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	<title>Business Innovation</title>
	<atom:link href="http://www.unitedbit.com/feed/" rel="self" type="application/rss+xml" />
	<link>http://www.unitedbit.com</link>
	<description>On innovation, business innovation, management innovation and strategy innovation</description>
	<pubDate>Tue, 23 Dec 2008 10:24:09 +0000</pubDate>
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		<item>
		<title>Innovations That Will Sustain the Disruption</title>
		<link>http://www.unitedbit.com/innovations-that-will-sustain-the-disruption/</link>
		<comments>http://www.unitedbit.com/innovations-that-will-sustain-the-disruption/#comments</comments>
		<pubDate>Tue, 23 Dec 2008 10:24:09 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Marketing]]></category>

		<category><![CDATA[BlackBerry]]></category>

		<category><![CDATA[book_innovatorsolution]]></category>

		<category><![CDATA[Clayton Christensen]]></category>

		<category><![CDATA[Creating Successful Growth]]></category>

		<category><![CDATA[disruptive business model]]></category>

		<category><![CDATA[low-end disruption]]></category>

		<category><![CDATA[Michael E. Raynor]]></category>

		<category><![CDATA[minimills]]></category>

		<category><![CDATA[new market disruption]]></category>

		<category><![CDATA[Research in Motion]]></category>

		<category><![CDATA[RIM]]></category>

		<category><![CDATA[sony]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1528</guid>
		<description><![CDATA[Gaining a foothold is just the first battle in the war. The exciting growth happens when an innovation improves in ways that allow it to displace incumbent offerings. These are sustaining improvements, relative to the initial innovation: improvements that stretch to meet the needs of more and more profitable customers.  With low-end disruptions, it can be easy to determine the right sequence of product improvements in the up-market march. After the steel minimills established their foothold in the rebar market, for example, the next logical step was fairly obvious: Tackle angle iron and thicker bars and rods—the grades of steel that were just above rebar. For Target Stores, the goal was to replicate the product line, brands, and ambiance that previously were only available in expensive, fullservice department stores. The low-end disruptor’s marketing task is to extend the lower-cost business model up toward products that do the jobs that more profitable customers are trying to get done.  With new-market disruptions, in contrast, the challenge is to invent the upward path, because nobody has been up that trajectory before. Choosing the right improvements is critical to the disruptive march up-market. Here again, job-based segmentation logic can help.]]></description>
		<wfw:commentRss>http://www.unitedbit.com/innovations-that-will-sustain-the-disruption/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Jack Trout&#8217;s Four-Step Marketing Process</title>
		<link>http://www.unitedbit.com/jack-trout-marketing-process/</link>
		<comments>http://www.unitedbit.com/jack-trout-marketing-process/#comments</comments>
		<pubDate>Mon, 22 Dec 2008 09:43:23 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Marketing]]></category>

		<category><![CDATA[Book_InSearchOfObvious_JackTrout]]></category>

		<category><![CDATA[Differentiating Strategy]]></category>

		<category><![CDATA[Differentiation]]></category>

		<category><![CDATA[In Search of Obvious]]></category>

		<category><![CDATA[Jack Trout]]></category>

		<category><![CDATA[Marketing Process]]></category>

		<category><![CDATA[Peter Drucker]]></category>

		<category><![CDATA[Process of Marketing]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1527</guid>
		<description><![CDATA[Long ago, Peter Drucker, considered the father of business consulting, made a profound observation that has been lost in the sands of time. He said, ‘‘Because the purpose of business is to create a customer, the business enterprise has two—and only two—basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs. Marketing is the distinguishing, unique function of the business.’’  Today, when top management is surveyed, the order of their priorities is: finance, sales, production, management, legal, and people. Missing from the list: marketing and innovation. When you consider the trouble that many of our icons have run into in recent years, it is easy to surmise that Drucker’s advice might have helped top management avoid the problems they face today. But as the years rolled on, rather than learn about marketing and innovation, executives started to search for role models instead of marketing models.]]></description>
		<wfw:commentRss>http://www.unitedbit.com/jack-trout-marketing-process/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Strategic Management: The IKEA Way</title>
		<link>http://www.unitedbit.com/strategic-management-the-ikea-way/</link>
		<comments>http://www.unitedbit.com/strategic-management-the-ikea-way/#comments</comments>
		<pubDate>Mon, 22 Dec 2008 07:22:49 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Marketing]]></category>

