Lee Cheng Voon (15632087), MOI, 2014

GroupMap1

Management of Innovation 301

Digital Multimedia Report

Semester 1, 2014

Name : Lee Cheng Voon

Student ID : 7E1A8580 / 15632087

Tutor : Mr. Adriel Sim

Tutorial time : Thursday, 4.30-7.30pm

Company Name : GroupMap

Total file word count 4107

Less: Cover Page 65

Less: direct quotes 119

Less: tables of content 265

Less: heading 284

Less: reference lists 625

Total net word count 2749

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Table of Contents1.0 Executive summary....................................................................................................... 4

2.0 Company Profile & Background .................................................................................. 5

3.0 Establishing an environment for innovation ................................................................. 7

3.1 Intellectual Property Protection (IPP) ........................................................................ 7

3.1.1 Copyright ............................................................................................................. 7

3.1.2 Trademark ............................................................................................................ 7

3.1.3 Patent.................................................................................................................... 8

3.2 Managing organizational knowledge and innovation strategies................................ 8

3.2.1 Definition of managing organizational knowledge.............................................. 8

3.2.2 Core competencies ............................................................................................... 8

3.2.3 Organizational knowledge and knowledge base.................................................. 9

3.2.4 Absorptive Capacity............................................................................................. 9

3.3 Collaboration strategies ........................................................................................... 10

3.3.1 Licensing............................................................................................................ 10

3.3.2 Collaboration (non-joint ventures)..................................................................... 10

3.3.3 Scope of collaboration strategies ....................................................................... 11

4.0 Implementing Innovation............................................................................................ 12

4.1 Managing innovation and operations management ................................................. 12

4.1.1 Pearson’s uncertainty map ................................................................................. 12

4.1.2 Organizational characteristics that facilitate the innovation process................. 12

4.2 Managing the New Product development process................................................... 13

4.2.1 New product development (NPD) as a strategy for growth............................... 13

4.2.2 Network model of NPD ..................................................................................... 13

4.2.3 Generation business opportunities ..................................................................... 14

4.2.4 Screening of business opportunities................................................................... 14

5.0 Questions from CEO................................................................................................... 16

5.1 Product development ............................................................................................ 16

5.2 Business development........................................................................................... 16

5.3 Marketing.............................................................................................................. 16

5.4 Other commercialisation....................................................................................... 16

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6.0 Conclusion and recommendation................................................................................ 17

7.0 Reference List ............................................................................................................. 18

8.0 Appendix..................................................................................................................... 22

8.1 Appendix 1: Jeremy Lu’s Timeline ......................................................................... 22

8.2 Appendix 2: Jeremy Lu’s Honors & Awards .......................................................... 23

8.3 Appendix 3: GroupMap’s logo ................................................................................ 24

8.4 Appendix 4: The knowledge base of an organization.............................................. 24

8.5 Appendix 5: Core competencies, imitability and profits ......................................... 25

8.6 Appendix 6: Pearson’s uncertainty map .................................................................. 26

8.7 Appendix 7: Ansoff matrix ...................................................................................... 27

8.8 Appendix 8: Network model of NPD ...................................................................... 28

8.9 Index of exhibits ...................................................................................................... 29

8.9.1 Video: Introduction of GroupMap..................................................................... 29

8.9.2 Blog: Tumblr~ Information about GroupMap................................................... 29

8.9.3 Pinterest: Pictures slides show for the GroupMap............................................. 29

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1.0 Executive summary

This report represents an overview of the GroupMap Technology Pty Ltd and

analyses how the founders of GroupMap develop, manage and implement innovation.

The company profile and background will be provided.

The next section will identify how GroupMap establishes an environment for

innovation such as IP strategies, manage organizational knowledge and innovation

strategies, and collaboration strategies. IP strategies should be utilized in order to protect

GroupMap’s innovation. A recommendation will be given to patent their innovation.

Besides, the report highlights how GroupMap applies collaboration strategies to

create strong external collaboration to obtain advantages on resources, knowledge and

skills sharing. A recommendation of collaboration strategies will be discussed.

The next section will discuss about operation management and New Product

Development process of GroupMap to implement innovation. A recommendation will be

given to implement innovation to enter new market.

