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Mop Or Swiffer

Why is it so difficult for established companies to achieve new growth that can generate innovation in business models? Because I do not understand their existing model well enough to know if it suits them a new opportunity or whether it would be a. Based on their respective careers, the consultant Johnson, HBS professor Christensen and co-CEO Kagermann SAP, provide the tools that executives need to do both. Successful companies already operate a business model that can be divided into four elements: a value proposition for the customer who makes an important task for him more effectively than the competitor's offer, a formula that defines how the utility company generates money by delivering the value proposition, and key resources and processes required to deliver this proposal. The opportunities that change the game deliver value propositions to the customer radically new: do a job that requires a dramatically improved (P & G with their mop Swiffer), solved a problem that has never before been solved (Apple's iPod iTunes) or serve a customer base at that time totally neglected (Tata Motors with Nano, the car that $ 2,500 is for the Indian families who used scooters). Capitalize on these opportunities do not always require a new business model: P & G, for example, needed a new model to leverage its strengths in product innovation to develop the Swiffer. However, a new model is often needed to leverage a new technology (Apple) and generally required when the opportunity is directed to a whole new group of customers (Nano), and indeed is required when an established company must maintain a competitor at bay disruptive successful (as they may have to do it now competitors in the Nano). According to the Bureau of Labor Statistics of the U. S. , we have reached a major milestone, women . . Quantcast web analytics
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