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1
Atenção!!!!
Se esta mensagem aparece na impressão, é porque não seleccionou “Color” na opção “Color/Grayscale” do diálogo de impressão. Deve fazê -lo em todos os
• Disruptive innovation is focused on the identification of opportunities for the creation of new businesses that strengthen the corporate portfolio but may lie outside the company’ s core activities
disruptive
Why innovagency
Focus of innovation
• Incremental innovation is focused on the correct management of the optimization and segmentation vectors on a given time frame
incremental
segmentation
optim
izat
ion
+-
- +
-
+
time
+
evolutional
• Evolutional innovation focuses on the identification and exploration of new environments for portfolio extension based on incremental success factors
“ [Today innovation] is about reinventing business processes and building entirely new markets that meet untapped customer needs. Most important, as the Internet and globalization widen the pool of new ideas, it's about selecting and executing the right ideas and bringing them to market in record time.”
Business Week, Special report on innovation, April 2006
“A commonly used definition is: ‘Innovation is the commercially successful exploitation of ideas’. This definition associates innovation with a tangible outcome.”Design Council, About Innovation
• Oriented to innovating business based on consumer knowledge – behaviour, needs, all existing “moments of truth”, relationship with the brand and the company’s values, value for the business
• Not supported on limited leverage perspectives of internal company competences
• Not benchmarking driven… rather actively seeking for “Blue Oceans”
• Not carried out with limited views on the company’s current acting domain, respecting broader visions of “need satisfaction” and application of “share of wallet” and share of mind” concepts
• Focused on medium / long term value creation, from a continuous relationship perspective (long lasting vs. one time optimisation) in which transactional realities are as important and those of the experience and brand-related values
… and therefore evolves towards the detailed implementation of sustainable business models as the final output
Value proposition Value chain
Strategic vision Competences, organisation and processes
Benefits to be delivered to customers, and why they are relevant: positioning, products, commercial speech, pricing, relationship contexts, customer relationship processes
Product structuring, and analysis of relevance and competitive positioning, as well as strategic fit when faced with goals.
Global industry framework, with the definition of the mission to be followed
Differentiation context when faced with competing players, for customers’ base and complementary needs
Placing the concept within the global company strategic framework
Relationship models with suppliers, business partners, strategic partners, institutional clients.
Relationship model with partners and counterparts that will ensure the business is sustainable.
Assets and infra-structures, differentiating competences and key processes necessary for bringing the business concept to life.
Can include, as an example, Brand, Processes, Information Systems, CRM, Partnership Management, etc.
Innovative Business Concept
“Financial” model
Model through which the concept will create value, and estimation of potential gains (by customer and for the entire project)).
The product’s elements should reflect the business’ economics: stimulating behaviour and building alliances that make sense from an economic point of view.
One of the defining characteristics of the solution definition process is an understanding of the nature of the iterative process between the elements that sustain the solution definition
What may seem one thing initially may turn out to be something different at the
end...abstraction
definition
trends
company
consumer
Strategic Innovation Framework
We find that the process of strategic innovation is normally an interactive process of refinement.
“The Mini USA site …captures more than 60 qualified leads per month per dealer (79% of all leads generated),
proving it to be an effective demand -generation tool.”
From pre-defined products to products defined by the customer
Internal analysis
Strategic Vision / competitive map
Trends
Identification of value propositionsSegment One Segment Two
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enim ipsum eleifendnisi. Crasultriciesultricies sapien.
New digital capabilities
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consectetueradipiscingelit. Sed
hendrerit, purusvitae dapibus
euismod .
Maecenas ultricies . Aeneanpede . Lorem ipsum dolorsit
amet, consectetueradipiscingelit. Pellentesque
ornareorcinec lacus.
Enthusiasts: cogito ergo sum
Analysis of Potential Digital Business Segments in Current CompanyClients
Internet users that visited site
Non- Internet Users
Internet users, not yet site users
Subscribers :?
?%
?%
?%
My Service
Shop?
?
? %
?%?
