sesi 3 inovasi

Sesi 3InovasiInovasi

Bahan Mata Kuliah EntrepreneurBahan Mata Kuliah EntrepreneurFakultas Teknik ArsitekturFakultas Teknik Arsitektur

Universitas Tarumanagara thn 2010 Universitas Tarumanagara thn 2010

InovasiKeberhasilan ekonomi berkat adanya pengenalan cara baru / kombinasi baru dari cara-cara lama dalam mentransformasi input menjadi output yang menghasilkan perubahan besar atau drastis dalam perbandingan antara nilai guna yang dipersepsikan oleh konsumen atas manfaat suatu produk dan harga yang ditetapkan produsen

Arnoud de Meyer & Sam Garg, 2005, Inspire to innovate

Pengertian Inovasi mengandung unsur ;Pengertian Inovasi mengandung unsur ;

• Cara baru• Transformasi input – output• Perubahan besar / drastis• Nilai guna terhadap konsumen

(Added Value to Customer), secara ekonomi dan sosial

• Keberhasilan ekonomi

JOSEPH SCHUMPETER - THE ‘GODFATHER’ OF INNOVATION STUDIES

The ‘godfather’ of this area of economic theory was Joseph Schumpeter who wrote extensively on the subject. He had a distinguished career as an economist and served as Minister for Finance in the Austrian Government. His argument was simple: entrepreneurs will seek to use technological innovation – a new product/service or a new process for making it – to get strategic advantage. For a while this may be the only example of the innovation so the entrepreneur can expect to make a lot of money – what Schumpeter calls ‘monopoly profits’. But of course other entrepreneurs will see what he has done and try to imitate it – with the result that other innovations emerge, and the resulting ‘swarm’ of new ideas chips away at the monopoly profits until an equilibrium is reached. At this point the cycle repeats itself – our original entrepreneur or someone else looks for the next innovation which will rewrite the rules of the game, and off we go again. Schumpeter talks of a process of ‘creative destruction’ where there is a constant search to create something new which simultaneously destroys the old rules and established new ones – all driven by the search for new sources of profits.20

In his view:[What counts is] competition from the new commodity, the new technology, the new source of supply, the new type of organization . . . competition which . . . strikes not at the margins of the profits and the outputs of the existing firms but at their foundations and their very lives.

ENTREPRENEUR ………….ENTREPRENEUR ………….

1. Proses Transformasi, Penciptaan atau Inovasi yg memiliki “NILAI TAMBAH”“NILAI TAMBAH”

2. Mampu mencium adanya “Peluang “Peluang Bisnis”Bisnis”

3. Mampu Mendayagunakan Sumber daya secara Efektif dan EfisienEfektif dan Efisien

4. Menanggung risikorisiko tertentu (keuangan, psikologi dan sosial)

5.5. Imbalan/timbalImbalan/timbal balik yang berlipat ganda (Financial, Independensi, Kepuasan pribadi)

Keunggulan Bersaing - Competitive AdvantageKeunggulan Bersaing - Competitive Advantage

• A competitive advantage is an advantage over competitors gained by offering consumers greater value, either by means of lower prices or by providing greater benefits and service that justifies higher prices.

Low Cost Leadership Differentiation

Cost Focus Differentiation Focus

Degree of Differentiationlow

high

high

Keunggulan Bersaing Menurut Porter

The Value Proposition/Preposisi NilaiThe Value Proposition/Preposisi Nilaisesuai Blue Ocean Strategysesuai Blue Ocean Strategy

• Value to CustomerHarga yang dibayar Konsumen

atas Value yang kita tawarkan

• Biaya harga untuk menghasilkan value

yang kita tawarkan ke konsumen

• ERRC™ERRC™ Tools Blue Ocean Strategy Tools Blue Ocean Strategy

mencakupmencakupErase, Reduce, Raise dan CreateErase, Reduce, Raise dan Create

Biaya

Value to Customer

VIVI

EraseErase

ReduceReduce

RaiseRaise

CreateCreate

VI = Value InnovationVI = Value InnovationA Cornerstone in Blue Ocean Strategy A Cornerstone in Blue Ocean Strategy FrameworkFrameworkW. Chan Kim and Rene´e Mauborgne, 2005

