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His rockabilly-inspired quiff is nearly a fifth member of the band, rising from his head all proud and shiny and high, requiring two different kinds of greasy stuff to maintain. Betting tips horses today as striking is his gigantic belt buckle, acquired in Japan: a metallic eagle emblazoned with a Kawasaki motorcycle logo. Dre on New LP. At 27, Turner is obviously a man who has decided how he wants to look. Perhaps not coincidentally, with their just-released fifth album, AMhe and his bandmates became equally clear on how they want to sound. The material is new, and the more rhythm-centric approach is even newer.

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Page Triggers for innovation Page Design of the organisation and its suppliers: supply chain management Page Business process re-engineering BPR Page Lean innovation Page Case study: Innovation on the production line Page 6 Managing intellectual property Page Intellectual property Page An introduction to patents Page Industrial applications Page The patenting of life Page Patent harmonisation: first to file and first to invent Page Some famous patent cases Page Patents in practice Page Expiry of a patent and patent extensions Page Patent extensions Page Patent trolls Page Do patents hinder or encourage innovation?

Page Alternatives to patenting Page Trademarks Page Satisfy the requirements of section 1 Page Not be deceptive Page Using brands to protect intellectual property Page Exploiting new opportunities Page Duration of registration, infringement and passing off Page Registered designs Page Copyright Page Counterfeit goods and IP Page Case study: Pricing, patents and profits in the pharmaceutical industry Page Part Two Turning technology into business Page 7 Managing organisational knowledge Page The Battle of Trafalgar Page Technology trajectories Page The resource-based perspective Page Dynamic competence-based theory of the firm Page Developing firm-specific competencies Page Competencies and profits Page Technology development and effort required Page The knowledge base of an organisation Page Organisational heritage Page When the performance of the organisation is greater than the abilities of individuals Page Characterising the knowledge base of the organisation Page The learning organisation Page Innovation, competition and further innovation Page How firms cope with radical and incremental innovation Page Developing innovation strategies Page Case study: The cork industry, the wine industry and the need for closure Page Key words and phrases Page 8 Strategic alliances and networks Page Defining strategic alliances Page The fall of the go-it-alone strategy and the rise of the octopus strategy Page Complementary capabilities and embedded technologies Page Interfirm knowledge-sharing routines Page Licensing Page Outsourcing Page Industry clusters Page Innovation networks Page The 'virtual company' Page The process of forming a successful strategic alliance Page Negotiating a licensing deal Page Consideration monetary value Page Termination Page Risks and limitations with strategic alliances Page The role of trust in strategic alliances Page The concept of trust Page Innovation risks in strategic outsourcing Page The use of game theory to analyse strategic alliances Page Game theory and the prisoner's dilemma Page 9 Management of research and development Page What is research and development?

Page The technology portfolio Page Which business to support and how? Page Case study: The long and difficult year journey to the marketplace for Pfizer's Viagra Page Successful technology management Page The acquisition of external technology Page Level of control of technology required Page Managing scientific freedom Page Skunk works Page The link with the product innovation process Page Evaluation criteria Page Case study: CSI and genetic fingerprinting Page 11 Open innovation and technology transfer Page Background Page The dominant economic perspective Page Open innovation Page Introduction to technology transfer Page Information transfer and knowledge transfer Page Science park model Page Ferret model Page Limitations and barriers to technology transfer Page NIH syndrome Page Absorptive capacity: developing a receptive environment for technology transfer Page Linking external technology to internal capabilities Page Managing the inward transfer of technology Page Technology transfer and organisational learning Page Case study: How developments in electronic sensors create destruction in the disposable nappy industry Page Part Three New product development Page 12 Business models Page What is a business model?

Page The business model and the business plan Page The range of business models Page The sixteen business model archetypes Page Revenue models Page Enterprise models Page The parts of the business model Page The customer side Page The finances Page The business model dilemma of technology shifts Page Recurring revenues Page Changing the cost structure Page The technology licence and business relationships Page The licensing business model Page Marketing issues related to the licensing model Page Costs and benefits of the licensing model Page Other strategic uses of licensing Page Case study: Developing a new product for the teeth whitening market Page 13 Product and brand strategy Page Capabilities, networks and platforms Page Product platforms Page Product planning Page Competitive strategy Page Product portfolios Page The competitive environment Page Differentiation Page Product positioning Page Competing with other products Page Brands and blind product tests Page Brand strategy Page Brand extensions Page Market entry Page Launch and continuing improvement Page Withdrawing products Page Managing mature products Page 14 New product development Page Innovation management and NPD Page New products and prosperity Page Ongoing corporate planning Page NPD as a strategy for growth Page Product development Page A range of product development opportunities Page What is a new product?

Page Defining a new product Page Classification of new products Page Repositioning and brand extensions Page New product development as an industry innovation cycle Page Overview of NPD theories Page The fuzzy front end Page Customer cocreation of new products Page Agile NPD Page Departmental-stage models Page Cross-functional models teams Page Decision-stage models Page Network models Page Case study: Launching innocent into the growing fruit smoothie market Page 15 New service innovation Page Outsourcing and service growth Page Different types of services Page New services and new business models Page Characteristics of services and how they differ from products Page Classification of service innovations Page The new service development process Page Concurrent service development models Page Consumer user toolkits Page Consumer testing of services Page Case study: Developing new services at eBay All rights reserved.

Chapter 6 Author: Julia Richards and R. Scott Hawley. Local Customization Chapter 2. Similar presentations. Upload Log in. My presentations Profile Feedback Log out. Log in. Auth with social network: Registration Forgot your password? Download presentation. Cancel Download. Presentation is loading. Please wait. Copy to clipboard.

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