalls –

and information – music, pictures, contacts and

files – online and access or share them anytime,

anywhere ”

Selling Pitch

• Customers are able to use the same provider for online and offline communications

• Customers become much less reliant on mobile phones and much more reliant on their mobile services provider

• Reliable and easily accessible data storage –imagine wanting to re-read the first SMS you got from the girl you ended up marrying 10 years later and being able to access it no matter where you are

• Unification of a series of communications and archiving services by one single provider in a single account

Virtual Communications

Archive

Photograph Services

VFN Web

• It is not desirable to promote communication via the internet

• Telecommunications customers must have a handset and a sim card

Inverted Orthodoxies

Actual / Future CompetitionWhy is this value proposition

different and competitive?

Competitive analysis: why is it different

Turismo

Habinet.com(proposto)

Shopping

Cat ál o g o Habita ç ão

• Por Categoria

• Por Loja

Carrinhos Compras

Ferramentas

• Simulador

• Guia do Shopping

• Pedido de Contacto

I móveis

• Turismo Rural

• Casas para fé rias

• Informa ç ões

Empreendimentos

Ferramentas

• Simulador

• Guia do Imó v e l• Informaç ões

Ú teis• Seguros

• Es ta tís t i c a s• 1st Time Buyer’s

Guide

• Consultó rio Jurí dico

• Profissionais• Software

Apoio

• Pedido de Contacto

• Inserir imó v e l

Pesquisar Imó vel

•Pesquisas:

• Pesquisa r áp i d a

• Pesquisas tem á ticas

• Pesquisa a v a n çada

• Pesquisas guardadas

• P o r d a t a

•Ficha de Imóvel

•Ficha de contacto

O Habinet

Quem Somos

Contactos

Entidades Associadas

O M e u Habinet

Login

Registo

Alertas

Favoritos

Links

Internos

• Montepio Geral

• Net 24

Externos

• Rede Expressos

• Livraria Esperan ça

• Coface Mope

• Bimotor DJ

N o tí cias

Destaques

N o tícias e Produtos MG

Mercados

Serviços

I n f o r m aç ão

Consultó rio do Lar

•Decora çã o

•Checklists para servi ço s

Pesquisa no Site

Mapa do Site

Mediadores

Outros Catá logos

• Por Categoria

• Por Loja

Cat álogo de

Servi ço s

•L is tagem categorizada de servi ço s

•Ficha de serviço

•Ficha de contacto

• Not ícias Financeiras

• Mercado Financeiro

• Mercado de Imó veis

•Propriedade da S e m a n a

•Novos imóv e i s

Destaques

• NovidadesGestão de Venda

Classif icados

I móveis

Pesqu isa r Imóvel

Empreendimentos

Destaques

Descriç ão

Ferramentas

Mediadores

Gestão de Venda

Classificados

• Pesquisas:

• Pesquisa r ápida• Pesquisas

tem á ticas

• Pesquisa avanç a d a


• Por data

• Ficha de Imó v e l

• Ficha de contacto

Pesquisa Página de resultados Ficha de Imó v e l Pedido Contacto

Quando entra nesta á rea do site o utilizador encontra uma á rea dedicada essencialmente à procura de casa, encontrando também ferramentas de apoio ao processo de decisão e ainda uma s érie de recursos de apoio ao processo de compra em

s i .

Possibilidade de o utilizador pesquisar

dentro da base de dados do Habinet por

propriedades com

caracterí sticas por si definidas. Pode usar a

pesquisa simples ou refinar mais a sua

pesquisa atrav é s de uma pesquisa

avanç ada. Oferece ainda outras pesquisas,

no entanto estas encontram-se definidas

pelo Habinet, podendo o

utilizador apenas aceder-lhe atrav é s de

links

Devolve ao utilizador os resultados da sua

pesquisa, podendo este ordená -los por pre ç o,

zona ou tipologia.

Depois de escolhida uma propriedade o

utilizador passa para a ficha de imó vel. O

simulador merece

especial destaque aqui, uma vez que a

disponibiliza ç ão de uma boa ferramenta é uma

forma de o MG maximizar as

possibilidades de c r o s s-sellingdos seus

produtos atrav é s do Habinet..

Fo rmu lá rio de pedido de contacto a preencher

pelo utilizador relativamente a uma

propriedade que lhe

desperte o interesse.

Abstract, Inspire &Build Strategic Vision

Derive Value Propositions Specify, Test, Fine-tune and Implement



Therefore, the customer’s brand and consumption experience establish the domain for innovation

Division of the customer’s mind share (illustrative)

For each of the different aspects of the customer’s life there is an associated consumption component that takes a

certain share of wallet

Family life

Friends

Work

Food and drink

Sports

Vacation

Events

Hobbies

Media

Social causes

Leisure

Travel

Brand experience• Experiences associated to the brand in itself

(vs. experiences associated to the consumption of one of the brand’s products)

• Aspirational aspect – becoming a brand with which the customer can identify him/herself

Consumption experience• Acquired product / serviceand channel used

for the acquisition

• Becoming a product reference

Family life

Friends

Work

Food and drink

Sports

Vacation

Events

Hobbies

Media

Social causes

Leisure

Travel

Buying tickets for a summer

festival

Clubbing on a Saturday night

Buying a Product Red iPod Nano

Home shopping list

Weekly family dinner

Selection of travel agent for next ski

trip

Buying books, magazines,

DVDs, music, etc.