		<category><![CDATA[Colin White]]></category>

		<category><![CDATA[colinwhite_strategicmanagement]]></category>

		<category><![CDATA[Competitive Strategy]]></category>

		<category><![CDATA[How IKEA targets its market]]></category>

		<category><![CDATA[How to develop and revonate a product]]></category>

		<category><![CDATA[How to enter the US market]]></category>

		<category><![CDATA[IKEA]]></category>

		<category><![CDATA[IKEA's Strategy]]></category>

		<category><![CDATA[strategic management]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1526</guid>
		<description><![CDATA[IKEA’s aim is to provide customers with ‘affordable solutions for better living’. The better living comes from a range of furniture and household furnishings offered at prices which appeal to those just starting up their own homes and expanding their families, offered in a style and a context which satisfies the desire for beauty and modernity. Nearly all the products on offer by IKEA are sold in IKEA stores throughout the world. IKEA has achieved the impossible, to create a range of products attractive to consumers everywhere, in countries with very different cultures, and to apply a formula for presentation and sale of those products which reinforces the attractiveness.]]></description>
		<wfw:commentRss>http://www.unitedbit.com/strategic-management-the-ikea-way/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Grow by Concentration -  An Introduction</title>
		<link>http://www.unitedbit.com/grow-by-concentration-an-introduction/</link>
		<comments>http://www.unitedbit.com/grow-by-concentration-an-introduction/#comments</comments>
		<pubDate>Thu, 18 Dec 2008 13:03:17 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Organization and Management]]></category>

		<category><![CDATA[advantageous competitive position]]></category>

		<category><![CDATA[apple]]></category>

		<category><![CDATA[Competitive Strategy]]></category>

		<category><![CDATA[create new business opportunities]]></category>

		<category><![CDATA[Dell]]></category>

		<category><![CDATA[General Electric]]></category>

		<category><![CDATA[Grow by Concentration]]></category>

		<category><![CDATA[how to grow your business]]></category>

		<category><![CDATA[HP]]></category>

		<category><![CDATA[IBM]]></category>

		<category><![CDATA[Motorola]]></category>

		<category><![CDATA[Norton Paley]]></category>

		<category><![CDATA[P&amp;G]]></category>

		<category><![CDATA[Paley_Growbyconcentration]]></category>

		<category><![CDATA[Resource for manager]]></category>

		<category><![CDATA[Rules of Competitive Strategy]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1524</guid>
		<description><![CDATA[Previous posts have reviewed three strategy rules: shift to the offensive, maneuver by indirect strategy, and act with speed. What needs your attention now is an all-inclusive strategy rule that allows you to deploy your material, financial, and human resources to increase your chances of success. The rule is concentration. This classic principle is in sharp contrast to the overly common approach of spreading time and thinning out assets across numerous segments, objectives, and isolated actions—all of which would dramatically multiply your chances of failure.  The hardnosed evidence leads unequivocally to adopting a strategy that aims at concentrating resources where you can gain superiority in as few areas as possible. Using the broad guidelines of deploy, target, and segment, the examples presented in the post illustrate the application of concentration.]]></description>
		<wfw:commentRss>http://www.unitedbit.com/grow-by-concentration-an-introduction/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Steps to Uncover the Extraordinary Business Opportunities: The Importance of of Buyer Personas</title>
		<link>http://www.unitedbit.com/steps-to-uncover-the-extraordinary-business-opportunities-the-importance-of-of-buyer-personas/</link>
		<comments>http://www.unitedbit.com/steps-to-uncover-the-extraordinary-business-opportunities-the-importance-of-of-buyer-personas/#comments</comments>
		<pubDate>Thu, 18 Dec 2008 12:22:31 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Organization and Management]]></category>

