Power point MBA 5101 - Assignment Research Writer

Instructions

Review the processes of invention and innovation. Then, select a new product that you have been introduced to in the past 12 months. You are encouraged to research this new product using outside sources. You can use the same company you have been researching, or pick a new one.

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You are to create a PowerPoint presentation about future inventions this new product could help to inspire and what innovations could be developed to enhance and improve this product. Analyze how these two areas could impact the company. Your PowerPoint presentation should include the following elements:

Slide 1: Title page
Slide 2: Description of the new product
Slide 3: Description of the importance of R&D to include lead users and market research
Slide 4: Discussion of appropriate structure and culture within the company necessary to support innovative ideas and products
Slide 5: Exploration of future inventions inspired by the product or analysis of future innovations of this product (Was this a successful invention leading to innovation?)
Slide 6: Prediction of product demand in five years
Slide 7: List of sources using APA guidelines

Please ensure that every slide has a title at the top explaining what the slide covers. To complete this assignment, a minimum of two reputable sources must be used, cited, and referenced. Add citations in proper APA format, use applicable pictures or graphics, use a slide template, and avoid wordy slides by focusing on bullet points. Remember, this is an academic presentation.

MBA 5101, Strategic Management and Business Policy 1

Course Learning Outcomes for Unit VIII

Upon completion of this unit, students should be able to:

1. Compare and contrast different strategic models.
1.1 Choose an appropriate structure and culture to support innovative ideas and products.

4. Analyze the processes for formulating corporate strategy.

4.1 Explain the importance of lead users and market research as sources of new ideas.

5. Evaluate methods that impact strategy implementation, such as staffing, directing, and organizing.
5.1 Assess the importance of product and process R&D for success within an industry.

Reading Assignment

In order to access the following resources, click the links below:

College of Business – CSU. (2016, January 12). MBA5101 Unit VIII lesson video [YouTube video]. Retrieved

from https://youtu.be/nvSmWApvFbE?list=PL08sf8iXqZn54RIuJs-skgp4omxG-UOu5

Click here to access a transcript of the video.

Processors Improve Profits with Benchmarking. (2011). Dairy Foods, 112(10), 10-12. Retrieved from

https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?
direct=true&db=bth&AN=67253161&site=ehost-live&scope=site

Shah, D., & Kleiner, B. H. (2011). Benchmarking for quality. Industrial Management, 53(2), 22-25. Retrieved

from
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.c
olumbiasouthern.edu/docview/1197690924?accountid=33337

Unit Lesson

Innovation is the key to a company’s sustained competitive advantage (Malone, 2009). In a world of intense
global competition, quickly improving or bringing new products to the market is more important than ever.
Most managers know this, but many also feel as though their performance needs to improve even though
they know the real challenge for strategic management is sustained innovation (Valikangas & Merlyn, 2002).
Developing a culture of innovation, adaptability, and flexibility is very important for a company. Several
technology-driven companies, such as Zappo’s, Google, Microsoft, and Amazon.com, incorporate innovation
into their daily processes. The process of kaizen, process improvement, was made famous by Japanese
automobile manufacturers.

UNIT VIII STUDY GUIDE

Product Innovation Management

https://online.columbiasouthern.edu/bbcswebdav/xid-76034825_1

https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=67253161&site=ehost-live&scope=site

https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.columbiasouthern.edu/docview/1197690924?accountid=33337

MBA 5101, Strategic Management and Business Policy 2

UNIT x STUDY GUIDE

Title

Innovative companies have some common characteristics.
According to Carl Roger’s famous book, Diffusion of
Innovations, positive attitude toward change, decentralized
decision-making, complexity, informal structure,
interconnectedness, organizational slack (unused resources),
large size, and system openness are all common
characteristics of innovative companies (Rogers, 1995). This
is not to suggest this list is comprehensive or applicable to
every company or organization, but this list does give some
ideas and insight into innovative companies.

Despite common belief, innovations and inventions are not
the same. An invention is a product that is unique in its form,
function, or formulation, making it patentable in many cases.
On the other hand, an innovation refers to the overall process
whereby an invention is transformed into a commercial
product that can be sold profitably (Crawford & Di Benedetto,
2008). Innovation can also be the creative use of an
invention, development of a version of an invention, or
change in function or synthesis of processes to obtain more

changes. An example would the microprocessor being an invention, but the personal home computer being
an innovation of the initial invention.

In new product management, organizations complete a cycle called diffusion of innovation. In this cycle, a
person or organization becomes aware of the existence of an innovation, makes a decision to try the
innovation, acquires the innovation, and then comes to a level of success with the innovation. If this level of
happiness is achieved, they chose to adopt or repeatedly use the innovation (Crawford & Di Benedetto,
2008). As time goes on, this cycle must be repeated due to competition of rival products and services. One
could consider the innovation of the Apple line of products, such as the home computer, the iPod, the iPhone,
and then the tablets. Now there are watches based on the same innovation cycle.