Exa

mp

le f

or

the

Fas

t Mo

vin

g C

on

sum

er G

oo

ds

ind

ust

ry (

foo

d a

nd

bev

erag

e)

16



Examples of tools used for “design driven” innovation

Strategic Base Vision Value PropositionsTest, Fine-tune and

Implement

Customer Knowledge Tools

Quantification support

– Dimension of target segments

– Scenarios

– Trade-Offs

Illustrative: Question Card

Illustrative: Potential Market

Illustrative: Elasticity

Generate key metrics such as profitability analysis

RitaUniversity Student

PedroExecutive

John and Marie

Tourists

Example of a Use CaseTests AnalysisScenariosPersonas

Defining hypothetical customer personas, with personalities and motivations

Simulating service use contexts, for each persona

1. Testing use though prototypes and concepts

2. Analysing from the persona’s point of view

Measuring the project’s level of functional and operational adequateness to customer needsBalancing functionality and designTake -aways

Market studies

Identify and quantify the level of interest for each concept. Get factual data for decision making and business planning processes

Identify customer reaction to strategic alternative

Scenarios and Personas

Concept testing techniques in which the team places itself in the role of potential customers, using the service based on their expected and observed perspectives

Applied ethnography

Also recognised as industrial or consumption ethnography, it deals with the “invisible” observation of the consumer’s life scenarios, using non-intrusive techniques

Design by empathy

Design and concept testing techniques, in which the team places itself in the customer’s shoes, interacting with products in the first person and identifying un-expressed aspirations

Observation and analysis of results, to be reflected on the services’ fine design

– Finding out the motives for use– Responding to real, un-met needs

each case is a case observation levels “shadowing”

Analysis IdeationCaptureObservation

Clearly define who will be observed, who should observe and what should be observed

Register experiences, supported by the capture of film and photographic data

Exercises in the detection and identification of improvement opportunities. Repeat process if necessary

Simulation

Idea generation, based on what was captured and analysed. Interaction with customers and consumers



Examples of tools used for innovation

Strategic Base Vision Value PropositionTest, Fine-tune and

Implement

Disruptive Innovation

The search and early identification of disruptive ideas...is understood to be the fundamental grounds for the entire process

17





Implement

Consumer Knowledge

I aspire to a certain lifestyle, and want

my consumption to reflect that

Why should I pay more for the same

product?

I already have a number of products and services tailor made specifically

for me

I don’t like wasting my time

I know what I want

I want to help make the world a better

place

I want to be able to communicate with

my friends and meet new people

I already know and like certain things –nothing will change

my opinion





Implement

Technology Market

SocietyMarket & Economy

Society & Culture

Technology & Science

Population ageing

Ecological products

Fitness

Mobility and travel

Work and

stress

Own brands Discount concepts

Easy to prepare

Easy to eat

Nutritional products

Evolution of vending concepts

Mobility and autonomy

Mechanization

Small appliances

New packaging

New flavors

Home technology

New market players

18





Implement

Market Analysis / TrendsExample for internet use

Search: for many, search and Google are the internet

Create/ watch videos: the best videos are spread from person to person

Participate: creating or consulting blogs, giving their opinion, leaving their comments

Communicate: telephone calls and IM

Community: create communities with friends and those they do not yet know

Listen: buy and listen to music through the internet

Buy: acquire products and services, locally or remotely

Use: save time through online tools, available from any computer

The Second Life world is 3D: users can create their character and live a parallel life. A virtual economy has been created, encompassing US $18 of virtual goods already traded

Buy at a discount, in several categories such as telecommunications and travel.

–Benefit from the efficiencies brought on by the internet

Associated to products or services, the use experience is important. Companies like Apple or A Vida é Bela are capitalizing on this movement using the online channel

What customers already do online… What customers are beginning to do online..

Nike ID – enables the creation of one of a kind shoes (colours, writing, …), built and ordered from the online store. Products cost $10 more than in the store.




Information Analysis

Quantitative Information

Qualitative Information

Internal Information

Unique customer

vision

&

Customer Value

Equation

The ability to develop and

maintain

Models

Analyses Insi

ghts

Segmentation

Behaviour & Value

Costumer KPI

Risk

Prospecting

Costumer Choice & Journey

Propensity

Next Best Offer

Elasticity

Churn

Seasonality/Trends

Fraud & Revenue Assurance

Campaign Models

illustrative


Implement

19




Meetings

Restricted session

Workshop

Working team discussion session, in a brainstorming session format.~5-10 participants

Workshop involving a widened number of participants, involving in-house collaborators (with diverse profiles), and ideally outside participants: partners/suppliers/ clients.~40 participants


Implement




Visualization of Value Proposition


Implement

20




Description of the Value Proposition

Hears a new song on the radio and

likes it – downloads

I t through the serverThe song is now

accessible via mobile phone or PC

Takes a photo with

phone and sends it to storage.