		<category><![CDATA[Book_TunedIn]]></category>

		<category><![CDATA[Craig Stull]]></category>

		<category><![CDATA[David Meerman Scott]]></category>

		<category><![CDATA[Find Uncovered Problems]]></category>

		<category><![CDATA[How to identify new business opportunities]]></category>

		<category><![CDATA[How to segment markets]]></category>

		<category><![CDATA[inside-out]]></category>

		<category><![CDATA[Intuit]]></category>

		<category><![CDATA[Market Segmentation]]></category>

		<category><![CDATA[Nalge Bottles]]></category>

		<category><![CDATA[Nalge Company]]></category>

		<category><![CDATA[new business opportunities]]></category>

		<category><![CDATA[outside-in]]></category>

		<category><![CDATA[Phil Myers]]></category>

		<category><![CDATA[uncover the business opportunity]]></category>

		<category><![CDATA[ways to segment]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1523</guid>
		<description><![CDATA[Tuned in organizations who understand that the best way to develop products and services that resonate is to identify the unresolved problems of a particular group of people. By breaking buyers into distinct groups, understanding what problems those groups (or ‘‘buyer personas’’) have and how to solve them, and then cataloging everything you know about each buyer persona, your hard work becomes easier. You are more likely to create breakthrough experiences, articulate powerful ideas about what your organization can do, and establish connections with people. This approach is utterly different from what most organizations do: either not segmenting the market at all (creating nonspecific offerings and marketing them to everyone) or segmenting based on their own egotistical view of the world.]]></description>
		<wfw:commentRss>http://www.unitedbit.com/steps-to-uncover-the-extraordinary-business-opportunities-the-importance-of-of-buyer-personas/feed/</wfw:commentRss>
		</item>
		<item>
		<title>On the Role of Customers in Creating New Market: The Case of GAUSS</title>
		<link>http://www.unitedbit.com/on-the-role-of-customers-in-creating-new-market-the-case-of-gauss/</link>
		<comments>http://www.unitedbit.com/on-the-role-of-customers-in-creating-new-market-the-case-of-gauss/#comments</comments>
		<pubDate>Thu, 18 Dec 2008 10:45:15 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Book_CDNM_Meyer]]></category>

		<category><![CDATA[challenges in creating new markets]]></category>

		<category><![CDATA[Create new market space]]></category>

		<category><![CDATA[Customer-Driven Innovation]]></category>

		<category><![CDATA[customer-driven vs. outcome-driven]]></category>

		<category><![CDATA[GAUSS]]></category>

		<category><![CDATA[Leeds Company]]></category>

		<category><![CDATA[new markets]]></category>

		<category><![CDATA[Peter Meyer]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1522</guid>
		<description><![CDATA[One technology company, Gauss, built a plan to let its customers drive product and marketing requirements. This post offers suggestions for how you might adapt that plan to your business. There are three fundamental steps to letting your customers help build your new markets (i) Make sure that your business understands the problem as the customer sees it; (ii) Find a way to ask the prospective customers how they define success for solving this problem, even if they do not understand the issue itself; and (iii) Quickly bring a product to market that clearly addresses those success criteria. Remember, the product includes everything the customer experiences, not just the technology. To apply these three steps, let’s look at the problem of managing content on websites.]]></description>
		<wfw:commentRss>http://www.unitedbit.com/on-the-role-of-customers-in-creating-new-market-the-case-of-gauss/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Rules for Enhancing the Innovation Pipeline: Ideate Around Specific Themes</title>
		<link>http://www.unitedbit.com/rules-for-enhancing-the-innovation-pipeline-ideate-around-specific-themes/</link>
		<comments>http://www.unitedbit.com/rules-for-enhancing-the-innovation-pipeline-ideate-around-specific-themes/#comments</comments>
		<pubDate>Thu, 18 Dec 2008 10:07:16 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Book_ITTC]]></category>

		<category><![CDATA[Enhancing the Innovation Pipeline]]></category>

		<category><![CDATA[Gary Getz]]></category>

		<category><![CDATA[Gary Hamel]]></category>

		<category><![CDATA[How to build innovation capability]]></category>

		<category><![CDATA[How to enhance the innovation pipeline]]></category>

		<category><![CDATA[Ideate Around Specific Themes]]></category>

		<category><![CDATA[McDonald's]]></category>

		<category><![CDATA[P&amp;G]]></category>

		<category><![CDATA[Peter Skarzynski]]></category>

		<category><![CDATA[rowan gibson]]></category>

		<category><![CDATA[Royal Dutch/Shell]]></category>

		<category><![CDATA[Torrent of New Opportunities]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1521</guid>
		<description><![CDATA[In their recent book entitled "Innovation to the Core: A Blueprint for Transforming the Way Your Company Innovates" Peter Skarzynski and Rowan Gibson has suggested five design rules for enlarging and enhancing your innovation pipeline. The first three design rules are about enlarging the pipeline-building a high-yield process that generates and captures a flood of novel ideas from across the organization and beyond. They are: (i) Involve many minds; (ii) Sow enough seeds; and (iii) Widen the front end. Applying these rules can take your organization a long way toward creating an innovation-friendly culture, which means that your chances of spawning the kind of ideas that generate dramatic new wealth are going to be much, much higher. However, enlarging your pipeline - by increasing the sheer volume of ideas - is only half the story. The simultaneous challenge is to enhance the pipeline by improving the quality of those ideas, not just the quantity. That’s what the last two design rules are about: (i) Increase the combinations and (ii) Ideate around specific themes. This post will present the second rule: Ideate Around Specific Themes.]]></description>
		<wfw:commentRss>http://www.unitedbit.com/rules-for-enhancing-the-innovation-pipeline-ideate-around-specific-themes/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Fast Growth: The Essence of Growth</title>
		<link>http://www.unitedbit.com/fast-growth-the-essence-of-growth/</link>
		<comments>http://www.unitedbit.com/fast-growth-the-essence-of-growth/#comments</comments>
		<pubDate>Thu, 18 Dec 2008 09:43:13 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Book_Fastgrowth]]></category>