The answers will be provided to solve the questions from CEO. The conclusion

would be a summary of each subtitle as stated. The reference list is an evidence of the

report. Lastly, the appendices show the multimedia exhibits.

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2.0 Company Profile & Background

GroupMap is founded by Jeremy Lu and Brad Ward in 2012, a web tool for

online group brainstorming, consensus building and share ideas (How to Collect, store

and Sort Your Ideas 2012). GroupMap designed to make collaboration easy, improve

effectiveness and speed of teamwork who come together to work, learn, idea sharing or

solve problems.

During the time Jeremy worked in Curtin University, he recognized the

collaboration problems among the students. Jeremy wanted a way for his students to be

more fully engaged, participate in ideas sharing, submit ideas quickly and encourage

collaborative in a large group (Claire 2014).

Brad has over 8 years’ great experiences in agile software delivery (About 2013).

He thinks that sticknotes and butchers papers to collect information are too slow and time

consuming. Using of technology advantages can quickly share knowledge and ideas

(Claire 2014).

Consequently, they come out the idea to develop social brainstorming software to

improve the effectiveness and productivity of the team activities. In 2012, Jeremy and

Brad founded GroupMap Techonlogy Pty Ltd.

Today, GroupMap has had over 21000 users (Lu, 2014). Currently, GroupMap

broadly used by collaborative teams and managers, educations and trainers as well as

workshop facilities (Learn More 2013). GroupMap has been awarded in year of 2012 and

2013. Click here to view GropMap’s Awards.

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Click Here to view my timeline.

Click Here to view my honors and awards.

Click Here to view the idea of GroupMap

to view my honors and awards.

o view the idea of GroupMap.

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3.0 Establishing an environment for innovation

3.1 Intellectual Property Protection (IPP)

The IPP methods used to protect GroupMap’s innovation are copyright, patent, trademark,

Domain URL and Methodology (Lu 2014).

3.1.1 Copyright

Copyright protects an individual’s literary or artistic productions from being

communicated or reproduced without the permission of the copyright holder (Trott 2012,

181). To obtain copyright protection, the works must be in a tangible form and

independently created by its author (Spinello 2007, 14).

GroupMap provides SAAS (Software-as-a-Service) collaborative brainstorming

software. They are concern about the illegal copying or stealing by other IT companies

(Terms of service 2014). GroupMap obtains copyright protection to avoid third parties to

copy, display or reproduce any of the information from their site. In the presentation,

Jeremy mentioned that IT companies should not steal others ideas which can affect their

reputation (Lu 2014). Therefore, Jeremy is on the right track to protect the copyright of

his innovation.

3.1.2 Trademark

Trademarks are important in the world of business. Trademark related with

business image, goodwill and reputation (Trott 2012, 173). Trademark protects the

exclusive right of sellers to prevent competitors from using their mark and ensure that

mark is protected from free riders (Spinello 2007, 14).

Jeremy has trademarks GroupMap’s Logo under GroupMap Technology. Jeremy

is on the right track with this. Because, Jeremy ensures third parties will not use their

trade dress and copy the design of the website (Terms of service 2014). It can prevent

free riders from using their business image, goodwill and reputation.

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3.1.3 Patent

Patent protection is to protect machines, articles of manufacture or compositions

of matter form imitation (Spinello 2007, 16). Patent protects inventions that have utility,

novelty and are non-obvious (Reed and Storrud-Barnes 2011, 367).

Brad Wrad has had knowledge about patent protection and wanted to patent their

innovation. During the time enter into market, some of their customers actually not care

whether this computer software is patented or not. Therefore, the founders keep the

choice to patent GroupMap.

From the research, there is an increases in the use of patents among the larger

firms aim to block rivals. A firm which has acquires a patent to protect their technology

innovation offers a competitive advantage (Reed and Storrud-Barnes 2011, 368). There

are a positive relationship between patents and corporation’s sale growth, market value

and financial performances (Cao and Zhao 2013, 289). However, it is time and cost

consuming.

In my opinion, Jeremy is on the right track. As patent is not a costless protection.

Thus, GroupMap is suggested to implement patent protection when they become a larger

corporate.

3.2 Managing organizational knowledge and innovation strategies

3.2.1 Definition of managing organizational knowledge

Organizational knowledge defined as the internal systems, routines, shared

understanding and practices within the organizational. The tangible organizational

knowledge such as minutes of meetings, research notebooks and operating procedures, as

well as less tangible representations such as operational routines (Trott 2012, 206).