Downloads a videocall with a client

that had been stored,

to confirm certain conditions in the new

con t rac t

SMS: New

appointment –meeting with XYZ

15/10/05, 15h.

Receives an alert

to a new meeting scheduled in

organiser

Synchronization of

organiser, contacts and files before the

weekend

Upload of a presentation to a

file - sharing area used by the

company he works

f o r

Monday Tuesday Wednesday Thursday Friday Saturday Sunday

Name: João Silva

Age: 38

Occupation: auditor

Service: Company A’s Entrepreneurial Services and Company Web (information storage)

Example: Use Cases

Example: Value Proposition

Example: Competitive Radar

eBay did this this and thatAC Nielsen the same

Siemens performed increases in productivity

Skype was bought by competitorGoogle is another example

Louis Vuitton is another and

TNT is another one

Warner Music is media company

Luso is water companyUPS is logistics company

Company A

5 5© Innovagency 2005 – Strictlyconfidential.

Área de Serviço de Conveniência: Melhorar a vida quotidiana dos clientes

Áreas localizadas no interior das cidades (ex: Telheiras , Padre Cruz, AlvaladeXXI) ou em eixos viários de acesso às cidades com fluxos pendulares entre zonas residenciais e locais de trabalho (ex: Oeiras, Aeroporto)

F u nç ões chave:•Conveniência no abastecimento de combust ível porque disponível num percurso quotidiano ou de elevada proximidade

•Conveniência na realização de um conjunto de compras que se podem tornar quotidianas ou que se assumem uma perspectiva de urgência e conveniência com oferta alargada ou mesmo 24/7•Utiliza ç ão como espa ç o de comunidade/ entretenimento de uso permanente (de bairro)•Por ter um hor á rio alargado, pode enquadrar- se como entreposto de ligaçã o c o m s e r v iç os que têm h o rá rios de dia (ou que não estão tão pró x imos)

Principais Mó dulos:

Caf é

Retalho Alimentar

Produtos de Conveniência

Farmá cia

Papelaria / Tabacaria

Entreposto de Logística

Entretenimento

Ofertas de Terceiros

(Popup -Stores )

Vending Machine

O meu local do dia- a- dia, com preços justos

Conveniência

Client Segment A Client Segment B

Sophisticated Non -Sophisticated

Product D

Product E

Product C

Product B

Product A

Product D

Product E

Product C

Product B

Product A

Other Clients

Product B

Product E – Segment A

Product D – Segment AIntegrated Service –

Segment A

Online Channel

Product E – Segment B

Product D – Segment BMassifiedService

Onl ine Channel

Service

b y measure,

using these products

Portfolio of Services

Offl ine Channel

Product C

Sophisticated Non -Sophisticated

Example: Positioning

Insights & Trends• Integração de informação pessoal e conteúdos digitais detidos

• Emergência e sucesso de serviços de V o I P– Skype, GoogleTalk, IOL Talki

• Serviços de envio de sms online a custos reduzidos – Sapo

HeadlineAcesso a serviços da … e c o n t eúdos do telefone através da internet. O serviço materializa-se em duas funcionalidades que podem ser utilizadas separadamente ou de uma forma unificada

• Serviço Virtual …, sem materializa ção fí sica, cujo cliente se relaciona exclusivamente online com a …, sem a utilização de um cartão SIM ou equipamento - interacçã o v i a P C

Necessidades de Clientes Principais Caracterí sticas (Features) Benef ício para o Cliente

Segmentos de Clientes

Clientes com perfil digital,

Clientes de outras operadoras, nacionais ou estrangeiros, que queiram ter acesso ao serviço …

• Acesso a serviços Vodafone por parte de clientes que não têm possibilidade

de / não querem aderir a serviços f ísicos por serem clientes de outra operadora móvel

• Ter um reposit ório único de informa ção digital, acessí vel de

diversas plataformas e de diversos meios

• Acesso aos serviços de telecomunicações virtuaisatravés

de qualquer dispositivo com ligação àinternet

• Recepção de comunicações online:voz;sms; mms; ví deochamada; e -mail; fax

• Apoio a cliente exclusivamente online

• Acesso a toda a sua informa ção relevante remotamente em qualquer

local ou através de qualquer device

• Uso facilitado a partir do PC, usando metodologia semelhante a um IM para a vertente de cliente virtual

• O cliente deixa de estar dependente do seu handset para ter informa ção / efectuar comunicações

Digital Customer

Intimacy

Customer Support

ExclusivityCustomisation/

Personalisation

Price

Content

Rewards

Online Functionality


Implement




Business Planning

Media

Bilhetes

Electrónica

Vestuário

Recreação

Flores

Mercearia

C a s a

Turismo

0%

5%

10%

15%

20%

25%

30%

35%

15% 20% 25% 30% 35% 40% 45% 50%Crescimento Previsto (CAGR 2004-2009)

% d

o M

erca

do O

fflin

e (2

009)

Pacotes(excepto flores)