		<category><![CDATA[Defining your business based on value]]></category>

		<category><![CDATA[External framing]]></category>

		<category><![CDATA[Fast Growth]]></category>

		<category><![CDATA[How to attain fast growth]]></category>

		<category><![CDATA[How to sustain fast growth]]></category>

		<category><![CDATA[IBM]]></category>

		<category><![CDATA[incremental growth]]></category>

		<category><![CDATA[inside-out]]></category>

		<category><![CDATA[Laurence G. Weinzimmer]]></category>

		<category><![CDATA[outside in vs. inside out]]></category>

		<category><![CDATA[outside-in]]></category>

		<category><![CDATA[Smith Corona]]></category>

		<category><![CDATA[sustainable growth]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1520</guid>
		<description><![CDATA[Most managers would agree that it is better to have an outside-in perspective than an inside-out one. Numerous consultants suggest that successful companies have to look at themselves as an outsider would to understand customers’ needs. Admittedly, looking at a company from the outside in is important. It provides managers with new ways to look at old problems, but it simply isn’t good enough anymore because the rules have changed. Looking from the outside in makes a company reactive to market demands. To innovate value, however, a company must stay ahead of customers, not competitors, and an outside-in perspective, by itself, just doesn’t cut it anymore.]]></description>
		<wfw:commentRss>http://www.unitedbit.com/fast-growth-the-essence-of-growth/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Strategy Lessons from Mavericks: Sizing Up Your Strategy</title>
		<link>http://www.unitedbit.com/strategy-lessons-from-mavericks-sizing-up-your-strategy/</link>
		<comments>http://www.unitedbit.com/strategy-lessons-from-mavericks-sizing-up-your-strategy/#comments</comments>
		<pubDate>Thu, 18 Dec 2008 08:16:28 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Commerce Bank]]></category>

		<category><![CDATA[Competitive Strategy]]></category>

		<category><![CDATA[Craig Newmark]]></category>

		<category><![CDATA[craigslist]]></category>

		<category><![CDATA[Cranium]]></category>

		<category><![CDATA[DPR Construction]]></category>

		<category><![CDATA[HBO]]></category>

		<category><![CDATA[ING Direct]]></category>

		<category><![CDATA[Jim Collins]]></category>

		<category><![CDATA[Polly LaBarre]]></category>

		<category><![CDATA[Scott Bedbury]]></category>

		<category><![CDATA[Southwest Airlines]]></category>

		<category><![CDATA[Spandex Rule of Branding]]></category>

		<category><![CDATA[Strategy Lessons from Mavericks]]></category>

		<category><![CDATA[Whole Foods Market]]></category>

		<category><![CDATA[William C. Taylor]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1519</guid>
		<description><![CDATA[Few companies consciously set out to be just another me-too player with another ho-hum business model, following a bland formula that’s hard to distinguish from everyone else’s. But in industry after industry, that’s precisely how most companies wind up competing, which is why competition feels so unforgiving. In his hugely influential book The Innovator’s Dilemma, Clayton M. Christensen awakened business to the power of “disruptive technologies”—digital breakthroughs that reshaped the governing economics of entire product segments, sometimes whole industries. We believe that a new wave of strategic innovation is being built around disruptive points of view. Maverick leaders don’t just strive to build high-performance companies. They champion high-stakes agendas. They create a competitive edge around an edgy critique of their industry. They present a fresh take on the world that clicks with customers, energizes employees, and shapes their business, from the markets they arget to the customers they serve and the messages they send. They understand that the only sustainable form of market leadership is thought leadership.]]></description>
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		</item>
		<item>
		<title>Nine Routes to Industry Revolution</title>
		<link>http://www.unitedbit.com/nine-routes-to-industry-revolution/</link>
		<comments>http://www.unitedbit.com/nine-routes-to-industry-revolution/#comments</comments>
		<pubDate>Tue, 16 Dec 2008 15:45:04 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Organization and Management]]></category>

