The continued growth of online shopping is placing further pressure on the capabilities of retailers as they scramble to scale their operations to meet record levels of demand.
“We’re not a PC company, we’re not a tablet company, we’re not a smartphone company. We’re an intelligence company,” Johnson says. “We can bring intelligence to anything. To me, Edison and Galileo are the first expression of that vision.”
A look inside how the marketing division at GE for the last ten years has built a leading role in driving innovation. By looking at marketing’s role as being the customer’s voice and feeding the organization with valuable customer driven insights, perspectives and solutions.
The advice: Marketing is way more important than just advertising and external messaging, marketers should look further…
- Be the customers voice in the organization, infuse the organization with customer insight
- Create mindshare before market share, give the customer the imagination before you give them the product
- Imagine how products and technologies can be redesigned to fit several different situations and markets.
- Invite new and exiting partnerships to develop the organization.
TOKYO, Japan — Although Japan’s first virtual changing room opened in Tokyu Plaza in Omotesando two years ago, the technology has been little more than a gimmick — until now. Last month, Urban Research, a fast-growing and popular fashion, home and lifestyle retailer, launched an experiment in Tokyo’s Parco Ikebukuro that leverages enhanced virtual changing room technology to power a micro pop-up store. Called ‘Wearable Clothing by Urban Research,’ the store is just seven square metres and carries no stock. Instead, it allows customers to simply stand in front of one of two 60-inch screens, select clothing items they want …
(via A Random Blog)
A thundering herd of food unicorns is assembling itself on the horizon. Prepare yourself. It’s not a fad. It’s not over yet. And you’re not too late. This is just the beginning.
The industry needs to keep pace with rapidly shifting consumer demands.
The move by Elon Musk and Tesla to open their patents, and the subsequent shareholder success reflects three important things about the nature of industries and competition today:
1. Industries are increasingly irrelevant; it’s now the ecosystem that matters
2. Successful companies don’t play a role; they excel at an activity
3. “Activity focus” is the new strategic focus
Nestlé is developing personalized foods, so you’ll get all your vitamins.
Commercial aircraft add weather-sensing gear to bolster forecasts.
The following enhancements to DDP methodology may be valuable for firms that need to continuously innovate:
- Firms will need to generate assumptions about who likely future competitors will be and design checkpoints to test whether and when brand new competitors are emerging, thus better anticipating disruption.
- They’ll need to make assumptions about when competitive attacks and erosion of profits will begin, and design checkpoints as indicators that this is happening so that the next advantage stage can be launched at the optimal time.
- Given the increasing rate of change, it doesn’t make sense to think past the next four checkpoints. This should move the conversation from “are we deploying enough (i.e., a lot of) money to try to build a sustainable advantage?” to “Do we have just enough money to get through the next three checkpoints?”
- To speed up the “demolition” of ventures that start off seeming to be good ideas but turn out to be flawed, we need to creatively design inexpensive, roughly right checkpoints that cheaply and quickly probe whether key assumptions are wrong.
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