Ticketing

Vendedores Offline

Online Intensivo

Online com

o C

om

ple

me

nto

Electr ó nica

Electrónica Consumo• Sony• Pioneer• Samsung

• Ensitel• Radio Popular• TMN/Vodafone/

Optimus

Hardware• H P

• IBM• Solbishop• Vobis• Chip7

• Suprides• Inforlândia• BEEP• Triudus

Media

Software

• Fnac

• Sector Zero

Livros, M úsica, Videos/DVD

• Fnac

• Bertrand

• Mediabooks

• Webboom

• Byblos

• Revistas.sapo

• AssineJá

• Amazon.co.uk

Recrea ção

Brinquedos• Lego (int.)• Amazon.co.uk

Video Jogos

• Fnac• Vobis• Worten

Desporto

• FC Porto, Sporting, Benfica

• Sport Zone• Mega Sport• Econauta

Exemplo: Principais Lojas Online em PortugalMargem de Contribuição

por Produto Mercado A T r áfego

Servi ço s A

3.55 €

0.79 €

Custo MargemPre ç o

4,34 €

1.44 €

0.79 €A.2

0.65 €A.1

3.55 €

0.79 €

Custo MargemPre ç o

4,34 €

1.44 €

0.79 €A.2

0.65 €A.1

Logí stica

0.07 €0.30 €0.37 €Viagens

0.20 €

0.30 €

Cus to MargemPre ç o

0.25 €

0.37 €

0.05 €Bilhetes (armazenagem)

0.07 €Bilhetes (impressão)

0.07 €0.30 €0.37 €Viagens

0.20 €

0.30 €


0.25 €

0.37 €

0.05 €Bilhetes (armazenagem)

0.07 €Bilhetes (impressão)

0.20 €

0.52 €


0.20 € +

0.5%

0.42 €

0.5%C.2

- 0.10 €C.1

0.20 €

0.52 €


0.20 € +

0.5%

0.42 €

0.5%C.2

- 0.10 €C.1

Servi ço s C

Ano 1 Ano 2 Ano 3 Ano 4 Ano 5

Servi ç os A

A.1

101.764

294.554

435.273

896.009

1.209.544

A.2


Servi ç os A

A.1

101.764

294.554

435.273

896.009

1.209.544

A.2


Logí stica

651.842

1.605.355

2.024.523

3.743.117

4.679.901

Viagens

Bilhetes -

Impressões

Bilhetes –

Armazenagem


Logí stica

651.842

1.605.355

2.024.523

3.743.117

4.679.901

Viagens

Bilhetes -

Impressões

Bilhetes –

Armazenagem

ServiceA

• De um mercado total de venda antecipada de bilhetes com a dimensão de 255.146.618 € por ano em Portugal (2004), espera -se que 7% sejam vendidos online

• Isto representa um volume de vendas de 17.071 mil €, que assumindo um pre ç o mé dio de 7,88 € por bilhete indica 2.165.880 bilhetes vendidos num primeiro ano. Ao longo dos 5 anos espera - se que este valor suba para ~9 milhões de bilhetes vendidos online.

• A uma mé dia de 3 bilhetes por envio, estamos a falar de um total de mercado de ~ 700 mil envios num primeiro ano, subindo para 3 milhões no ano 5.

• Existem 8 operadores relevantes neste mercado, e assumindo que a sua quota de mercado é semelhante, considerou-se que consigam conquistar um desses operadores num primeiro momento, subindo para 3 no final do ano 5. Isto representa ~ 90 mil transportes no primeiro ano, subindo para ~1,1 milhões no final do 5 ºano.

ServiceB

• Existem 5 operadores relevantes no mercado de venda online de viagens, com um mé dia de ~ 17 mil viagens vendidas por ano (~4000 processos), num mercado total de ~46 milhões de euros(3% do mercado offline )

• Assumindo-se que conseguem capturar 1 operador num primeiro momento, subindo para 2 no inicio do 3 º ano, num total de 16.942 bilhetes operados pelos gerando 4.236 envios (1º ano), subindo para ~215 mil bilhetes com ~ 54 mil envios (5 º ano).

859

29,4

2 8

Custo do Equipamento

(5%) Canal de distribuiç ão

(5%) MarkupFA

328,4

588

112

PVP: €7 0 038,2%

Subsidia ção

4 2 0Custo do

Equipamento

(5%) Canal de distribuiç ã o

(5%) MarkupFA41

4 2 0

80I V A

PVP: €500

10%Subsidia ç ão

IVA

20

P D A Telemóvel

21

Segment Analysis and Targeting

Pricing Channels, Sourcing andPartners

ServiceA

ServiceB

Service A

Service B

Service D

Service F

Service G

Service H

Service J

CorePrioritary services to becommercialized

ComplementaryServicesServicesto increaseCore Service ’s loyaltyo rprofitablity

Accessories :Services necessaryfor e n d-t o-end valueproposition

ServiceC

Service I

Service E

Service Portfolio

• Associa ç ão representativa do sector de

com é rcio electró nico B2C dos quais os mais significativos são:

– Worten; Vobis.pt; BES; CGD; CaixaWeb; Chip7; Clix;

Continente Online; El Corte Inglês; Exit; GlobalShop; TMN;

MBNet; PMELink; Sapo.pt; ShoppingDirect; SomLivre.pt; TV

Cabo Interactiva; Unibanco; iol.pt; Impresa; Investec.net

• L a n çou recentemente uma iniciativa de certifica ç ão dos sites de comé rcio

electr ónico (selo de certificação), com o objectivo de aumentar a confian ç a dos

consumidores nos mesmos.