?
eBay did this this and that
AC Nielsen the same
Siemens performed increases in productivity
Skype was bought by competitor
Google is another exampleLouis Vuitton is another and
TNT is another one
Warner Music is media company
Luso is water company
UPS is logistics company
Company A
Simulaç ão (cr édito e impostos)ImpostosServi ços: Obras e Mudan ça s
Ges tão de anú nc iosL i g aç ã o c o m o c ré dito habitaç ão (homebanking)
Apenas produtos em
destaque
VendaCompraArrendamento
Arrendamento para fé riasTrespasse/cedência
Consult ório do Lar Repara ções
S e g u r a nç a Design
D o mó tica
CompraArrendamento
Trespasse
Imoguia – software de gestão para agentes imobiliá rios
Venda
Arrendamento
VendaArrendamento
Cedência de posiçã oTrespasse
T i m e- sharingEstadiaEmpreendimentos
VendaArrendamento
Trespasse Empreendimentos
Tipos de imó veis anunciados
Shopping
Estat ísticasAler tas
Pesquisas tem á ticasL i g aç ão directa a sistemas de
Consult ório jur ídicoDecora çã o
M u d a nç as
Ferramentas e outros conte úd o sInformaç ões de Apoio
Serv iços para o lar
Servi ços Financeiros
Área para mediadores
Pesquisa
Simulaç ão (cr édito e impostos)ImpostosServi ços: Obras e Mudan ça s
Ges tão de anú nc iosL i g aç ã o c o m o c ré dito habitaç ão (homebanking)
Apenas produtos em
destaque
VendaCompraArrendamento
Arrendamento para fé riasTrespasse/cedência
Consult ório do Lar Repara ções
S e g u r a nç a Design
D o mó tica
CompraArrendamento
Trespasse
Imoguia – software de gestão para agentes imobiliá rios
Venda
Arrendamento
VendaArrendamento
Cedência de posiçã oTrespasse
T i m e- sharingEstadiaEmpreendimentos
VendaArrendamento
Trespasse Empreendimentos
Tipos de imó veis anunciados
Shopping
Estat ísticasAler tas
Pesquisas tem á ticasL i g aç ão directa a sistemas de
Consult ório jur ídicoDecora çã o
M u d a nç as
Ferramentas e outros conte úd o sInformaç ões de Apoio
Serv iços para o lar
Servi ços Financeiros
Área para mediadores
Pesquisa
ü
ü
ü
ü ü
ü
ü
ü
ü
ü
ü
ü
ü
ü
ü
ü
ü
ü
ü ü ü üü
ü
Yes;
50%No; 44%
N/A; 6%
If offeredthis service, would you consider changing your telecommunications plan?
Would you be willing to pay for this service?
Service that allows customers to access complete songs using their mobile handset or the internet. Songs can be “cast ”so that friends can stream them on their handset.News, recommendations, merchandising and the ordering of CDs are all accessible to customers who subscribe to this service
Yes ; 3 1 %
No;
5 9 %
N/A ; 9%
3
10586
25
5
N/A (0) Not VeryInteresting (1)
Interesting (2) VeryInteresting (3)
Excellent (4)
Average
How would you rate this service’ s level of interest?
‘High-level’ functional definition
Main page prototyping
Quick evaluation of interest
If necessary, concrete use case elaboration
Hears a new song on the radio and
likes it – downloads It through the server
The song is now accessible via mobile phone or PC
Takes a photo with
phone and sends it to storage.
Downloads a videocall with a client
that had been stored, to confirm certain conditions in the new
•Historic archiveof all data stored on mobile phone,
Vodafone servers and even desktop storage: SMS, MMS, organiser, contacts, e-mail, files, music, video,
pictures…
•Access to information archive servicesthrough the Vodafone mobile network or via the internet
•Access to virtual telecommunications services
through a virtual Vodafone number and any device that is connected to the internet
•Incoming and outgoing online communications:
voice, SMS, MMS, videocalling, e - mail (Vodafone e -mail account), fax…
•Online accountwhere customers can manage their account and services, pay for services, top- up, access customer support, access their Clube Viva
membership account…
“… Web – use services (voice, SMS, MMS…) with ease and comfort on your
PC. Store your
communications – SMS , MMS and videocalls –
and information – music, pictures, contacts and
files – online and access or share them anytime,
anywhere ”
Selling Pitch
• Customers are able to use the same provider for online and offline communications
• Customers become much less reliant on mobile phones and much more reliant on their mobile services provider
• Reliable and easily accessible data storage –imagine wanting to re-read the first SMS you got from the girl you ended up marrying 10 years later and being able to access it no matter where you are
• Unification of a series of communications and archiving services by one single provider in a single account
Virtual Communications
Archive
Photograph Services
VFN Web
• It is not desirable to promote communication via the internet
• Telecommunications customers must have a handset and a sim card
Inverted Orthodoxies
Actual / Future CompetitionWhy is this value proposition
different and competitive?