		<category><![CDATA[Gary Hamel on strategy]]></category>

		<category><![CDATA[Harvard Business Review]]></category>

		<category><![CDATA[How to become industrial revolutionaries]]></category>

		<category><![CDATA[open-ended strategy-making process]]></category>

		<category><![CDATA[Principle of Strategy]]></category>

		<category><![CDATA[process of strategy]]></category>

		<category><![CDATA[Process of Strategy Development]]></category>

		<category><![CDATA[Revolutionaries]]></category>

		<category><![CDATA[revolutionary strategy]]></category>

		<category><![CDATA[Strategy as Revolution]]></category>

		<category><![CDATA[Strategy Making]]></category>

		<category><![CDATA[Trader Joe’s]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1518</guid>
		<description><![CDATA[Unless you are an industry leader with an unassailable position- a status that, given the lessons of history, not even Microsoft would be wise to claim- you probably have a greater stake in-staging a revolution than in preserving the status quo. The opportunities for revolution are many and mostly unexplored. How should a would-be revolutionary begin? By looking for ways to redefine products and services (Radically Improving the Value Equation, Separating Function and Form, and  Achieving Joy of Use), market space (Pushing the Bounds of Universality, Striving for Individuality, and Increasing Accessibility), and even the entire structure of an industry (Rescaling Industries, Compressing the Supply Chain and Driving Convergence).]]></description>
		<wfw:commentRss>http://www.unitedbit.com/nine-routes-to-industry-revolution/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Gary Hamel on Strategy: You Can&#8217;t See the End From the Beginning</title>
		<link>http://www.unitedbit.com/gary-hamel-on-strategy-you-cant-see-the-end-from-the-beginning/</link>
		<comments>http://www.unitedbit.com/gary-hamel-on-strategy-you-cant-see-the-end-from-the-beginning/#comments</comments>
		<pubDate>Tue, 16 Dec 2008 13:38:27 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Gary Hamel on strategy]]></category>

		<category><![CDATA[Harvard Business Review]]></category>

		<category><![CDATA[open-ended strategy-making process]]></category>

		<category><![CDATA[Principle of Strategy]]></category>

		<category><![CDATA[process of strategy]]></category>

		<category><![CDATA[Process of Strategy Development]]></category>

		<category><![CDATA[Revolutionaries]]></category>

		<category><![CDATA[revolutionary strategy]]></category>

		<category><![CDATA[Strategy as Revolution]]></category>

		<category><![CDATA[Strategy Making]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1517</guid>
		<description><![CDATA[A strategy-making process that involves a broad cross section of the company, delves deeply into discontinuities and competencies, and encourages employees to escape an industry's conventions will almost inevitably reach surprising conclusions. At EDS, such a process convinced many in the organization that it was not enough to be a business-to-business company. As the dividing line between professional life and personal life was blurring, EDS realized that it had to become capable of serving individuals as well as businesses. After an open and creative strategy-making process, EDS installed automated teller machines in many 7-Eleven stores. Months earlier, few would have anticipated, much less credited, such a move.]]></description>
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		</item>
		<item>
		<title>Should a Company Message Along an Emotional or Functional Dimension?</title>
		<link>http://www.unitedbit.com/should-a-company-message-along-an-emotional-or-functional-dimension/</link>
		<comments>http://www.unitedbit.com/should-a-company-message-along-an-emotional-or-functional-dimension/#comments</comments>
		<pubDate>Tue, 16 Dec 2008 13:22:27 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Marketing]]></category>

		<category><![CDATA[Anthony Ulwick]]></category>

		<category><![CDATA[Coloplast]]></category>

		<category><![CDATA[emotional dimension]]></category>

		<category><![CDATA[emotional dimension vs. functional dimension]]></category>

		<category><![CDATA[function and emotion]]></category>

		<category><![CDATA[functional dimension]]></category>

		<category><![CDATA[Messaging Strategy]]></category>

		<category><![CDATA[Outcome-Driven Innovation]]></category>

		<category><![CDATA[Positioning Products]]></category>

		<category><![CDATA[process of customer driven innovation]]></category>

		<category><![CDATA[Segment-Specific Targeting Strategies]]></category>

		<category><![CDATA[strategic positioning]]></category>

		<category><![CDATA[Ulwick_Book_WhatCustomersWant]]></category>

		<category><![CDATA[underserved outcome]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1516</guid>
		<description><![CDATA[Thus far we have talked about communicating messages of functionality to customers (see posts: Why Does Messaging Often Fail to Tout a Product’s True Value; Prerequisites for an Effective Messaging Strategy and What Messaging Will Be Most Effective?), but it is also true that customers sometimes have emotional as well as functional jobs that they are trying to get done. When buying a car, for example, the buyer’s emotional jobs may include feeling successful, having a sense of self-satisfaction, or being attractive to others, while his or her functional jobs may include transporting passengers, transporting goods, and finding the most direct route to his or her destination. Companies often feel the need to appeal to their customers’ emotions, but depending on the functional and emotional complexity of the product or service being delivered, doing so can bring unexpected and unwanted results. ]]></description>
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		<title>Discovering the New Business Model: Redefine Who Really Is the Customer</title>
		<link>http://www.unitedbit.com/discovering-the-new-business-model-redefine-who-really-is-the-customer/</link>
		<comments>http://www.unitedbit.com/discovering-the-new-business-model-redefine-who-really-is-the-customer/#comments</comments>
		<pubDate>Tue, 16 Dec 2008 11:35:37 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Marketing]]></category>