– Estão certificados os sites da

Chip7, El Corte Inglês e PME Link

• Em 2003, realizou uma campanha televisiva promovendo a realizaçã o d e

compras no comé rcio electró n i c o .

• E s tá disponível para equacionar iniciativas em conjunto com os CTT

• Entidade reguladora do comé rcio

electr ónico, com base no decreto -lei n ú mero 309/2001,

• Com efeito, a ANACOM assume, neste

domínio, um papel de relevo, tendo

sido designada entidade de supervisão central, com atribuiç ões em todas as

á reas a í reguladas, função que cumula com a de autoridade reguladora

nacional dos sectores das comunica ç ões electró nicas e dos

s e r v iç os postais.

• Neste contexto, recairão sobre a ANACOM, entre outras, novas funç ões

ao n ível da regulamentaç ão, supervisão, contencioso e informaç ão

resultantes da aplicaç ão da Directiva

2000/31/CE:

– obriga ções de informaç ão dos prestadores de serviç os da sociedade da informaç ão

– Condi ções de irresponsabilidade dos

prestadores intermedi ários de serviç os relativamente ao conteú do de informaç ão que tornam acess ível

– Comunica ções pub l i c i tá rias em rede e

o marketing directo

– Celebra ção de contratos por via electró n i c a

– Permissibilidade do funcionamento em linha de mecanismos extrajudiciais de

resolu ção de conflitos

• Entidade responsável pela

implementa ç ão de polí ticas governamentais na á rea da sociedade

da informação e governo electr ónico, sendo transversal a todos os

m i n i s té rios e dependendo directamente

da Presidência do Conselho de Minis t ros.

• Tem como competências:

– Inova ç ão, nomeadamente no que

respeita ao Programa Integrado

de Apoio à Inovação (PROINOV);

– Governo electró nico (e -government );

– Economia digital, nomeadamente no que respeita

ao recurso a transaçõ e s digitais;

– Cidadãos com necessidades especiais na sociedade da

informaç ão, nomeadamente no que respeita à Iniciativa Nacional

para os Cidadãos com Necessidades Especiais na

Sociedade da Informaçã o (ACESSO);

– Acesso generalizado à Internet, nomeadamente no que respeita

à sua ampla utilizaç ão pelos cidadãos.

Associações de Empresas

• Entidades que agrupam as diversas

empresas comerciais e industriais, podendo consistir num p ólo para

negocia ç ão de condiç ões facilitadas do s e r v iç o .

• Existem diversas entidades deste tipo, destacando - se:

– AEP: Associa ção Empresarial de

Portugal

– AIP: Associa ç ão Indú s t r i a l

Portuguesa

– ANJE: Associaç ão Nacional de

Jovens Empresár i o s

– CCP: Confederaç ão do Com é rcio

de Portugal

– CIP: Confedera ção da I ndú stria Portuguesa

• Todas estas entidades podem ser identificadas e contactadas através d o

site do ICEP: n e g óciosNet( www.portugalnews.pt/ negonet/ )

Valores em Euros 2001 2002 2003 2004 2005 2006

Prestação de serviços 620.043 670.574 890.586 968.577 1.049.936 1.134.781

Proveitos suplementares 0 6.484 0 0 0 0Total Receitas 620.043 677.059 890.586 968.577 1.049.936 1.134.781

Tx de crescimento 3,5% 9,2% 31,5% 8,8% 8,4% 8,1%

Custo das Mercadorias Vendidas 109.678 135.028 212.391 240.692 270.281 301.204Fornecimentos e serviços externos 180.432 195.296 251.462 264.447 279.108 294.324

Custos com pessoa l 220.982 223.736 250.155 271.787 281.365 291.280Amortizações 164.415 142.792 148.880 159.202 169.405 179.097

Outros custos e perdas operacionais 10.180 5.388 7 . 1 5 6 7.782 8.436 9.118Total de Custos 685.687 702.240 870.044 943.910 1.008.593 1.075.023

Resultados Operacionais (65.644) (25.181) 20.542 24.667 41.342 59.758

EBITDA 98.771 117.610 169.422 183.870 210.747 238.856

Margem EBITDA 15,9% 17,5% 19,0% 19,0% 20,1% 21,0%

Proveitos financeiros 1.205 6 2 5 7 68 7 4 8 0

Custos financeiros 73.271 59.827 54.047 49.202 42.766 34.579Resultados Financeiros (72.066) (59.765) (53.990) (49.134) (42.692) (34.498)

Proveitos e ganhos extraordinários 86.326 80.066 80.066 0 0 0

Custos e perdas extraordinárias 4.471 0 0 0 0 0Resultados Extraordinários 81.855 80.066 80.066 0 0 0