Competitive analysis: why is it different
Turismo
Habinet.com(proposto)
Shopping
Cat ál o g o Habita ç ão
• Por Categoria
• Por Loja
Carrinhos Compras
Ferramentas
• Simulador
• Guia do Shopping
• Pedido de Contacto
I móveis
• Turismo Rural
• Casas para fé rias
• Informa ç ões
Empreendimentos
Ferramentas
• Simulador
• Guia do Imó v e l• Informaç ões
Ú teis• Seguros
• Es ta tís t i c a s• 1st Time Buyer’s
Guide
• Consultó rio Jurí dico
• Profissionais• Software
Apoio
• Pedido de Contacto
• Inserir imó v e l
Pesquisar Imó vel
•Pesquisas:
• Pesquisa r áp i d a
• Pesquisas tem á ticas
• Pesquisa a v a n çada
• Pesquisas guardadas
• P o r d a t a
•Ficha de Imóvel
•Ficha de contacto
O Habinet
Quem Somos
Contactos
Entidades Associadas
O M e u Habinet
Login
Registo
Alertas
Favoritos
Links
Internos
• Montepio Geral
• Net 24
Externos
• Rede Expressos
• Livraria Esperan ça
• Coface Mope
• Bimotor DJ
N o tí cias
Destaques
N o tícias e Produtos MG
Mercados
Serviços
I n f o r m aç ão
Consultó rio do Lar
•Decora çã o
•Checklists para servi ço s
Pesquisa no Site
Mapa do Site
Mediadores
Outros Catá logos
• Por Categoria
• Por Loja
Cat álogo de
Servi ço s
•L is tagem categorizada de servi ço s
•Ficha de serviço
•Ficha de contacto
• Not ícias Financeiras
• Mercado Financeiro
• Mercado de Imó veis
•Propriedade da S e m a n a
•Novos imóv e i s
Destaques
• NovidadesGestão de Venda
Classif icados
I móveis
Pesqu isa r Imóvel
Empreendimentos
Destaques
Descriç ão
Ferramentas
Mediadores
Gestão de Venda
Classificados
• Pesquisas:
• Pesquisa r ápida• Pesquisas
tem á ticas
• Pesquisa avanç a d a
• Pesquisas guardadas
• Por data
• Ficha de Imó v e l
• Ficha de contacto
Pesquisa Página de resultados Ficha de Imó v e l Pedido Contacto
Quando entra nesta á rea do site o utilizador encontra uma á rea dedicada essencialmente à procura de casa, encontrando também ferramentas de apoio ao processo de decisão e ainda uma s érie de recursos de apoio ao processo de compra em
s i .
Possibilidade de o utilizador pesquisar
dentro da base de dados do Habinet por
propriedades com
caracterí sticas por si definidas. Pode usar a
pesquisa simples ou refinar mais a sua
pesquisa atrav é s de uma pesquisa
avanç ada. Oferece ainda outras pesquisas,
no entanto estas encontram-se definidas
pelo Habinet, podendo o
utilizador apenas aceder-lhe atrav é s de
links
Devolve ao utilizador os resultados da sua
pesquisa, podendo este ordená -los por pre ç o,
zona ou tipologia.
Depois de escolhida uma propriedade o
utilizador passa para a ficha de imó vel. O
simulador merece
especial destaque aqui, uma vez que a
disponibiliza ç ão de uma boa ferramenta é uma
forma de o MG maximizar as
possibilidades de c r o s s-sellingdos seus
produtos atrav é s do Habinet..
Fo rmu lá rio de pedido de contacto a preencher
pelo utilizador relativamente a uma
propriedade que lhe
desperte o interesse.