		<category><![CDATA[apple]]></category>

		<category><![CDATA[Book_GameChangingStrategies]]></category>

		<category><![CDATA[business model]]></category>

		<category><![CDATA[business model innovation]]></category>

		<category><![CDATA[Costas Markides]]></category>

		<category><![CDATA[Dell]]></category>

		<category><![CDATA[Discovering new business models]]></category>

		<category><![CDATA[Enterprise Rent-A-Car]]></category>

		<category><![CDATA[How to create new market space]]></category>

		<category><![CDATA[how to redefine your customers]]></category>

		<category><![CDATA[identifying your customers]]></category>

		<category><![CDATA[Rosenbluth Travel]]></category>

		<category><![CDATA[Southwest Airlines]]></category>

		<category><![CDATA[Starbucks]]></category>

		<category><![CDATA[Steve Jobs]]></category>

		<category><![CDATA[strategy to beat established competitors]]></category>

		<category><![CDATA[Who-what-how questions]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1515</guid>
		<description><![CDATA[The second source of business-model innovation is a fundamental rethinking of the question, “Who is my customer?” (The first source is what business it is in) Implicit in this question is the idea that the choice of customer is a strategic decision — it is the company that chooses its customers and not vice versa. The criterion for choosing who will be a customer and who will not should be some kind of assessment of whether a customer is good — for that company — or not. The trick, therefore, is to identify for your company which customers are good (and keep them or go after them) and which are not (and so avoid or get rid of them). But again, a good customer for one company may be a bad customer for another. Whether a customer is good or bad depends not only on the intrinsic characteristics of that customer — such as its willingness and ability to pay on time or its profitability — but also (and primarily) on whether a company is able to serve that customer better or more efficiently than its competitors as a result of its unique bundle of assets and capabilities.]]></description>
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		<item>
		<title>Exploit a High-Growth Market Segment: Lessons from America’s Top Successful Companies</title>
		<link>http://www.unitedbit.com/exploit-a-high-growth-market-segment-lessons-from-america%e2%80%99s-top-successful-companies/</link>
		<comments>http://www.unitedbit.com/exploit-a-high-growth-market-segment-lessons-from-america%e2%80%99s-top-successful-companies/#comments</comments>
		<pubDate>Tue, 16 Dec 2008 11:05:09 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Marketing]]></category>

		<category><![CDATA[AutoZone]]></category>

		<category><![CDATA[Blueprint Companies]]></category>

		<category><![CDATA[Book_7 essentials2achieveexponentialgrowth]]></category>

		<category><![CDATA[David G.Thomson]]></category>

		<category><![CDATA[exponential growth]]></category>

		<category><![CDATA[Fifth Third Bancorp]]></category>

		<category><![CDATA[Lessons in market segmenting]]></category>

		<category><![CDATA[PETsMART]]></category>

		<category><![CDATA[Staples]]></category>

		<category><![CDATA[Value Proposition]]></category>

		<category><![CDATA[Williams-Sonoma]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1514</guid>
		<description><![CDATA[If you are looking for the product lines that create the greatest number of Blueprint Companies (i.e. defined as an American company that grew to $1 billion revenue since going public after 1980), do not expect to find routers, wires, high-speed chips, modems, and hard drives among the mix. Rather, the components you would likely find have names like Olivier, Absolu, and Duraclear. Not to mention Ruffoni, Krups, and Jardin Potager. This is really surprised if looking at the total number of Blueprint Companies by industry, the Specialty Retail Store industry was far away number one, with 18 companies. Second was Property &#038; Casualty Insurance, with 15 companies. Absent from the top of the list was Telecommunications Services—the Internet! In other words, cyberspace, for all its hype over the last 10 years, has not produced nearly as many Blueprint Companies as one would think. ]]></description>
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		<title>Jack Trout on Differentiation: Differentiation Takes Place in the Mind</title>
		<link>http://www.unitedbit.com/jack-trout-on-differentiation-differentiation-takes-place-in-the-mind/</link>
		<comments>http://www.unitedbit.com/jack-trout-on-differentiation-differentiation-takes-place-in-the-mind/#comments</comments>
		<pubDate>Tue, 16 Dec 2008 09:56:06 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Marketing]]></category>

		<category><![CDATA[Book_DifferentiateDie]]></category>

		<category><![CDATA[Creativity vs Logic]]></category>

		<category><![CDATA[Differentiating Strategy]]></category>

		<category><![CDATA[Differentiation]]></category>

		<category><![CDATA[Jack Trout]]></category>

		<category><![CDATA[Jack Trout on Differentiation]]></category>

		<category><![CDATA[strategic positioning]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1513</guid>
		<description><![CDATA[As you saw in the previous post, the final step in differentiation was about building a program to make people aware of your difference. Doing this entails ‘‘positioning,’’ a subject that have been written about since 1969. While many in business use this word, many still don’t know the definition of positioning: how you differentiate your product in the mind of your prospect. So, for those of you who have missed our many books, speeches, and articles on the subject, here’s a synopsis of how the mind works and what are the key principles of positioning. If you understand how the mind works, you’ll understand positioning.]]></description>
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		<item>
		<title>Different Skills for Discovery and Consolidation</title>
		<link>http://www.unitedbit.com/different-skills-for-discovery-and-consolidation/</link>
		<comments>http://www.unitedbit.com/different-skills-for-discovery-and-consolidation/#comments</comments>
		<pubDate>Tue, 16 Dec 2008 09:17:44 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Marketing]]></category>

