Sao paulo 12112012.pptx - Open Innovation Seminar

More documents

Recommendations

Info

12/11/12 MagIQ Curana magIQ - Fidlock GmbH Deutsch A new standard to fix what you need where HOME NEWS PRODUCTS APPLICATIONS COMPANY CONTACT you need it on your bike MagIQ 02/11/12 16:05 ApplicaEon: bags Stadthelm / ABUS Curana magIQ Sammies by Samsonite Salomon SAS Porsche Design Sport / Bag Porsche Design Sport / Boot Fastener: SNAP Application: Bike luggage system Manufacturer: Curana Product name: magIQ With the magIQ system, Curana has developed a solution for attaching items of luggage and accessories to bicycles at the place they are actually needed. The innovative bike luggage system thereby offers cyclists completely new possibilities for easy attachment and detachment of panniers, lights, air pumps, locks and flasks. Innovation based on Fidlock technology With product characteristics such as fast, secure attachment and detachment in addition to simple one-hand operation, the Fidlock SNAP fastener forms the core of the magIQ system. It has allowed Curana to develop a completely new and highly flexible "luggage concept" for bicycles that makes for an improved biking experience – in keeping with Fidlock's "Fun + Function" Principle. Find more information at: www.curana.com Secure attachment with a simple "snap" OI is relevant Application areas http://www.fidlock.com/en/applications/curana-magiq.html • Petrobras pumps crude oil from wells and produces Fitting The magIQ system from Curana allows you to secure luggage and biking accessories to the bicycle with a quick Material/colour "snap" – and to detach them again with ease. The clever "luggage concept" is based on the Fidlock SNAP male fix Other features and SNAP male retractable fastener as well as the Fidlock SNAP female pull and SNAP female push, which are highly secure and easy to use. Thanks to the proven Fidlock when your products Principle that combines are a magnetic fastener commodi-es with a Products mechanical snap fastener, items of luggage practically petro products (commodi-es) • Product innova-on is not a value driver • Effec-veness in oil well explora-on and extrac-on is a major value driver • Set up a collabora-ve innova-on ini-a-ve (ecosystem) with Schlumberger and others to advance their technology in order to find the best wells earlier than compe*tors and to extract those wells in ways not known today. Page 1 of 2 Broadening open innovaEon • Past – NDP / NBD as applica-on of OI – The firm is an innova-ng company (only hi-‐tech) – One on one (inside out and outside in) – OI is not related to a business model – Manage individual rela-ons • Future – All value drivers can be a reason to develop OI – The firm should not be an innovator, any company can be an ins-gator of OI – Involve a network of partners in an ecosystem – OI comes in indirectly through OBM – New role of ecosystem orchestrator – Need new management processes to make a ecosystem successful (N & S, 2010) – Co-‐innovator risk & technology adop-on risk ( Adner, 2012) 3 examples 2. Embed OI always in a firm’s strategy! • Printed Pringles at P&G • P&G wrote a public brief describing the technical problem to be solved and sent it out worldwide. A professor in Bologna had inherited a bakery. He had dabbled with the equipment and created an edible food dye that could be printed on cakes and cookies. P&G licensed the IP from him and launched Pringles Prints in eight months (compared to spending one year just discussing IP with the large company). Within one year, the new product grew P&G’s revenues 14%. (Larry Huston -‐ P&G) • Pringles’ sales total about $1.5 billion annually. • 14% = $ 210 million • P&Gs revenues 2011: $ 82.6 billion • Pringles sold to Kellogg in 2012 4
12/11/12 3 examples • Swiffer duster • UniCharm (Japan) had the technology and product but not the distribu-on power to sell the product worldwide • P&G had the distribu-on ower • Licensing deal to sell the Swiffer duster outside Japan 3 examples • DSM – Dutch performance chemicals company (8 bill euro revenues) – Open innova-on also in long term development of growth plavorms • Bio-‐based Products & Services • Biomedical Materials • Advanced Surfaces DSM’s targets EBAs at DSM IntegraEon of OI with business and corporate strategy • What is the value of OI examples for companies? • Start from a corporate growth strategy • What are the long term growth areas? • Which technologies do you need, and which are no longer crucial • How to get these new technologies / competencies. Who to partner with? • Define alliance targets and build the rela-onship – Different for LT growth through NBD or ST product improvements – Different types of partners – Different types of involvement and risk taking – Different teams and team members Open innova-on as part of the overall strategy execu-on Why Source; Adapted from Slowinsky & Sagal, 2010, RTM, September-‐October, 38-‐45 Want Find Stretch the ambiEon? Get Defining the targets. Which capabiliEes do we need to deliver the innova-ons? Manage Ideas Management in rela-on to defined needs ScouEng for capability providers Define business goals of alliance and likely alliance type. Approach & build deal quickly or separate Manage delivery incl. rela-onship. Project management 5
Page 1 and 2: 12/11/12 Open innova-on: The pa
Page 3: 12/11/12 Curana: B"Lite : Mudgu
Page 7 and 8: 12/11/12 IP policy: IAP - Generic

Sao paulo 12112012.pptx - Open Innovation Seminar

Create successful ePaper yourself

Delete template?

Save as template?