NAMA :Jaka Surya
NPM :
13210709
KELAS :
3EA14
MATA KULIAH :
Perilaku Konsumen #
DOSEN :
AMARILYS ANDARITIDYA
CONSUMER INNOVATIVENESS
Defining Customer
Innovation
I often get asked what I mean when I use the phrase
"Customer Innovation". Here's my explanation:
Customer innovation incorporates a number of emerging
concepts and practices that help organisations address the challenge of growth
in the age of the empowered and active customer (both business and consumer).
It demands new approaches to innovation and strategy-making that emphasise
rapid capability development, fast learning, ongoing experimentation and
greater levels of collaboration in value-creation. Customer innovation impacts
upon all the following activities, functions and disciplines:
1. Marketing
strategy and management
2. Brand strategy and management
3. Communications strategy
4. Customer experience design and
delivery
5. Customer relationship management
6. Customer service design and quality
management
7. Market-sensing and customer learning
8. Market and customer segmentation
9. Creativity and knowledge management
including market research
10.Partner and customer collaboration
11.Organisational alignment and purpose (values, behaviour and beliefs)
12.Innovation strategy and management
13.Innovation valuation, measurement and prioritisation
14.Strategy-making
For me customer innovation is not only an important
perspective on value-creation but a whole new strategy discipline that
organisations must embrace if they are to pursue growth successfully in the
future. Put another way, customer innovation impacts the fundamental means by
which value is created and growth sustained.
One of the difficulties I encounter when explaining the
concept is that the "Innovation" word is traditionally associated
with products and technology. There is a section in The Only Sustainable Edge by Hagel and Seely Brown that
eloquently defines Innovation from a much broader organisational and strategic
perspective:
We underscore the importance of innovation but we use the
term more broadly than do most executives. Executives usually think in terms of
product innovation as in generating the next wave of products that will
strengthen market position. But product-related change is only one part of the
innovation challenge. Innovation must involve capabilities; while it can occur
at the product and service level, it can also involve process innovation and
even business model innovation, such as uniquely recombining resources,
practices and processes to generate new revenue streams. For example, Wal-Mart
reinvented the retail business model by deploying a big-box retail format using
a sophisticated logistics network so that it could deliver goods to rural areas
at lower prices.
Innovation can also vary in scope, ranging from reactive
improvements to more fundamental breakthroughs... One of the biggest challenges
executives face is to know when and how to leap in capability innovation and
when to move rapidly along a more incremental path. Innovation, as we broadly
construe it, will reshape the very nature of the firm and relationships across
firms, leading to a very different business landscape.
Although Hagel and Seely Brown's book provides a great
analysis of capability-building and new innovation mechanisms at the edge of
organisations (through new dynamic forms of firm-firm collaboration) and
specialisation, their discussion largely omits the customer-firm colloboration,
open innovation perspective. But, from Hagel's most recent post and article in the Mckinsey Quarterly, this seems like it could be
the subject of their next book! Here is a quote from the article:
Cocreation is a powerful engine for innovation: instead
of limiting it to what companies can devise within their own borders, pull
systems throw the process open to many diverse participants, whose input can
take product and service offerings in unexpected directions that serve a much
broader range of needs. Instant-messaging networks, for instance, were
initially marketed to teens as a way to communicate more rapidly, but financial
traders, among many other people, now use them to gain an edge in rapidly
moving financial markets.