3.2.2 Core competencies

Core competencies defined as the main strengths or strategic advantages of your

business which are hard for competitors to replicate (Siddiqi 2000, 93). Understanding

and developing core competencies are able to sustain organization’s long-term success

and create competitive advantages. Today, many organizations implementing knowledge

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management strategy to build competitive advantages (Shaabani, Ahmadi, and Yazdani

2012, 311). The core competency of GroupMap is a web and cloud based operational

system.

According to the core competencies, imitability and profits model, it is identifies

whether a business has the ability to generate long-term profits based on their core

competencies and imitability of their activities (Trott 2012, 202). GroupMap is falls

under “short-term profits” with the competence is core but easily imitated by competitors.

This means that GroupMap is able to generate profits, but most likely to be temporary

due to competitors will quickly imitate their activities.

3.2.3 Organizational knowledge and knowledge base

Jeremy is develops resource-based perspective (RBP) by collecting tangible and

intangible resources within the organization. The concept of RBP based on the

recognition of resources such as information, knowledge and skills (Trott 2012, 199). Ng,

Macbeth and Southern (2014, 3) have borrowed the Wernerfelt’s idea about the business

will be analyzed on their competitive advantage through the sufficient resources rather

than products or services.

Jeremy has a background in education, health management and business

consulting (About 2013). Brad has great experiences in agile software delivery. He also

works in various professional capacities such as developer, agile coach, iteration manager,

product manager and lead consultant (About 2013).

Having the rich experiences and collaborative of knowledge between the founders

and employees will create competitive advantages. Therefore, GroupMap can be

identified as a company which has considers the five dimensions of organizational

knowledge base.

3.2.4 Absorptive Capacity

“Cohen and Levinthal (1990) coined the term of “absorptive capacity” and has

been defined as the ability of a firm to recognize the value of new, external information,

assimilate it, and apply it to commercial ends” (Natti, Laukkanen and Johnston 2014,

175). A firm with high absorptive capacity can increase corporate innovation

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performance, achieve the product effectiveness and market value since it has more

resources and prior related experiences (Tseng, Pai and Hung 2011, 975)

Jeremy has variety experiences on education, health management and business

consulting. He also as a CPA member and participates leadership camps (Jeremy Lu

2014). Moreover, during the time he worked as lecturer in Curtin University, he

recognized the problem about lack of effectiveness on teamwork. He also worked as a

business consultant and business manager. This meant that he acquires sufficient business

knowledge. This gives him the potential of strength to come out the idea to develop an

online brainstorming tool.

3.3 Collaboration strategies

“Strategic alliance defined as an agreement between two or more partners to share

knowledge or resource, which could be beneficial to all parties involved” (Trott 2012

234). Nowadays, alliance brands are become popular in business sector as a marketing

strategic tool (Yan 2009, 226). Business are seeks strategic alliances to get business

opportunities and achieve competitive advantage with the exchange of access of

knowledge, resources and skills (Gravier, Randall and Strutton 2008, 117). Collaboration

strategies bring benefits and dangers to GroupMap.

3.3.1 Licensing

Licensing defined as giving another business permission to use own intellectual

property (Trott 2012, 239). Licensing can be the main income generator for the firms.

GroupMap is partners with leadership WA, consulting team, other collaboration tool

companies, online meeting tool companies and universities (Lu 2014). For instance,

during GroupMap was invited by Digital Creative Festivals Organizers, GroupMap

worked together with “Powtoons” to show their business on the Piazza screen (Lu 2013).

3.3.2 Collaboration (non-joint ventures)

This alliance strategy exists between GroupMap and Curtin University. Curtin

University is using GroupMap as a teaching and learning material (Curtin teaching and

learning 2014). GroupMap helps to facilitate large groups of students and gather their

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ideas. Using GroupMap has improves effectiveness and speed of teamwork, all responses

are saved safety and time saving. Therefore, cooperation may create benefits to both

parties.