Keunggulan Bersaing (Competitive Advantage)Keunggulan Bersaing (Competitive Advantage)dalam konteks Entrepreneurshipdalam konteks Entrepreneurship

Innovative ProductsInnovative Products

Thirst Dome - Zaragoza The Aberystwyth Arts Centre in Wales

A house at Tokyo Japan

Innovative ArchitectureInnovative Architecture

Dimensi2 InovasiDimensi2 InovasiSumber Sumber

Penciptaan NilaiPenciptaan NilaiLensa IlmuLensa Ilmu Target/User Target/User

of Valueof ValueCreation ProcessCreation Process Value CaptureValue Capture

INDIVIDUINDIVIDU Psikologi, Perilaku Organisasi, Manajemen Manusia Karya

Konsumen, Klien, Organisasi

Penciptaan Pengetahuan, Pencarian (Search), Kemampuan, Motivasi, Pelatihan

Posisi dalam jejaring (Network Posistion) Pengalaman yang unik, Pengetahuan Tasit

ORGANISASIORGANISASI Manajemen Strategi, Teori Organisasi, Strategic People Management

Konsumen, Masyarakat

Invensi, Inovasi, R&D, Penciptaan Pengetahuan, Struktur dan Kondisi Sosial, Insentif, Seleksi dan Pelatihan

Sumber daya langka, “Core Competencies”

MASYARAKAT /MASYARAKAT /NEGARA NEGARA (SOCIETY)(SOCIETY)

Sosiologi, Ekonomi, Ekologi

Individu, Organisasi

Inovasi dan pemerintah menciptakan perusahaan baru, Kompetisi, Investasi Modal, Insentif, Hukum dan Peraturan

Kondisi Faktor/suplai, Kondisi permintaan, infrastruktur industri yg mendukung, strategi dan kompetisi

MANAGING INNOVATION

Innovation process follows five stages: (1)idea generation, (2)initial screening, (3)review, (4)Seeking sponsorship, and (5)Sponsorship and commercialization.

IDEA GENERATION. • Idea generation requires a supportive organizational culture. Ideas,

and the people who develop them, are fragile, and if the organization does not support them they will not develop. A supportive culture requires that the organization allow for experimentation and failure. In other words, not every idea will be commercially viable, but mistakes are to be learned from and learning should be celebrated. W.L. Gore is a company that celebrates learning and innovation. Each plant is kept small and everyone in the company is allowed to experiment with the products. In addition to the familiar GoreTex polymer coating, the company also manufactures products for the medical industry, NASA, and industrial use. The company operates internationally and holds hundreds of patents.

INITIAL SCREENING. • The screening process can be made easier by assigning a facilitator

from outside the organization who can help guide the initial idea through the organization's systems, as well as act as an advocate for the idea. At this stage the idea is evaluated and possibly revised before being sent on to a group to review for further development.

REVIEW.

• At this stage, the idea should be sufficiently developed to present to a group within the organization who will make a decision about funding further development. 3M has a long-standing process such as this. The Post-It notepads are probably the best-known illustration of the effectiveness of the process. Although no uses for the adhesive were initially found, the researcher was allowed to continue to spend time developing the product. The review process did not initially continue direct funding, but by allowing the researcher time, the company indirectly funded the development of a very successful product.

SEEKING SPONSORSHIP.

• In most organizations, an idea needs a sponsor to continue to move forward. The sponsor must be convinced of the value of the idea to the organization. Effective champions frequently are managers who know how to navigate the corporate structure for support and resources. In addition, they are effective at putting together a cross-functional team to help develop all aspects of the new idea. Both 3M and W.L. Gore have instituted systems that facilitate this process.