Abstract, Inspire &Build Strategic Vision
Derive Value Propositions Specify, Test, Fine-tune and Implement
Examples of tools used for “design driven” innovation
Strategic Base Vision Value PropositionsTest, Fine-tune and
Implement
Customer Knowledge Tools
Quantification support
– Dimension of target segments
– Scenarios
– Trade-Offs
Illustrative: Question Card
Illustrative: Potential Market
Illustrative: Elasticity
Generate key metrics such as profitability analysis
RitaUniversity Student
PedroExecutive
John and Marie
Tourists
Example of a Use CaseTests AnalysisScenariosPersonas
Defining hypothetical customer personas, with personalities and motivations
Simulating service use contexts, for each persona
1. Testing use though prototypes and concepts
2. Analysing from the persona’s point of view
Measuring the project’s level of functional and operational adequateness to customer needsBalancing functionality and designTake -aways
Market studies
Identify and quantify the level of interest for each concept. Get factual data for decision making and business planning processes
Identify customer reaction to strategic alternative
Scenarios and Personas
Concept testing techniques in which the team places itself in the role of potential customers, using the service based on their expected and observed perspectives
Applied ethnography
Also recognised as industrial or consumption ethnography, it deals with the “invisible” observation of the consumer’s life scenarios, using non-intrusive techniques
Design by empathy
Design and concept testing techniques, in which the team places itself in the customer’s shoes, interacting with products in the first person and identifying un-expressed aspirations
Observation and analysis of results, to be reflected on the services’ fine design
– Finding out the motives for use– Responding to real, un-met needs
each case is a case observation levels “shadowing”
Analysis IdeationCaptureObservation
Clearly define who will be observed, who should observe and what should be observed
Register experiences, supported by the capture of film and photographic data
Exercises in the detection and identification of improvement opportunities. Repeat process if necessary
Simulation
Idea generation, based on what was captured and analysed. Interaction with customers and consumers
Strategic Base Vision Value PropositionsTest, Fine-tune and
Implement
Market Analysis / TrendsExample for internet use
Search: for many, search and Google are the internet
Create/ watch videos: the best videos are spread from person to person
Participate: creating or consulting blogs, giving their opinion, leaving their comments
Communicate: telephone calls and IM
Community: create communities with friends and those they do not yet know
Listen: buy and listen to music through the internet
Buy: acquire products and services, locally or remotely
Use: save time through online tools, available from any computer
The Second Life world is 3D: users can create their character and live a parallel life. A virtual economy has been created, encompassing US $18 of virtual goods already traded
Buy at a discount, in several categories such as telecommunications and travel.
–Benefit from the efficiencies brought on by the internet
Associated to products or services, the use experience is important. Companies like Apple or A Vida é Bela are capitalizing on this movement using the online channel
What customers already do online… What customers are beginning to do online..
Nike ID – enables the creation of one of a kind shoes (colours, writing, …), built and ordered from the online store. Products cost $10 more than in the store.