3.3.3 Scope of collaboration strategies

Using GroupMap, individual and teams get their space to think. For suggestion,

GroupMap should go beyond collaboration with university or other collaboration

companies. It is because social network become a teaching and learning material in the

education sector. Using GroupMap can understand how the class is thinking and whether

students are in the right way. GroupMap is able to guide and help students to share ideas,

learn and get feedback. Besides, GroupMap can collaborate with Google Hangout and

Yammer.

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4.0 Implementing Innovation

4.1 Managing innovation and operations management

4.1.1 Pearson’s uncertainty map

Through Pearson’s uncertainty map, business can analysis and understand

uncertainty and the innovation of output and process. Pearson’s framework applies on the

nature of the uncertainty and the way it changes (Trott 2012, 86).

The innovation of GroupMap is under Quadrant 4. Under this situation, it is

covers innovative activities with most certainty and focus on speed of development. To

develop a new product, it needs to combine market opportunities with technical

capabilities while the uncertainty about output and process are at the low level (Trott

2012, 88). Jeremy has decided to develop GroupMap as an online brainstorming tool to

improve effectiveness and speed of teamwork.

On the other hand, Jeremy understands on the business vision vividly and at the

right way to archive the goals. GroupMap’s vision is “create a simple, effective tool for

great teams to think, share, talk and decide based on quality insights, focused

conservations and collaborative outcomes” (Lu 2014) Therefore, GroupMap has partners

with their strategic alliances to achieve their goal.

Under Quadrant 4, GroupMap’s innovation activities are depends on the speed of

development. Thus, GroupMap requires a team of people with experiences and high

achievement.

4.1.2 Organizational characteristics that facilitate the

innovation process

GroupMap classified as growth orientation business which aim to seek profit, plan

for the long run and grow the business (Trott 2012, 93). GroupMap willing to reach as

business facilitators and consultant, education sector, collaborative works teams,

conference sites and market research firm. GroupMap is motivated by the great feedback

from customers (Lu 2014).

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As GroupMap is in growing stage, they may not have sufficient technology to

develop innovation. Thus GroupMap has high level of receptivity with increasing the

number of alliances (Trott 2012, 96).

According to the research, entrepreneurial leadership defined as the combination

of strategies, leadership and entrepreneurship to manage the growth ventures (Kuratko

and Audretsch 2008, 6). An effective strategic leadership enable Jeremy to decide the

firm’s purpose or vision, develop the core competencies, and manage business resources.

4.2 Managing the New Product development process

4.2.1 New product development (NPD) as a strategy for

growth

The continuous development of new product provides opportunities for business

growth, increases profitability and survival. NPD teams are crucial of firm’s marketing

strategy and business growth (Badrinarayanan and Arnett 2008, 242). Currently, firms are

usually collaborating with suppliers in NPD to reduce development cost, time and

improve product designs. However, this may bring conflicts in managing collaborative

NPD (Lam, Chin and Pun 2007, 892).

Ansoff matrix identified about increase in market and product opportunities for

business growth. Ansoff matrix suggested four strategies for business growth: market

penetration, market development, product development and diversification strategy (Trott

2012, 422).

Today, a variety of software applications are used as a teaching and learning tool.

Furthermore, social network become more and more popular among the society. Jeremy

is suggested to improve the quality and additional functions of their innovation.

4.2.2 Network model of NPD

Network model of NPD is knowledge build up with marketing and sales, finance,

engineering and manufacturing and research and development (Trott 2012, 442).

GroupMap is still a growing business. Therefore, they are difficult to compete with other

companies due to lack of several capabilities and resources.

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GroupMap shows a network model underlines the external linkage link with the

internal activities in order to improve successful of product development (Trott 2012,

442). Strategic alliances can bring additional knowledge and capabilities to GroupMap.

Through external linkage can enhance successful of NPD process (Trott 2012, 442).

4.2.3 Generation business opportunities

“Generation business opportunities are the process of collecting possible business

opportunities that could realistically be developed by the business into successful

products “(Trott 2012, 561).

Jeremy mentioned that feedbacks from users are motivating them to work better.

According to research, Customer Relationship Management (CRM) strategy able to

understand customer’s needs, contribute feedback and operational efficiencies

(Herhausen and Schogel 2013, 1692). Hence, GroupMap collects users’ feedback to seek

for improvement and updated them with the trend.