Resultado antes de Imposto (55.855) ( 4 . 8 8 0 ) 46.618 (24.466) ( 1 . 3 5 0 ) 25.260

Imposto sobre o rendimento 0 0 0 0 0 8.336

Resultado Líquido (55.855) ( 4 . 8 8 0 ) 46.618 (24.466) ( 1 . 3 5 0 ) 16.924

Income Statement

NPV decomposition(b y subproject)

2.039.395

1.769.965

298.432

183.663

399.584

2.729.528

1.961.510

0

500.000

1.000.000

1.500.000

2.000.000

2.500.000

3.000.000

3.500.000

4.000.000

4.500.000

5.000.000

Paco tes Bilhetes E s t a d o mCommerce Pagamentos Investimentos +Custos + Impostos

NPV

Sensitivity

Financials


Implement

21




Market Tests

Opinion Quantitative Quick TestsEthnography and

Customer Understanding

Close observation of the consumer in their daily interaction. getting into the customer’s shoes.

Asking the customer’s opinion on a specific topic (qualitative)

Study enabled by quantitative data related to adherence, pricing, etc.

Quick tests that may be realised through the alteration of the company’s products or the quick launch of restricted versions


Implement




Specification

IT Architecture

Functional Requirement

Turismo

Habinet.com(proposto)

Shopping

C a tá logo

Habitaç ã o

• Por Categoria

• Por Loja

Carrinhos Compras

Ferramentas

• Simulador

• Guia do Shopping

• Pedido de

Contacto

Im óveis

• Turismo Rural

• Casas para fé rias

• In fo rmaç ões

Empreendimentos

Ferramentas

• Simulador

• Guia do Imó vel

• Informações Út e i s

• Seguros

• Estatí sticas

• 1st Time Buyer’ s Guide

• Consult ório

Juríd i c o

• Profissionais

• Software Apoio

• Pedido de

Contacto

• Inserir imó vel

Pesquisar Imó vel

• Pesquisas:

• Pesquisa

r áp i d a

• Pesquisas temá ticas

• Pesquisa

avança d a


• Por data

• Ficha de Imó ve l


O Habinet

Quem Somos

Contactos

Entidades Associadas

O Meu Habinet

Login

Registo

Alertas

Favoritos

Links

Internos

• Montepio Geral

• N e t 2 4

Externos

• Rede Expressos

• Livraria Esperança

• Coface Mope

• Bimotor DJ

Not ícias

Destaques

Notícias e

Produtos MG

Mercados

Serviço s

Informaçã o

Consult ório do Lar

• Decora ç ão

• Checklists para servi ço s

Pesquisa no Site

Mapa do Site

Mediadores

Outros Cat á logos

• Por Categoria

• Por Loja

C a tá logo de S e r v iç os

• Listagem

categorizada de servi ço s

• Ficha de servi ço


• N o tícias Financeiras

• Mercado

Financeiro

• Mercado de I móv e i s

• Propriedade da Semana

• Novos imó veis

Destaques

• NovidadesGestão de Venda

Classificados

I m óveis

Pesquisar Imó vel

Empreendimentos

Destaques

Descri ção

Ferramentas

Mediadores

Gestão de Venda

Classificados

• Pesquisas:

• Pesquisa rá pida• Pesquisas

tem át i c a s

• Pesquisa a v a nç ada


• P o r d a t a

• F i c h a d e I mó v e l• Ficha de contacto

Pesquisa Página de resultados Ficha de Im óv e l Pedido Contacto

Quando entra nesta á rea do site o utilizador encontra uma á rea dedicada essencialmente àprocura de casa, encontrando também ferramentas de apoio ao processo de decisão e ainda uma s é rie de recursos de apoio ao processo de compra em si.

Possibilidade de o utilizador pesquisar dentro da base de dados do Habinet por propriedades com caracterí sticas por si definidas. Pode usar a pesquisa simples ou refinar mais a sua pesquisa através d e uma pesquisa avanç ada. Oferece ainda outras pesquisas, no entanto estas encontram-se definidas pelo Habinet, podendo o utilizador apenas aceder- lhe através d e links

Devolve ao utilizador os resultados da sua pesquisa, podendo este orden á- los por preç o, zona ou tipologia.

Depois de escolhida uma propriedade o utilizador passa para a ficha de im óvel. O simulador merece especial destaque aqui, uma vez que a disponibilização de uma boa ferramenta éuma forma de o MG maximizar as possibilidades de cross-sellingdos seus produtos através do Habinet..

Formulá rio de pedido de contacto a preencher pelo utilizador relativamente a uma propriedade que lhe desperte o interesse.