		<category><![CDATA[Book_FastSecond]]></category>

		<category><![CDATA[Costas Markides]]></category>

		<category><![CDATA[disruptive innovation]]></category>

		<category><![CDATA[Market Colonizer]]></category>

		<category><![CDATA[Market Consolidator]]></category>

		<category><![CDATA[newly created market]]></category>

		<category><![CDATA[radical innovation]]></category>

		<category><![CDATA[radical market]]></category>

		<category><![CDATA[skills needed for discovery]]></category>

		<category><![CDATA[skills needed for invention]]></category>

		<category><![CDATA[sources of mad entry rush]]></category>

		<category><![CDATA[supply-pushed innovation]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1512</guid>
		<description><![CDATA[Almost a hundred years ago, the famous economist Joseph Schumpeter pointed out the distinction between invention and innovation. Here, we’d like to make a related point: successful innovation is essentially a coupling process that requires the linking of two distinct activities: the discovery and initial testing of a new product (or service idea) that creates the initial market niche and the transformation of the idea from a little niche into a mass market. Both activities are obviously important and necessary for successful innovation, but there is no need for the same firm to do both. In fact, when it comes to radically new markets, the pioneers are rarely the ones that transform these markets into mass markets. ]]></description>
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		</item>
		<item>
		<title>Using Circumstance-Based Segmentation to Gain a Disruptive Foothold</title>
		<link>http://www.unitedbit.com/using-circumstance-based-segmentation-to-gain-a-disruptive-foothold/</link>
		<comments>http://www.unitedbit.com/using-circumstance-based-segmentation-to-gain-a-disruptive-foothold/#comments</comments>
		<pubDate>Tue, 16 Dec 2008 06:10:35 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Akio Morita]]></category>

		<category><![CDATA[book_innovatorsolution]]></category>

		<category><![CDATA[Clayton Christensen]]></category>

		<category><![CDATA[Creating New-Growth Businesses]]></category>

		<category><![CDATA[Creating Successful Growth]]></category>

		<category><![CDATA[disruptive business model]]></category>

		<category><![CDATA[how to create market]]></category>

		<category><![CDATA[Job-Based Segmentation]]></category>

		<category><![CDATA[Michael E. Raynor]]></category>

		<category><![CDATA[new market disruption]]></category>

		<category><![CDATA[New-Market Disruptions]]></category>

		<category><![CDATA[Product Market Segmentation]]></category>

		<category><![CDATA[segmentation]]></category>

		<category><![CDATA[sony]]></category>

		<category><![CDATA[Sustaining Innovations]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1511</guid>
		<description><![CDATA[The first time that builders of a new-growth business need to assess what the target customers really are trying to get done is when they are searching for the disruptive foothold—the initial product or service that is the point of entry for a new-market disruption. When managers position a disruptive product squarely on a job that has been poorly addressed in the past that a lot of people are trying to get done, they create a launch pad for subsequent growth through sustaining innovations that build on the initial platform. How can managers identify these foothold opportunities? It may never be possible to get every dimension of a product introduction in a new-market disruption right at the outset, which makes it very important to use the methods of strategy discovery. According to Clayton M. Christensen and Michael E. Raynor, a jobs-to-be-done lens can help innovators come to market with an initial product that is much closer to what customers ultimately will discover that they value.]]></description>
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		<title>Gary Hamel on Business Concept Innovation</title>
		<link>http://www.unitedbit.com/gary-hamel-on-business-concept-innovation/</link>
		<comments>http://www.unitedbit.com/gary-hamel-on-business-concept-innovation/#comments</comments>
		<pubDate>Tue, 16 Dec 2008 05:56:37 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Book Leading the Revolution by Gary Hamel]]></category>