In the early 1990, quality management (QM) emerged as an important topic in

Research and Development (R&D). It has become a source of competitive advantage and

enables better firm performances (Kumar, Kim and Kumar 2012, 156). To efficiently

achieve the R&D goals, GroupMap should understand the core concept of QM and apply

it across their organisation.

Furthermore, GroupMap is suggested to implement brainstorming and synectics

with their employees or management team (Trott 2012, 563). To encourage people use

their own imagination and creativity to build a new idea. Employees should voice out

their idea for decision making.

4.2.4 Screening of business opportunities

Screening of business opportunities process is to identify whether the new idea is

success or fail. It is necessary to filter the ideas before start to develop it. After that,

choose the good idea and drop the bad idea (Trott 2012 564).

Jeremy is suggested to launch concept testing, technical testing and business

analysis (Trott 2012 566). Jeremy needs to collect customer’s feedbacks. By doing this,

Jeremy can understand the customers’ need and market trend. Moreover, technical testing

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is important for new idea evaluation. Concept testing is done after idea screening. The

idea should be analysed by the experts to increase success rate of the idea. Before the

NPD process, Jeremy should focus on marketing plan, technical plan, financial

performances and budgeting system.

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5.0 Questions from CEO

5.1 Product development

Jeremy is suggested to set a business plan to guide the management team to right

direction and ensure the decision making is based on customer requirements (Beaver and

Prince 2002, 82). Increase on technical supporting to monitor the process. Ensure the

software is run softly and high speed. GroupMap launches improvements such as desktop

notification for any new posts.

5.2 Business development

Jeremy is suggested to create partnerships with international schools or

universities. GroupMap can license to other collaboration companies such as Yammer

and Google Hangout. Yammer is a private company’s social network that allows

employees to collaborate across departments, locations and business apps. Yammer is

used by more than 200000 companies worldwide (The World Moves Fast. Move Faster

With Yammer 2014). To develop Human Resource Management (HRM) to acquire

sufficient human resources, match employees to right job situation, and motivate them

achieve the goal congruence (Dabic et al 2011, 27)

5.3 Marketing

Due to the advantage of internet, it changes how the business communicates with

their customers. An engagement-based marketing defined as offering something that

people actually want and benefit to customers (Mercer 2014). GroupMap cooperates with

social media interactions to promote the company. It is benefits for GroupMap to engage

in education fair to increase the users among the lecturers and students.

5.4 Other commercialisation

It is essentials to refresh advertisement and keep the company’s name to be

remembered by customers. GroupMap can create online video to reach and connect with

customers on a deeper level. The world of technology can change very fast. Thus,

GroupMap needs to excess into new market with a new software application.

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6.0 Conclusion and recommendation

In conclusion, GroupMap is effective and interesting innovative software. Most

importantly, it is helpful in education sectors as well as large group discussions.

The IPP strategy represented a crucial to protect this innovation from imitated by

third parties. Jeremy is on the right track in protecting his innovation by using copyright

and trademark. Jeremy is suggested to implement patent protection when they become a

larger corporate in future.

Furthermore, GroupMap has a good management of organizational knowledge

with rich experiences and collaborative of knowledge between the founders and

employees which can create competitive advantages. Through strategic alliance,

GroupMap can get business opportunities to make profit together and achieve

competitive advantage with the exchange of access of knowledge, resources and skills.

By doing this, GroupMap should collaborate with other collaboration companies and also

improve their operational.

Therefore, GroupMap can develop new products and maintain their core

competencies. Development of new product provides opportunities for business growth,

increases profitability and survival. Jeremy is recommended to manage the NPD process

effectively in order to improve the success rate of the new innovation.

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7.0 Reference List

About. 2013. GroupMap. Accessed May 11, http://www.groupmap.com/about/.

Badrinarayanan, Vishag and Dennis B. Arnett. 2008. “Effective virtual new product

development teams: an integrated framework.” Journal of Business & Industrial

Marketing 23 (4): 242–248. doi: 10.1108/08858620810865816.

Beaver, Graham and Christopher Prince. 2002. “Innovation, entrepreneurship and

competitive advantage in the entrepreneurial venture.” Journal of Small Business

and Enterprise Development 9 (1): 28-37. doi: 10.1108/14626000210419464.

Bragg, Claire. 2014. “MEMBER PROFILE; JEREMY LU AND BRAD- GROUPMAP.”

