customer centric innovation marketing
Post on 21-Jan-2015
2.424 Views
Preview:
DESCRIPTION
TRANSCRIPT
Customer Centric Customer Centric Innovation Marketing Innovation Marketing
ororHow to create segmented How to create segmented How to create segmented How to create segmented customer experiences for customer experiences for customer experiences for customer experiences for
successful innovation diffusionsuccessful innovation diffusion
INNOVATIONMARKETING
Dr. Ute Hillmer8th July, 2011
Content of the Lecture
1. Why is Innovation Marketing different?
2. Success factors of an innovation diffusion strategy
3 Key Elements of successful technology diffusion3. Key Elements of successful technology diffusion
4. Customer profiles
5. Best Practice Innovation Marketing
INNOVATIONMARKETING
Why is Why is InnovationInnovationMarketing Marketing diff t??different??
“… most new TECHNOLOGIES change the way you do things”
INNOVATIONMARKETING
Technology Marketing is different gy g...
thus we have to change to change how we do thingsthings...
INNOVATIONMARKETING
Directly involved Innovation Resources: R&D and Resources: R&D and Marketing (inbound+outbound)Marketing (inbound outbound)
Cash flow over time
Market Demand: Market Demand: Product Lifecycle
R&D
inbound Marketing
INNOVATIONMARKETING
outbound Marketing
An Idealized Innovation LifecycleAn Idealized Innovation Lifecycle
Continuous InnovationDisruptive Innovation
ear
ketsi
zeMa
TimeLaggards16%
Late Majority
EarlyAdopters
Early Majority
Innovators2,5%
INNOVATIONMARKETINGRogers Diffusion of Innovation 1995
16%34%13,5% 34%
Diffusion of an Innovation: Variations
rketsi
ze
Ti
Ma
Time
e
rketsi
ze
Marke
tsiz
Ma
Time
M
INNOVATIONMARKETING
TimeRogers Diffusion of Innovation Moore; Crossing the Chasm
Success Factors of an Innovation Diffusion Strategy1. Favourable characteristics of innovation.2. Business Strategy that is based on customer
insight and recognises different customer profiles within a market category.
3. Communication Strategy where gycommunication content and communication vehicle considers point 1+2.p
INNOVATIONMARKETINGE.Rogers, Diffusion of Innovation, 1995
Key Elements of successful yInnovation MarketingCharacteristics of innovation
Customer Customer insightinsight
Communication strategy
INNOVATIONMARKETINGE.Rogers, Diffusion of Innovation, 1995
“I ti ”“Innovativeness”degree to which an individual or a unit is relatively = degree to which an individual or a unit is relatively earlier in adopting new technologies than other members of a system
INNOVATIONMARKETING
Rogers Diffusion of Innovation 1995
An Idealized Innovation Lifecycle
ear
ketsi
zeMa
TimeLaggards16%
Late Majority
EarlyAdopters
Early Majority
Innovators2,5%
INNOVATIONMARKETING
16%34%13,5% 34%
Moore; Crossing the Chasm
Individual Adopter Categorization th B i f I tion the Basis of Innovativeness
Marke
tsize
Conservatives:Pragmatists:
Stick with the herd!
M
Skeptics:No way!
Hold on!Visionaries:Get ahead!Techies: No way!Get ahead!Techies:
Try it!
Time
LaggardsLate Majority
EarlyAdopters
Early Majority
Innovators
INNOVATIONMARKETINGMoore; Crossing the Chasm
RecapRecap• Innovations diffuse at different speed
• Within ONE customer category there are Within ONE customer category there are typical customer profiles. Paying attention to them and communicating with the customer profiles in mind will help diffuse an profiles in mind will help diffuse an innovation.
INNOVATIONMARKETING
Innovators: Techies Technology is their life
Technology - Crazy– Spend hours to get the product to work p g p– Do everything to help the product– Technology should be for free
Forgiving soulsDon’t mind lousy documentation and weird procedures – Don t mind lousy documentation and weird procedures to achieve functionality
– Want technology first – no need for a sales channelWant technology first no need for a sales channel
Their role: they move technology forward but do INNOVATIONMARKETING
not generate much diffusion + generate no income Moore; Crossing the Chasm
Visionaries Technology enthusiastic businessmen, driven by a dreamdriven by a dream
Businessman first- driven to be the first - new technologies are used to serve their own strategic benefitg g- want fundamental improvements- make business world aware of new technologiesmake business world aware of new technologies- not very price-sensitive, have project budget- live in the futurelive in the future
INNOVATIONMARKETINGMoore; Crossing the Chasm
Visionaries (2)Visionaries (2)
Take a risk- love publicitylove publicity- risky projects - start projects from ground up, don‘t want
standards, want to develop them, p- buy by intuition (but may claim otherwise)- highly motivated, driven by a dream
INNOVATIONMARKETINGMoore; Crossing the Chasm
Visionaries (3)Visionaries (3)
E ll t i tExcellent communicators- charismatic; they fight for their project- like to serve as a reference / opinion leader- network with techies and clever peoplenetwork with techies and clever people- too many references de-motivate visionaries
l l ki f id d i i ti- always looking for new ideas and inspiration
Their role: they fund the product development, give the innovation a “real” application and
INNOVATIONMARKETING
g ppserve as an opinion leader.