		<category><![CDATA[business concept innovation]]></category>

		<category><![CDATA[business innovation]]></category>

		<category><![CDATA[Gary Hamel]]></category>

		<category><![CDATA[Gary Hamel on Business Innovation]]></category>

		<category><![CDATA[Gary Hamel on innovation]]></category>

		<category><![CDATA[Sephora]]></category>

		<category><![CDATA[Silicon Valley]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1510</guid>
		<description><![CDATA[In the new economy, the unit of analysis for innovation is not a product or a technology-it's a business concept. The building blocks of a business concept and a business model are the same - a business model is simply a business concept that has been put into practice. Business concept innovation is the capacity to imagine dramatically different business concepts or dramatically new ways of differentiating existing business concepts. Yet in most companies outside the Valley, according to Gary Hamel, it's difficult to find one person in a hundred who can tell what a business concept is, much less how to invent a new one or reinvent an old one. Moreover, it's also doubtful that you can find a dozen individuals in your company who share a common definition of your company's existing business concept. How could they if they can' t even identify the elements of a business concept? Though consultants talk incessantly about "business models," it's impossible to find one who has a coherent definition of what a business model actually is. This post will present what business model is. ]]></description>
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		<item>
		<title>Rules for Enhancing the Innovation Pipeline: Increase the Combinations</title>
		<link>http://www.unitedbit.com/rules-for-enhancing-the-innovation-pipeline-increase-the-combinations/</link>
		<comments>http://www.unitedbit.com/rules-for-enhancing-the-innovation-pipeline-increase-the-combinations/#comments</comments>
		<pubDate>Sun, 14 Dec 2008 17:19:59 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Organization and Management]]></category>

		<category><![CDATA[Book_ITTC]]></category>

		<category><![CDATA[Enhancing the Innovation Pipeline]]></category>

		<category><![CDATA[Gary Hamel]]></category>

		<category><![CDATA[How to build innovation capability]]></category>

		<category><![CDATA[How to enhance the innovation pipeline]]></category>

		<category><![CDATA[PECO Energy]]></category>

		<category><![CDATA[Peter Skarzynski]]></category>

		<category><![CDATA[rowan gibson]]></category>

		<category><![CDATA[Torrent of New Opportunities]]></category>

		<category><![CDATA[Whirlpool]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1508</guid>
		<description><![CDATA[Some previous posts outlined some principles and techniques for building a foundation of truly novel strategic insights. Developed well such insights provide fresh, new perspectives that can open your eyes to significant opportunities for innovation--opportunities that other companies may have overlooked or ignored. They can help you develop completely new points of view about a particular product category or market segment, or an industry challenge you may be facing. They can provoke breakthrough ideas for transforming your core business model in some profound way, or for creating new, "whitespace" businesses that directly leverage your company's core competencies and strategic assets. Peter Skarzynski and Rowan Gibson has suggested five design rules for enlarging and enhancing your innovation pipeline. The first three design rules are about enlarging the pipeline-building a high-yield process that generates and captures a flood of novel ideas from across the organization and beyond. However, enlarging your pipeline - by increasing the sheer volume of ideas - is only half the story. The simultaneous challenge is to enhance the pipeline by improving the quality of those ideas, not just the quantity. That's what the last two design rules are about: (i) Increase the combinations and (ii) Ideate around specific themes. This post will present the first rule.]]></description>
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		<item>
		<title>Michael Porter&#8217;s Five Forces and Technical Analysis</title>
		<link>http://www.unitedbit.com/michael-porters-five-forces-and-technical-analysis/</link>
		<comments>http://www.unitedbit.com/michael-porters-five-forces-and-technical-analysis/#comments</comments>
		<pubDate>Sat, 13 Dec 2008 20:29:24 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Entrepreneurship]]></category>

		<category><![CDATA[Leadership and Strategy]]></category>

		<category><![CDATA[Book_managinginnovation]]></category>

		<category><![CDATA[Clayton Christensen]]></category>

		<category><![CDATA[Five Forces]]></category>

		<category><![CDATA[how to manage innovation]]></category>

		<category><![CDATA[innovation management]]></category>

		<category><![CDATA[innovation strategy]]></category>

		<category><![CDATA[Joe Tidd]]></category>

		<category><![CDATA[John Bessant]]></category>

		<category><![CDATA[Leardership vs. Followership]]></category>

		<category><![CDATA[Managing innovation]]></category>

		<category><![CDATA[Michael Porter]]></category>

		<category><![CDATA[Micheal Porter's Five Forces]]></category>

		<guid isPermaLink="false">http://www.unitedbit.com/?p=1507</guid>
		<description><![CDATA[In the early 1980s, Michael Porter made a major contribution to the analysis of innovation in corporate strategy, by explicitly linking technology to the ‘five forces’ driving industry competition, and to the choice amongst a number of ‘generic strategies’ that must be made by the firm. His approach situates the firm’s technological activities in a wider context of industry competition, and he develops a systematic SWOT analysis, based on competitive forces and firms’ internal choices. His approach has been very influential, and it illustrates both the strengths and the weaknesses of the ‘rationalist’ approach to technology strategy, which is why we shall discuss it now. Despite criticism by many academics, it remains the most dominant approach to strategy, in both the business schools and in practice. ]]></description>
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