Working team discussion session, in a brainstorming session format.~5-10 participants
Workshop involving a widened number of participants, involving in-house collaborators (with diverse profiles), and ideally outside participants: partners/suppliers/ clients.~40 participants
Strategic Base Vision Value PropositionsTest, Fine-tune and
Área de Serviço de Conveniência: Melhorar a vida quotidiana dos clientes
Áreas localizadas no interior das cidades (ex: Telheiras , Padre Cruz, AlvaladeXXI) ou em eixos viários de acesso às cidades com fluxos pendulares entre zonas residenciais e locais de trabalho (ex: Oeiras, Aeroporto)
F u nç ões chave:•Conveniência no abastecimento de combust ível porque disponível num percurso quotidiano ou de elevada proximidade
•Conveniência na realização de um conjunto de compras que se podem tornar quotidianas ou que se assumem uma perspectiva de urgência e conveniência com oferta alargada ou mesmo 24/7•Utiliza ç ão como espa ç o de comunidade/ entretenimento de uso permanente (de bairro)•Por ter um hor á rio alargado, pode enquadrar- se como entreposto de ligaçã o c o m s e r v iç os que têm h o rá rios de dia (ou que não estão tão pró x imos)
Principais Mó dulos:
Caf é
Retalho Alimentar
Produtos de Conveniência
Farmá cia
Papelaria / Tabacaria
Entreposto de Logística
Entretenimento
Ofertas de Terceiros
(Popup -Stores )
Vending Machine
O meu local do dia- a- dia, com preços justos
Conveniência
Client Segment A Client Segment B
Sophisticated Non -Sophisticated
Product D
Product E
Product C
Product B
Product A
Product D
Product E
Product C
Product B
Product A
Other Clients
Product B
Product E – Segment A
Product D – Segment AIntegrated Service –
Segment A
Online Channel
Product E – Segment B
Product D – Segment BMassifiedService
Onl ine Channel
Service
b y measure,
using these products
Portfolio of Services
Offl ine Channel
Product C
Sophisticated Non -Sophisticated
Example: Positioning
Insights & Trends• Integração de informação pessoal e conteúdos digitais detidos
• Emergência e sucesso de serviços de V o I P– Skype, GoogleTalk, IOL Talki
• Serviços de envio de sms online a custos reduzidos – Sapo
HeadlineAcesso a serviços da … e c o n t eúdos do telefone através da internet. O serviço materializa-se em duas funcionalidades que podem ser utilizadas separadamente ou de uma forma unificada
• Serviço Virtual …, sem materializa ção fí sica, cujo cliente se relaciona exclusivamente online com a …, sem a utilização de um cartão SIM ou equipamento - interacçã o v i a P C
Necessidades de Clientes Principais Caracterí sticas (Features) Benef ício para o Cliente
Segmentos de Clientes
Clientes com perfil digital,
Clientes de outras operadoras, nacionais ou estrangeiros, que queiram ter acesso ao serviço …
• Acesso a serviços Vodafone por parte de clientes que não têm possibilidade
de / não querem aderir a serviços f ísicos por serem clientes de outra operadora móvel
• Ter um reposit ório único de informa ção digital, acessí vel de
diversas plataformas e de diversos meios
• Acesso aos serviços de telecomunicações virtuaisatravés
de qualquer dispositivo com ligação àinternet
• Recepção de comunicações online:voz;sms; mms; ví deochamada; e -mail; fax
• Apoio a cliente exclusivamente online
• Acesso a toda a sua informa ção relevante remotamente em qualquer
local ou através de qualquer device
• Uso facilitado a partir do PC, usando metodologia semelhante a um IM para a vertente de cliente virtual
• O cliente deixa de estar dependente do seu handset para ter informa ção / efectuar comunicações
Digital Customer
Intimacy
Customer Support
ExclusivityCustomisation/
Personalisation
Price
Content
Rewards
Online Functionality
Strategic Base Vision Value PropositionsTest, Fine-tune and
Exemplo: Principais Lojas Online em PortugalMargem de Contribuição
por Produto Mercado A T r áfego
Servi ço s A
3.55 €
0.79 €
Custo MargemPre ç o
4,34 €
1.44 €
0.79 €A.2
0.65 €A.1
3.55 €
0.79 €
Custo MargemPre ç o
4,34 €
1.44 €
0.79 €A.2
0.65 €A.1
Logí stica
0.07 €0.30 €0.37 €Viagens
0.20 €
0.30 €
Cus to MargemPre ç o
0.25 €
0.37 €
0.05 €Bilhetes (armazenagem)
0.07 €Bilhetes (impressão)
0.07 €0.30 €0.37 €Viagens
0.20 €
0.30 €
Cus to MargemPre ç o
0.25 €
0.37 €
0.05 €Bilhetes (armazenagem)
0.07 €Bilhetes (impressão)
0.20 €
0.52 €
Cus to MargemPre ç o
0.20 € +
0.5%
0.42 €
0.5%C.2
- 0.10 €C.1
0.20 €
0.52 €
Cus to MargemPre ç o
0.20 € +
0.5%
0.42 €
0.5%C.2
- 0.10 €C.1
Servi ço s C
Ano 1 Ano 2 Ano 3 Ano 4 Ano 5
Servi ç os A
A.1
101.764
294.554
435.273
896.009
1.209.544
A.2
Ano 1 Ano 2 Ano 3 Ano 4 Ano 5
Servi ç os A
A.1
101.764
294.554
435.273
896.009
1.209.544
A.2
Ano 1 Ano 2 Ano 3 Ano 4 Ano 5
Logí stica
651.842
1.605.355
2.024.523
3.743.117
4.679.901
Viagens
Bilhetes -
Impressões
Bilhetes –
Armazenagem
Ano 1 Ano 2 Ano 3 Ano 4 Ano 5
Logí stica
651.842
1.605.355
2.024.523
3.743.117
4.679.901
Viagens
Bilhetes -
Impressões
Bilhetes –
Armazenagem
ServiceA
• De um mercado total de venda antecipada de bilhetes com a dimensão de 255.146.618 € por ano em Portugal (2004), espera -se que 7% sejam vendidos online
• Isto representa um volume de vendas de 17.071 mil €, que assumindo um pre ç o mé dio de 7,88 € por bilhete indica 2.165.880 bilhetes vendidos num primeiro ano. Ao longo dos 5 anos espera - se que este valor suba para ~9 milhões de bilhetes vendidos online.
