Strategy Competition

Download Different Thinking: Creative Strategies for Developing the by Anja Foerster, Peter Kreuz PDF

By Anja Foerster, Peter Kreuz

Various pondering provides useful instruments and methods businesses can use to aid vastly raise the worth of the enterprise. The authors exhibit readers how they could query their company's ideas, create new markets, provide their items an intensive makeover, and invent leading edge new cost and revenue versions to provide them a aggressive virtue over their competitors. to demonstrate the idea, there are overseas examples from a vast spectrum of industries, from Apple and Virgin to Daimler-Chrysler, McDonald's, and Washington Mutual financial institution, which exhibit how taking such cutting edge techniques has labored in perform.

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Additional resources for Different Thinking: Creative Strategies for Developing the Innovative Business

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From nobody to the perfect body: Bruno Banani Do the unexpected – that is the credo of the Bruno Banani Underwear GmbH, from Chemnitz in Saxony. ‘We’re always doing something no one expected,’ says Wolfgang Jassner, the company’s founder. ‘Not for everybody’ is the company’s marketing slogan. And this is what they do: Each month a new model of Bruno Banani underwear goes on sale. Each model is produced in a limited edition, thus keeping the articles in artificially short supply and making Bruno Banani underpants a desirable collector’s item for Banani fans.

As it is easily digestible and skin-friendly, it can be taken as an antacid or used to treat skin irritations and to refresh tired feet. Having established this, Arm & Hammer branched out into a completely new field and won over a whole new customer group with innovative cleaning agents and skincare products based on the ingredients of baking soda. com United States for toothpaste, odour absorbers, deodorants and cleaning and skincare products. All its products are manufactured on the basis of baking soda, its original product.

Take market research as an example: we know what customers are going to want tomorrow. We’ve asked them! But were the answers they got from the customers truthful ones? The customer is a rear view mirror, not a guide to the future. George Colony, Forrester Research In fact, customers often have difficulty defining their future needs. That becomes clear when you consider that many innovative products were at first rejected by consumers: Minivans from Chrysler, Post-it notes, video recorders, facsimile machines, Red Bull energy drinks, FedEx overnight delivery, news channel CNN and many others.

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