Potential Market

Elasticity

Process Description

Marketing e Divulgação

Relação com Fornecedores Opera çõ e s I TControlo

…

…

…

…

…

…

Gestão

Conteúdos

…

…

…

Comit éde controlo

…

… ServicingManagement (1)

Interno

Help Desk (1)…

…

…

Responsável da Estrutura

…

Outsourcing

Estrutura necessária de XX

Colaboradores

A d. Sistema

1 1

1 1

x Nú mero de recursos previstos FTE

Organizational Chart

PC

Infraestrutura

Te

lem

ó-v

eis

/

SM

S

PDA

/ O

utro

s

Dev

ices

Aplic

aç

ões

Qu

iosq

ue

s

Intr

an

et

Extra

net

Inte

rnet

Ge

stã

o d

e In

terf

ace

s

Autenticaç ã o Base de Dados Backup Monitorizaç ão e Helpdesk

Inteligência de Negócio

Controlo de

Gestão

Gestão

Financeira

Logística e

Aprovisionamento

Recursos

Humanos

S e r v iç os

Auxiliares

Gestão

Documental

Suporte a Serviços Gerais e de Apoio Geral

Gestão de

Utentes

Fluxos de

Utentes

Lista de

Tarefas

Gestão de

consumí veis

Módu los

espec íficos1 Agenda

Gestão Clínico - Administrativa

Processo Clí nico

Especialidades Clí nicas

Prescriç ão e Protocolos Triagem

Suporte Decisão

Liga ç ão a

Equipa -mento

Codifica ç ã o

Apoio àActividade Clí nicaC . S aú d e / Hospitais / Cuidados

Continuados

C. Atendimento SNS

Portais da Saú de e Cidadão

Cartão de Utente

SNS / ARS

Gestão do C

onhecimento

Colaboraç

ão

Me

ssag

ing

Bus de Comunicaç ão (EAI)

Form

ação (

eLearning)

…

Web Serv

ices

/ Integ

raç

ão

1 - Exemplo : Internamento, urgência , entre outros


Implement

22



Practical examples

Case Studies


FROMIDEAS

TORETURN

ONIDEAS

IDE

AS

BU

SIN

ES

SD

ES

IGN

TEC

HN

ICA

LD

ES

IGN





projects





formats for clients


23



Practical examples – “Ideias com Futuro”

Case study: innovation in retail

From trends….

Natural, organic and environmentally friendly products

ThreeSixty, in Hong-Kong, offers customers a wide range of choices in terms of fresh, natural and organic products, groceries and environmentally friendly domestic-cleaning ranges. The entire store (wherever possible) is built and decorated with environmentally friendly and recycled products. The company motto: ‘Change the World – One Bite at a Time’

Brand diversification

Diversification: from coffee brand to consumption experience in coffee houses with branded products

From and independent coffee-house to a worldwide brand, producing and selling its own branded products

Design as a component of the offering

“Bringing great design to every home is a big mission. That’s why we’ve brought together some of the biggest designer names to lend their talent (and vision). Our designers know how to create products you’ll love to live with, at low prices you can’t live without.”

http://www.target.com

Personalisation

Nike ID – enables the creation of one of a kind shoes (colours, writing, …), built and ordered from the online store. Products cost $10 more than in the store.

M&Ms with personalised messages, that can be uploaded to the service’s website.


Case study: innovation in retail

…to a concept..



24


From trends….

Low-Cost for long distancesThe Air Asia, Virgin and easyJet airlines are negotiating a global alliance for the establishment of low cost long range routes. Flights between the UK and Malaysia will be priced between €65 and €550. although low cost airlines traditionally focus on short and medium range flights, the companies’ success led to the application of the model to longer routes

Travel auctions

Online travel store and auction house, that allows for the comparison of products, offering tools for quick and easy travel planning

Low costs are enabled by a completely virtual operation

Telling a story / theme

With the resurgence of books and films in the “magic and enchantment” sphere, new opportunities arise for the creation of spaces organised to create memorable experiences based on a well told story, a strong theme, and strong graphic potential

Original experiences

A Vida é Bela – Portuguese company that specializes in Experience Marketing, aggregating a vast portfolio of original and aspirational experiences

Rotas do Vento – travel agency specialising in offering experiences that surpass airplane + hotel offerings

Case study: innovation in tourism




…to a concept…




25



…and another one.








26



Teachings for those who wish to participate in an innovation cha llenge

Understand the business and its clients

Be multidisciplinary

Be professional, rigorous and demanding

Involve a team: with different profiles

Be focused and conquer obstacles

Be creative, and consequent

Appendix

Innovagency Corporate Profile

27


Why innovagency


We are an innovation consulting company

our aim is to build innovative experiences, creating differentiating

competitive advantages for our clients


We

Why innovagency


conceive implement

innovative business strategies

innovative products and

services

innovative interaction channels

&

28


• Disruptive innovation is focused on the identification of opportunities for the creation of new businesses that strengthen the corporate portfolio but may lie outside the company’ s core activities

disruptive

Why innovagency

Focus of innovation

• Incremental innovation is focused on the correct management of the optimization and segmentation vectors on a given time frame

incremental

segmentation

optim

izat

ion

+-

- +

-

+

time

+

evolutional

• Evolutional innovation focuses on the identification and exploration of new environments for portfolio extension based on incremental success factors

SHORTTERM

ENHANCE! OPTIMIZE!

FOCUS ON MAXIMIZING CUSTOMER VALUE

CREATE!

FOCUS ON NEW SOURCES OF VALUE

ENVISION!