Many managers believe that new product management is a combination of art and science. The art is
essentially based on intuition, experience, hunch, or gut feeling. While debatable, many people see science
fiction writers as a great source of inspiration for a vision of future products. This can be seen in the writing
of Jules Verne, H. G. Wells, and Gene Roddenberry. These writers created a vision for future inventors
and innovators.

The science supports the art by using three tests critical to product innovation. The first test is the concept

test—to determine if the intended user really needs the proposed item. The second test used is the product
test—to see if the item developed actually meets the need. Finally, the market test is used to see if there
is an effective marketing plan. While many firms utilize these test methods, many firms do not follow
specific marketing techniques that were developed and tested for product innovation (Crawford & Di
Benedetto, 2008).

Managers have a challenge to maintain sustained performance over time. Yet, they recognize that products
mature and revenues decline. They also know that in order to replace those declining revenues, it is important
to have a regular and steady stream of new products to introduce into the marketplace. Adding to the
challenge, when the economy is good and profits are up, there is little interest in adding new products and
innovations. In difficult times, when the economy is poor, companies typically are not able to spend the
resources necessary to generate new products and innovations. In order to sustain growth, companies must
utilize their strengths to incorporate growth strategies when the market is positive (Robles, 2015). Growth can
take place with products, customer base, services, and new markets, both domestically and internationally.

Launching new growth businesses when the core units are strong requires a great deal of discipline and
strong leadership. It also requires caution for companies to analyze what will complement their business and
what may not. Those firms who have an active and disciplined planning process developed as a core
competency tend to reap the benefits. Through active SWOT analysis activities, internal and external
environmental scanning, and customer and stakeholder engagement, companies can manage in the present
while simultaneously preparing product innovations for the future.

Solar Junction, in partnership with NREL, has
developed solar cells that reach a record-breaking
44 percent efficiency— meaning that more than
40 percent of the sunlight is converted into
electrical energy. In this photo, an operator
inspects a photolithography tool used to
manufacture these solar cells (Solar Innovation, 2012).

MBA 5101, Strategic Management and Business Policy 3

UNIT x STUDY GUIDE
Title

An innovative strategy is a timed sequence of internally consistent and conditional resource allocation
decisions that are designed to fulfill an organization’s objectives. Implementation of an innovative strategy
requires a company to have the unique characteristics of an innovative company. The areas in which a firm
defines itself as innovative are through its implementation of three main components: risk taking, pro-
activeness, and persistent commitment to innovation (Adams, Bessant, & Phelps, 2006).

The leadership of an innovative company has consistently been shown to have a strong vision. In
implementing its strategy, senior leadership has shown itself to be flexible and tolerant. This is important
because as new ideas are generated in the course of continuous internal and external environmental
scanning, managers may find themselves at odds with resource allocation strategies identified in their initial
planning. An innovative company’s leadership will weigh the advantages of this new information or ideas
against the company vision and mission to determine if that resource allocation should be changed. They do
this in a manner in which managers do not feel threatened. All managers know they have their chance to be
heard, and that their ideas about new information will be seriously considered and sometimes implemented.

Again, in an innovative company, the chief executive sets the vision for the firm’s future. That vision is
translated and maintained throughout the company by senior leadership in functional managers enabling all
employees to understand and embrace that vision alongside the daily implementation of the strategic and
operational plans.

Managerial tolerance creates the right climate for the implementation stage of innovation where conflict
resolution might be necessary. Successful innovative companies manage to effectively balance their ability to
provide freedom to explore creative possibilities, but maintain sufficient control to manage innovation in an
efficient fashion (Adams et al., 2006).

Finally, once the company’s corporate performance is measured, top management can decide if it should
reformulate strategy, improve its implementation, or gather more information about its competition. This
process should be a consistent and routine event.

References

Adams, R., Bessant, J., & Phelps, R. (2006). Innovation management measurement: A review. International

Journal of Management Reviews, 8(1), 21-47.

Crawford, M., & Di Benedetto, A. (2008). New products management (9th ed.). New York, NY: McGraw

Hill/Irwin.

Malone, M. S. (2009, May). Which are the most valuable companies in the new economy? Forbes ASAP,

212-214.

Robles, E. (2015). How to identify disruptive new businesses. Review of Business & Finance Studies, 6(1),

121-130.

Rogers, E. M. (1995). Diffusion of innovations (4th ed.). New York, NY: The Free Press.

Solar Innovation. (2012). Solar innovation (8228992797) [Image]. Retrieved from

https://commons.wikimedia.org/wiki/ File:Solar_Innovation (8228992797)

Valikangas, L., & Merlyn, P. (2002). How market-based organization sustains organic innovation. Business

Strategy Review, 3(13), 3-6.

MBA 5101, Strategic Management and Business Policy 4

UNIT x STUDY GUIDE
Title

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