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Michelle GoodMan
barrierstoactiveandpassiveinnovation.pptxBarriers to active and passive innovation Student’s name: Institution: Date:
Case study summary
Apple company is regarded to be the most inventive and launched the apple watch in 2015. The firms CEO discovered the watch did not make the envisioned impacts as it recorded55% lower in sales in second quarter of 2016. The firms high tech watches were engineered to surpass traditional time keeping, by incorporating feature such as making calls, messaging, internet connectivity among other. The piece has covered resistance among other challenges associated with apple smart watches(Tania and Gaganpreet, 2018) .
Passive and active innovation
The two primary barriers to the passive and active innovation opposition include:
Produce specific and value barriers
Usage barriers
I believe the product specific and value barrier is the most significant. The product failure to meet financial capacities for targeted group of customers significantly diminished the clients intentions to utilize the product (jacobsen, 2016).
Innovation can be a team sport, but it remains an elitist sport in many organizations, reserved for R&D, the executive suite, or those with highly specialized skills. It's no surprise that many workers are fearful of it. They consider it to be the sole domain of geniuses and powerful people.
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First consumer segment: Ready to purchase consumers
The various consumer segments arising form the variation in resistance include:
Ready to purchase consumers:
The ready to purchase clients already have an idea of the new product while
They enquire on payment modes
Ask of guarantees and
Warranties
ready-to-purchase Consumers are buyers who have previously acquired information about a commodity. These customers have an idea of what they want, and the dealer must ensure that he understands their requirements. The other portion that results from a variety of resistance is a return customer. who are the company's bloodline and should be handled with the utmost respect. Since they were pleased the first time, it is the company's responsibility to ensure that they are satisfied again, if not better. Since it costs five times more to replace a loyal customer, these customers should be given the attention they deserve.
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Second consumer segment: Repeated customers
Repeated customers are those who are loyal to the firm and have utilized their products for long.
They have enough experience with the company products
The customers will always come back to purchase form the firm (jones, 2018)
Value of marketing for consumer-centric innovation
The values attached in marketing for the consumer –centric innovation include that:
Its establishes deeper relationship with the core clients
It will extend the number beyond the core and
Stretch to new realms of clients "customer experience strategy: building a customer experience organization," 2015).
Companies cannot effectively innovate and expand unless they invest consistently in consumer research and development. They must do so from both an offensive and defensive standpoint. The offensive strategy is divided into three phases: building a strong partnership with core customers, expanding the number of customers beyond the core, and finally expanding into new consumer realms.
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Application of the technique in other goods and amenities
I have withnessed the technique being applied in manufacturing companies and assembling industries whereby they take into account the following factors;
Customers reactions to their offerings
Ease of packaging and unpacking
Mobility of the products
Customer taste and preferences ("creative products," 2020)
Organizational top managers measure the consumer needs based on customer responses to the whole product. It turned out that convenience of packing and unpacking, as well as versatility, were much more essential than durability, style, or scale. Tumi designed luggage with easy-open zippers, flap-down zipper pockets, and a slew of other features to make packing and unpacking the bag as simple as possible. The company also devised ingenious ways for customers to move suits straight from the wardrobe to the bag or stack clothes on top of each other like they were in drawers.
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Conclusion
Customer who are the users of a product are most fundamental in the innovation process. Product value and prices must be matched for customers to be tuned towards purchasing it. Organizations should take into account changing tastes and preferences of customer in developed of customer centric products and marketing strategies and to enhance customer utility which will guarantee success of their innovation.
References
Creative products. (2020). Encyclopedia of Creativity, Invention, Innovation and Entrepreneurship, 506-506. doi:10.1007/978-3-319-15347-6_300293
Customer experience strategy: Building a customer experience organization. (2015). Customer-Centric Marketing, 71-84. doi:10.1002/9781119154785.ch06
Jacobsen, N. (2016). Die Apple watch Apple watch : Das erste neue Produkt in fünf Jahren. Das Apple-Imperium 2.0, 147-152. doi:10.1007/978-3-658-09548-2_32
Jones, D. (2018). Apple watch guide: The unofficial 2018 comprehensive guide to your Apple watch. Createspace Independent Publishing Platform.
Tania Bucic and Gaganpreet Singh. (2018). Apple watch: Managing innovation resistance. Retrieved from https://www.thecasecentre.org/educators/products/view?id=150530
Taylor, A. G. (2015). Operating the Apple watch. Get Fit with Apple Watch, 17-35. doi:10.1007/978-1-4842-1281-3_3