FOCUS ON GROWTH

LONG

LOWERDISRUPTION

HIGHER


Why innovagency


29


research

define buildFROMIDEAS

TORETURN

ONIDEAS

ideate

Why innovagency

Innovation delivered

question measure

From ideas to reality, our end-to-end approach combines competencies in strategy, technology,

design and research, making our creativity consequent, implementation oriented and

return based.

strategy

technology

design


FROMIDEAS

TORETURN

ONIDEAS

IDE

AS

BU

SIN

ES

SD

ES

IGN

TEC

HN

ICA

LD

ES

IGN

Why innovagency




projects





formats for clients


30


innovagency is proud to acknowledge that in 5 short years has worked with the top 50 companies in Portugal, with the most innovative and profitable companies in the Portuguese market, companies that are worldwide

recognised benchmarks in their sector.

2001 2002 2003 2004 2005 2006

innovagency

Over 100 clients have trusted innovagency’s abilities in 5 years


Why innovagency

The innovagency team (over 60 talented people)

Experience in the usage of key tools for effective and user centered design and innovation – trendwatching, applied ethnography, rapid prototyping, persona creation, etc.

Effective capacity to add value added content – supporting idea generation, concept creation and business planning

Cross-industries vision of innovation and hands-on participation in projects in partnership and with educational systems

Experience in management and coordination of large scale projects that require effective interaction with many different levels of the client organization

Multidisciplinary project team covering specific competences for every phase of the project accelerating the Process Test Cycle – strategy, marketing, corporate finance, design, management, marketing sciences, technology, communication and branding

Recognized as experienced in design, launching and management of business models, incorporating innovative services and products

Profound knowledge of the trends and evolution of the consumer in the Portuguese market

Strong vocation for implementation of new businesses and launching of innovative products and services, many times with client in-house management responsibilities

International outlook supported in partners with worldwide experience and a team that originates from many other countries

31


Why innovagency

Critical and differentiating factors

• Integrated offering encompassing professional services oriented towards innovation through competencies in strategy, technology and design / marketing

• End-to-end experience in innovation projects, from idea generation and development to designing differentiating strategies and the development, implementation and launch of new concepts and businesses

• Experience in implementation / execution projects , reinforcing the ability to be consequent and realistic in innovation initiatives

• Knowledge of several industries, a consequence of hundreds of projects developed with leading organisations in each activity sector

• Professionals with vast experience in innovation, in consulting and industry, at both a national and international level

• Experience in the co-operation with multi-disciplinary innovation partners(universities, companies, consumer and market study partners) and in the involvement in cooperation and knowledge networks within the innovation “ecosystem”, both nationally and internationally


innovagency

Over 100 clients have trusted innovagency’s abilities in 5 years

• José de Mello Saúde

• H. Fernando Fonseca

• Espírito Santo Saúde

• Hospitais Privados de Portugal

• EPS – Multicare

• Linha Cuidados Saúde

• Séniores

• Grupo JABA

• H. Santa Maria

Healthcare & Pharma

• VODAFONE

• TV CABO

• SIC

• RTP

• PT

• ONI Telecom

• Media Capital

• Valentimde Carvalho

Media & Telecom

• Lactogal

• Jerónimo Martins

• Central de Cervejase Bebidas

• MARL

• Makro

• McDonald’s

• Pepsi

• M&Ms

Retail e Fast Moving Consumer Goods

• EDP

• CP

• Brisa

• Galp Energia

• Galp Gás

• Via Verde Portugal

• CTT

Utilities

• Millennium BCP

• Banco Primus

• EPS Multicare

• Banco EspíritoSanto

• ESAF

• Crédito AgrícolaVida

• Credibom

• Banque Accord

• Sagres Seguros

• M&B Advisors (Spain)

Financial Services

• ACCESS

• Parque Expo

• Vieira de Almeida

• BBDO

• EURO RSCG

• DCE

• IDC

• MyBiz

Other Service Companies

• Portucel Soporcel

• EFACEC

• EURALCOM / SONAFI

• SOMAGUE

• Grupo José de Mello

• Grupo CUF (Química)

• CRT

Manufacturing Industries

• Blandy

• ITP

• Região de Turismo do Algarve

• ICEP

• Oceanário

• Pavilhão Atlântico

Tourism & Leisure

32


• API

• IAPMEI• ITP• IFT

• PRIME• ERSE

• IMMOPI• DGOTDU• Instituto do Ambiente / ICN

• Ministério Economia• Ministério Finanças

• Ministério Cultura• Secr. Estado Juventude

• Fundo Turismo

E-Government & Education

• Vale do Sousa Digital

• Almada Cidade Digital• Évora Digital• SMAS de Almada

• Rede Integradade Apoio ao Cidadão dos Açores

• Algarve Digital

• Instituto Superior Técnico

• Instituto Superior de Robótica (do IST)

• UniversidadeCatólica

• Instituto Superior de Psicologia

innovagency

The e-government arena has been a relevant field for innovation

Strategic Innovation Framework - CATÓLICA-LISBON · 2. Strategic Innovation Framework. 2 ......

Documents

Transcript of Strategic Innovation Framework - CATÓLICA-LISBON · 2. Strategic Innovation Framework. 2 ......