SPONSORSHIP AND COMMERCIALIZATION.

• At this stage the champion or sponsor takes the project forward through the final phases of corporate approval to commercialization. Many organizations, including Dow Corning, PepsiCo, 3M, and Black & Decker, spend a great deal of time interacting with customers at this stage. Customer input can help with final design issues, with searching out new uses for a product, and with simplifying processes. According to N. Radjou as quoted in Industrial Management, "Customers seek innovations that enhance their life cycle experience with a product—not the product-centric improvements in functionality and reliability that R & D engineers focus on." Utilizing consumer input can help companies focus their creativity on the products and improvements that will most satisfy consumer needs and wants.

4 Dimensi Inovasi (driver factor)4 Dimensi Inovasi (driver factor)

Dimension 1 Innovation for Optimization

The product or service that the company develops will stay the same, and innovation will focus on new ways to manufacture and deliver the offering to the market. New technologies, processes, and organizational structures may be introduced. Clear benchmarks for success exist, and the results can be tangibly measured with existing metrics. The consumer will not notice a difference in the product or service, but may share in the benefits of the innovation through cost savings and ease of access to the product or service. An example would be a new manufacturing technology that reduces production costs by 50%.

Dimension 2 Innovation for Improvement.

The goal is to improve the existing offerings themselves. It may be that the product becomes easier to use, or new technologies will enable enhanced functionality. In this dimension, success criteria may not exist already, and can be derived by learning directly from the market. It may involve learning what pain points the consumer has with existing products, or uncovering new uses that an upgrade can deliver. An example would be the addition of calcium to an orange juice product.

Dimension 3Innovation for Invention.

The goal is to develop new products and services that will provide the same benefits as existing options, but in new and better ways. In this dimension, success criteria for the specific product attributes does not exist, and consumers may not be able to articulate the potential solutions. However, the benefits are well recognized. An example would be new products that increase the ease of eating yogurt on the go. A yogurt company may develop new technologies or formulations to enable drinkable yogurt or yogurt in a tube. New internal benchmarks for manufacturing and cost structures may need to be created, as the company is making different products.

Dimension 4 Innovation for Disruption.

The result of this type of innovation is that it fundamentally changes the competitive landscape. Very often - but not always, this type of innovation focuses more on changing existing business models than on changing the products themselves. We can see this type of innovation playing out in the publishing and other media industries, as existing business models are becoming irrelevant. New products and technologies play a part, but they are enablers that allow consumers to access media more easily and inexpensively than ever before. The sources of power are shifting in the market, and existing benchmarks become irrelevant. Consumer research is very important here, but as a source of information about what is valued, not as a source of solutions as in dimension 2.

Bentuk-Bentuk Inovasi1 Disruptive Innovation

2 Application InnovationAplikasi Teknologi yang sudah ada ke dalam produk lainie.; GPS ke dalam Handphone

3 Product InnovationMeningkatkan produk ke tahap lebih tinggi, ie; Prosesor baru Intel

4 Process InnovationMembuat proses lebih efisien dan efektif, ie; Sistem produksi Dell

5 Experiential InnovationPengalaman baru konsumen, ie; Tracking dari FedEx, Poin Cinta Bank Niaga

6 Marketing InnovationContoh, Amazon.com, Klik BCA

7 Business Model InnovationMemasuki model bisnis baru, Ekspansi Apple ke Konsumen retail

McDonald’s InnovationMcDonald’s Innovation

INNOVATIONINNOVATION ProductProduct ProcessProcess StrategyStrategy

Breakthrough Breakthrough Big Mac Franchisee Regulations of Quality

Global Expansion

Substantial Substantial Value Meals Hamburger University

Opening for Breakfast

Incremental Incremental Green Milkshakes for St. Pat’s Day

New French Fry Cookers

Boston Markets Acquisition

Sources of Innovation Sources of Innovation - - Peter Drucker Peter Drucker

7. New technology and scientific findings6. Changes in public perception5. Demographic changes4. Industry market and structures3. Process needs2. Incongruities1. The unexpected