Spacecubed. Accessed May 11, http://www.spacecubed.com/2012/11/19/member-

profile-jeremy-lu-and-brad-groupmap/.

Cao, Yong and Li Zhao. 2013. “Analysis of patent management effects on technological

innovation performance.” Baltic Journal of Management 8 (3): 286-30.

doi: 10.1108/BJOM-May-2012-0033.

Curtin teaching and learning. 2014. Curtin University. Accessed May 13,

http://otl.curtin.edu.au/teaching_learning_services/groupmap.cfm.

Dabic, Marine, Marta Ortiz De Urbine Criado, and Ana M.Romero Martinez. 2011.

“Human resource management in entrepreneurial firms: a literature review.”

International Journal of Manpower 32 (1): 14-33.

doi:10.1108/01437721111121206.

Gravier, Michael J., Wesley S. Randall, and David Strutton. 2008. “Investigating the role

of knowledge in alliance performance.” Journal of Knowledge Management

12 (4): 117-130. doi: 10.1108/13673270810884291.

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GroupMap Technology. 2014. Linkedin. Accessed May 11,

http://www.linkedin.com/company/groupmap-technology.

Herhausen, Dennis and Marcus Schogel. 2013. “Profiting from customer

relationship management.” Journal of Management History 51 (8): 1678-1700.

doi: 10.1108/MD-08-2012-0582.

How to Collect, Store, and Sort Your Ideas. 2012. IPAA. Accessed May 11,

http://www.wa.ipaa.org.au/How-to-Collect-Store-and-Sort-Your-Ideas.aspx.

Jeremy Lu. 2014. Linkedin. Accessed May 13, http://au.linkedin.com/in/lujeremy.

Kumar, Vinod, Dong-Young Kim, and Uma Kumar. 2012. “Quality management in

research and development.” International Journal of Quality and Service Science

4(2): 156-174. doi:10.1108/17566691211232891.

Kuratko, Donald F. and David B. Audretsch. 2008. “Strategic Entrepreneurship:

Exploring Different Perspectives of an Emerging Concept.” Entrepreneurship:

Theory & Practice 33 (1): 1-17. doi: 10.1111/j.1540-6520.2008.00278.x.

Lam, Ping Kit, Kwai Sang Chin, and Kit Fai Pun. 2007. “Managing conflict in

collaborative new product development: a supplier perspective.” International

Journal of Quality & Reliability Management 24 (9): 891–907. doi:

10.1108/02656710710826171.

Learn More. 2013. GroupMap. Accessed May 11,

http://www.groupmap.com/learn-more/

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Lu, Jeremy. 2013. “GroupMap to showcase innovative collaboration software

at Gartner IT Symposium.” GroupMap. Accessed May 13,

http://www.groupmap.com/2013/08/25/groupmap-to-showcase-innovative-

collaboration-software-at-gartner-it-symposium/.

Lu, Jeremy. 2013. “How we got 160 people to brainstorm on GroupMap.” GroupMap.

Accessed May 13, http://www.groupmap.com/2013/06/17/how-we-used-

powtoons-to-get-160-people-to-brainstorm-with-us-on-groupmap/.

Lu, Jeremy, interviewed by Curtin University. 2014. “Entrepreneurs & Enterprise

Presentation,” EchoCenter, podcast audio, March 19, 2014,

http://echo.ilecture.curtin.edu.au:8080/ess/echo/presentation/8031881d-4729-

4181-aae7-36ea905e531c/media.mp3?downloadOnly=true

Mercer, David. 2014. “In the Social Age, Don’t Advertise, Engage.”

Accessed May 14, http://www.entrepreneur.com/article/231490.

Natti, Satu, Pia Hurmelinna-Laukkanen, and Wesley J. Johnston. “Absorptive capacity

and network orchestration in innovation communities – promoting service

innovation.” Journal of Business & Industrial Marketing 29 (2): 173 – 184.

doi: 10.1108/JBIM-08-2013-0167.

Ng,A.W, Douglas Macbeth, and Geoff Southern. 2014. “Entrepreneurial performance

of early-stage ventures: dynamic resource management for development and

growth.” International Entrepreneurship and Management Journal 10 (37): 1-19.

doi:10.1007/s11365-014-0303-x.

