Reichwald, Ralf / Piller, Frank

Von der Kundenorientierung zur Kundenintegration im Innovationsprozess
entrepreneurs invests tens of thousands of dollars, roll out quickly-built software tools (many of
them developed on top of open source piece parts), and rely on grass roots innovation and iterative
development to add functionality and gain traction. He offers a great little Web 2.0 Glossary
with terms like “mash-ups”-”Services created by mashing together two or more Web applications,”
and cites all the Google Map-based applications as a great example of the genre-and Ajax (asynchronous
Java Script and XML), RSS, and tagging.
Here’s what I see. Watching the buzz over the Web 2.0 phenomenon reminds me of the Web /
Internet / ecommerce / ebusiness buzz in 1998. Then, as now, there was a huge amount of hype.
Then, as now, people were combining a group of intersecting trends into a single exciting bucket.
Many companies had their first or second generation Web sites. Consumer ecommerce was the
big new thing. Disintermediation was all the rage. “Get big fast” was the prescription for early Webbased
businesses. Everyone was confused about the differences between ecommerce and ebusiness.
Upstart Netscape was all the rage. Microsoft was just waking up to the threat and possibilities
of the Internet. That was when I published Customers.com. The timing was perfect. That book
became a lightning rod. It cut through the hype and offered one simple prescription: Use the Web
to “make it easy for your customers to do business with you.”
Now, with a sense of deja vu, I’m looking at this current next generation of rich Internet client tools,
granular plug-in-and-use services, end-user tagging, blogging, Wikis, social networking, and massively
multiplayer gaming, and what do I see? I see customers co-designing their own products
and services. I see customers contributing and building upon each others’ content, designs, solutions,
and knowledge. I see customers rolling up their sleeves and redesigning our business processes
and business models. In this new “Design It Yourself” world, end customers have become
the innovators. They’re the designers of applications, the contributors of content, the customizers
of products and services, the promoters of ideas, the inventors of new business models, the builders
of entire ecosystems and the change agents for industries. What’s the real business driver in
Web 2.0? Use Web tools to unleash customer innovation to let your customers co-design your
business.
By the way, this DIY phenomenon isn’t a Web-only phenomenon. It’s much broader than that.
Customers all over the world are customizing their own cars (Scion), toys (Build-a-Bear), apparel
(Lands’ End), backpacks (Timbuk2, L.L. Bean). Customers are selecting and selling products
(Karmaloop). They’re co designing their own products (GE Labs, 3M, St. Gobain, National
Semiconductor). Our clients’ customers are co-designing business processes to support their ideal
scenarios (Symantec, Toro, Amazon, Sprint, Expedia). Customers are challenging business
models (music, publishing, entertainment) and reshaping industries (customized drugs, do-it-yourself
group travel, etc.). The pattern that I see is an amazing combination of “having it my way” and
sharing my designs and innovations with others. Customers build on each others’ inventions and
ideas. Customers start by solving their problems, and then share those solutions with others. They
create something that works for them-a playlist, a Podcast, a photo album, an itinerary, a restaurant
review-and offer it back to the community to build upon. As they do, they feel good about
making life better for everyone. Customer innovation is at the heart of the Web 2.0 phenomenon.
Neue Erfolgsfaktoren im Innovationsprozess
Das neue Verständnis von Open Innovation verlangt auch eine Erweiterung der klassischen
Erfolgsfaktoren von Innovation (siehe Beginn von Abschnitt 3.2.1). Dieser Ansatz
eines grenzüberschreitenden Innovationsprozesses verlangt vom Unternehmen wie
auch vom externen Partner (Kunde, Nutzer, Wettbewerber) Interaktionskompetenz.
Aufbauend auf die Prinzipien der interaktiven Wertschöpfung (siehe Abschnitt 2.4.1)
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3.2