Sources of Innovation1. UNEXPECTED EVENTS. Unexpected events can be failures as well as successes. For example, the failure

of the technically superior Sony's Betamax VCR standard (and the success of the industry standard VHS format) led the firm to pay more attention to developing products in line with industry standards. Similarly, the development of the very successful Sony Walkman was the result of the CEO spending time in New York and noticing young people carrying portable radios on their shoulders. Progressive Insurance saw its business quadruple in size when it started sending claims adjusters in mobile offices to accident scenes.

2. INCONGRUITIES. Incongruities result from a difference between perception and reality. Federal

Express was able to capitalize on consumer dissatisfaction with the U.S. Postal Service and demonstrate that individuals and companies were willing to pay a premium for overnight delivery of packages and documents.

Likewise, Southwest Airlines provided a dramatically different approach to airline service. Its low-fare, no-frills, first come-first seated approach has garnered devoted customers. Southwest Airlines has remained profitable for 31 straight years, even during the economic downturn following the terrorist attacks of 2001, when many airlines struggled to remain in business.

3. PROCESS NEEDS. Process need innovations are those which are created to support some

other process or product. The development of the ATM (automatic teller machine) and now web-based and Internet banking options allow individuals to do their banking when the bank is closed and without relying on tellers being available. This has freed tellers from performing many routine functions such as cashing checks and has improved both efficiency and profit margins for banks.

4. MARKET AND INDUSTRY STRUCTURE CHANGES. Industry structures change in response to growth and changes in the

marketplace. One of the most dramatic changes can be seen in the health care industry. The rise of HMOs (health maintenance organizations) and the decline of the traditional fee-for-service plans have impacted the health-care industry as a whole. The development of the personal computer also had a far-reaching impact on the computer industry as a whole. Until the personal computer, manufacturers of large mainframe computers, terminals, and software developed for specific uses within a firm dominated the computer industry. With the adoption of the personal computer and advent of the laptop computer, the composition of computer sales and marketing changed dramatically.

5. DEMOGRAPHIC CHANGES. Demographic changes are shifts in the makeup of the population. Increases in the

Hispanic and Asian populations in the United States create opportunities for new products and services, such as cable television stations targeting these audiences. Innovations in prepared meals and takeout food are meeting the needs of busy two-income families and single-parent families.

6. CHANGES IN PERCEPTION. Americans have become more health conscious and we have seen the rise in popularity

of stores such as GNC which cater to the demand for vitamins and other supplements. Similarly, stores such as Whole Foods provide organic produce, meats, dairy, and fish free from additives to satisfy a growing market demand for chemical-free products.

7. NEW KNOWLEDGE. New knowledge or technology is one of the strongest forces for innovation. Many

companies, of all sizes and levels of sophistication, now have a web presence on the Internet with the capability of connecting their products with customers nearby or on the other side of the globe. No longer are consumers limited to the daytime hours for their activities; online stock trading, shopping, and banking are examples of services that are accessible at any time of day or night via the Internet. Other opportunities are being explored in the fields of genomics and nanotechnology. These technologies and systems will develop even further as consumers continue to demand new and innovative products and immediate access to information, goods and services

Inovasi dan OrganisasiInovasi akan berhasil baik dalam Organisasi inovatif (Bryd & Brown, 2003) :1.Adanya dorongan bagi para anggotanya untuk bekerja secara mandiri2.Penghargaan kepada anggota untuk mengembangkan ide-ide3.Kemampuan menilai keunikan dan bakat tiap kontributor4.Menampilkan ketangguhan ketika menghadapi hambatan5.Mengetahui bagaimana cara berkembang di lingkungan yang ambigu/ tidak menentu6.Menciptakan lingkungan yang setiap orang yang berada di dalamnya dihargai dan dinilai karena menjadi dirinya sendiri 7.Adanya perilaku penerimaan yang baik

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