OzAPP Award finalists GroupMap prove determination is key to success. 2014. OZAPP.

Accessed May 11, http://ozapp.com.au/2013-ozapp-award-finalists-groupmap-

prove-determination-is-key-to-success/.

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Reed, Richard and Susan F.Storrud-Barnes. 2011. “Patenting as a competitive tactic in

Multipoint competition.” Journal of Strategy and Management 4 (4): 365-383.

doi: 10.1108/17554251111181016.

Shaabani, Esmaei, heidar Ahmadi, and HamidReza Yasdani. 2012. “Do interactions

among elements of knowledge management lead to acquiring core competencies?”

Business Strategy Series 13 (6): 307-322. doi:10.1108/17515631211286164.

Siddiqi, Shahid. 2000. “Customizing core competencies: The regional challenge.”

International Journal of Commerce and Management 10 (1): 91-104.

doi: 10.1108/eb047398.

Spinello, Richard A. 2007. “Intellectual property rights.” Library and Information Studies

25 (1): 12-22. doi: 10.1108/07378830710735821.

Terms of service. 2014. GroupMap. Accessed May 12,

http://www.groupmap.com/terms/.

The World Moves Fast. Move Faster With Yammer. 2014. Yammer. Accessed May 14,

https://www.yammer.com/.

Trott ,Paul. 2012. Innovation Management and New Product Development. Fifth edition.

England: Pearson Education.

Tseng, Chun-Yao, Da Chang Pai, and Chi-Hsia Hung. 2011. “Knowledge absorptive

capacity and innovation performance in KIBS.” Journal of Knowledge

Management 15 (6): 971 – 983. doi: 10.1108/13673271111179316.

Yan, Ruiliang. 2009. “Pricing strategies and firm performances under alliance brand.”

Journal of Product & Brand Management 18 (3): 226 – 232.

doi:10.1108/10610420910957852.

8.0 Appendix

8.1 Appendix 1: Jeremy Lu’s Timeline

Source: Jeremy Lu 2014

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Jeremy Lu’s Timeline

8.2 Appendix 2: Jeremy Lu’s Honors & Awards

Source: Jeremy Lu 2014

2006• Young Professional of the Year • Austalian Institute of Management

June 2006

• Top Student Award • Chamber of Commerce and Industry

2007

• Teaching Prizes x 6, Teaching Nomination• Curtin University• University of WA

2010• MBA Scholarship • CPA Australia/ U21 Global Group of Universities

2012• oZAPP Competition • oZAPP National Awards

December 2012

• PVC Excellent Award• Curtin University

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Jeremy Lu’s Honors & Awards

Young Professional of the Year - NFPAustalian Institute of Management

Top Student Award - Business Strategy and LeadershipChamber of Commerce and Industry

Teaching Prizes x 6, Teaching NominationCurtin University- School of Accouting University of WA- School of Economics and Finance

MBA Scholarship - CPA/ U21GlobalCPA Australia/ U21 Global Group of Universities

oZAPP Competition - 3rd placeoZAPP National Awards

PVC Excellent AwardCurtin University

Business Strategy and Leadership

8.3 Appendix 3: GroupMap’s logo

8.4 Appendix 4: The knowledge base of an organization

Source: Trott 2012, 208

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: GroupMap’s logo

Appendix 4: The knowledge base of an organization

8.5 Appendix 5: Core competencies, imitability and profits

Source: Trott 2012, 202

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Core competencies, imitability and profitsCore competencies, imitability and profits

8.6 Appendix 6: Pearson’s uncertainty map

Source: Trott 2012, 86

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Appendix 6: Pearson’s uncertainty map

8.7 Appendix 7: Ansoff matrix

Source: Trott 2012, 422

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Ansoff matrix

8.8 Appendix 8: Network model of NPD

Source: Trott 2012, 422

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Network model of NPD

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8.9 Index of exhibits

8.9.1 Video: Introduction of GroupMap

http://www.youtube.com/watch?v=oJilJBiDleE&rel=0

8.9.2 Blog: Tumblr~ Information about GroupMap

http://leechengvoon.tumblr.com/

8.9.3 Pinterest: Pictures slides show for the GroupMap

http://www.pinterest.com/chengvoon/space-to-think/

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