Moore; Crossing the Chasm
PragmatistsgLook for measurable, incremental improvementDriven by business resultsDriven by business results
- improved productivity
Avoid risk- risk is a negative termrisk is a negative term- want to work with market leader/ established firms- look for product quality, support, consulting, good look for product quality, support, consulting, good
interfaces, reliability- want standards, “save buys”- need references- live in the present
INNOVATIONMARKETINGMoore; Crossing the Chasm
Pragmatists (2)Pragmatists (2)Loyal customers• are interested in company they buy from• revenue / profit should grow steadily “stability”• revenue / profit should grow steadily stability• network within company and industry• the first mass market
Their role: They hold the key to the mass y ymarket
BUT: you need to be established in order for BUT: you need to be established in order for them to buy from you but you don‘t get established until they buy from you ! ?
INNOVATIONMARKETING
estab s ed u t t ey buy o you
Moore; Crossing the Chasm
Pragmatists (3)Pragmatists (3)
Consequences out of this profileOne really needs to be familiar with the processes and issues that worry the pragmatists
Offer a clear relative advantage to them
INNOVATIONMARKETINGMoore; Crossing the Chasm
ConservativesConservatives“I don’t have to like the product, even if I use it”
- They do what pragmatics do but later- They do what pragmatics do, but later
- Invest in technology to keep up with competition
- Have low technical competence
INNOVATIONMARKETINGMoore; Crossing the Chasm
Conservatives (2)Conservatives (2)
- predictable
- want everything faster, cheaper, improvedy g , p , p
- are price sensitive
- like bundles, pre-installed solutions
- “if it isn’t broken, don’t fix it”if it isn t broken, don t fix it
- very interested in 24/7 service and support
Their role: huge mass marketINNOVATIONMARKETING
e o e uge ass a et
Moore; Crossing the Chasm
Individual Adopter Categorization th B i f I tion the Basis of Innovativeness
Marke
tsize
Conservatives:Pragmatists:
Stick with the herd!
M
Skeptics:No way!
Hold on!Visionaries:Get ahead!Techies: No way!Get ahead!Techies:
Try it!
Time
LaggardsLate Majority
EarlyAdopters
Early Majority
Innovators
INNOVATIONMARKETING
Mainstream BehaviourMainstream Behaviourlat
ive
dopti
ons
Nonc
umul
mber
of ad
Nnu
m
Increasingly conforming behaviour
GROUP identities
TimeLaggardsLate Majority
EarlyAdopters
Early Majority
Innovators
INNOVATIONMARKETINGHillmer, Technology Acceptance in Mechatronics, 2009.
Individualistic BehaviourIndividualistic Behaviourlat
ive
dopti
ons
Nonc
umul
mber
of ad
Nnu
m
Increasingly individualistic
behaviourROLE identities
TimeLaggardsLate Majority
EarlyAdopters
Early Majority
Innovators
INNOVATIONMARKETINGHillmer, Technology Acceptance in Mechatronics, 2009.
Marketing Content Generation, based on g ,Adopter Categorization
Size Technical
Marke
t S Knowledge Challenge
Stability Tech.
CompetitiveChallenge
ySecurity
Managerial Challenge
Managerial Competence
W k Lif B lManagerial Challenge
T h i l C t
Tech. Competitive Challenge
Work-Life Balance
Technical Competence
Adoption Time
INNOVATIONMARKETING
Adoption Time
Hillmer, Technology Acceptance in Mechatronics, 2009.
Trustbuilding with Pragmatic Innovation Customers
Concentrate a overwhelming power on a „Concentrate a overwhelming power on a small, focused target market segment“
FOCUS
Customer
INNOVATIONMARKETING
Best Practice Innov MarketingBest Practice Innov. Marketing
INNOVATIONMARKETING
Best Practice Innov MarketingBest Practice Innov. Marketing
INNOVATIONMARKETING
Best Practice Innov MarketingBest Practice Innov. Marketing
INNOVATIONMARKETING
Pictures Curtesy ofPictures Curtesy ofVi i b t l h /A ti l /U l dFil /2Visionary www.beautyangleshop.com/Article/UploadFiles/2Pragmatist
http://us.cdn4.123rf.com/168nwm/nyul/nyul0901/nyul090100351/4130478-t it f h f l b i h ldi ili j d portrait-of-happy-successful-businessman-holding-newspaper-smiling.jpg oder
http://us.cdn2.123rf.com/168nwm/patrick1958/patrick19580805/patrick1958080500253/3081392-handsome-young-successful-businessman-sitting-on-bar-stool white background studio shot jpgstool-white-background--studio-shot.jpg
Conservative: http://us.cdn4.123rf.com/168nwm/logos/logos1003/logos100301371/7808434-
i d b i jworried-businessman.jpgLaggard http://www.123rf.com/photo_8228428_portrait-of-busy-chief-calling-by-
phone-and-refusing-from-cup-of-coffee-held-by-his-secretary.htmlHerde www.baeren-blatt.de/juniorline/dpa-JuniorLine-
images/Pferdeherde_20742838.onlineBild.jpg
INNOVATIONMARKETING
The End!The End!Thank you y
INNOVATIONMARKETING
top related