• A uma mé dia de 3 bilhetes por envio, estamos a falar de um total de mercado de ~ 700 mil envios num primeiro ano, subindo para 3 milhões no ano 5.
• Existem 8 operadores relevantes neste mercado, e assumindo que a sua quota de mercado é semelhante, considerou-se que consigam conquistar um desses operadores num primeiro momento, subindo para 3 no final do ano 5. Isto representa ~ 90 mil transportes no primeiro ano, subindo para ~1,1 milhões no final do 5 ºano.
ServiceB
• Existem 5 operadores relevantes no mercado de venda online de viagens, com um mé dia de ~ 17 mil viagens vendidas por ano (~4000 processos), num mercado total de ~46 milhões de euros(3% do mercado offline )
• Assumindo-se que conseguem capturar 1 operador num primeiro momento, subindo para 2 no inicio do 3 º ano, num total de 16.942 bilhetes operados pelos gerando 4.236 envios (1º ano), subindo para ~215 mil bilhetes com ~ 54 mil envios (5 º ano).
859
29,4
2 8
Custo do Equipamento
(5%) Canal de distribuiç ão
(5%) MarkupFA
328,4
588
112
PVP: €7 0 038,2%
Subsidia ção
4 2 0Custo do
Equipamento
(5%) Canal de distribuiç ã o
(5%) MarkupFA41
4 2 0
80I V A
PVP: €500
10%Subsidia ç ão
IVA
20
P D A Telemóvel
21
Segment Analysis and Targeting
Pricing Channels, Sourcing andPartners
ServiceA
ServiceB
Service A
Service B
Service D
Service F
Service G
Service H
Service J
CorePrioritary services to becommercialized
ComplementaryServicesServicesto increaseCore Service ’s loyaltyo rprofitablity
Accessories :Services necessaryfor e n d-t o-end valueproposition
ServiceC
Service I
Service E
Service Portfolio
• Associa ç ão representativa do sector de
com é rcio electró nico B2C dos quais os mais significativos são:
Pesquisa Página de resultados Ficha de Im óv e l Pedido Contacto
Quando entra nesta á rea do site o utilizador encontra uma á rea dedicada essencialmente àprocura de casa, encontrando também ferramentas de apoio ao processo de decisão e ainda uma s é rie de recursos de apoio ao processo de compra em si.
Possibilidade de o utilizador pesquisar dentro da base de dados do Habinet por propriedades com caracterí sticas por si definidas. Pode usar a pesquisa simples ou refinar mais a sua pesquisa através d e uma pesquisa avanç ada. Oferece ainda outras pesquisas, no entanto estas encontram-se definidas pelo Habinet, podendo o utilizador apenas aceder- lhe através d e links
Devolve ao utilizador os resultados da sua pesquisa, podendo este orden á- los por preç o, zona ou tipologia.
Depois de escolhida uma propriedade o utilizador passa para a ficha de im óvel. O simulador merece especial destaque aqui, uma vez que a disponibilização de uma boa ferramenta éuma forma de o MG maximizar as possibilidades de cross-sellingdos seus produtos através do Habinet..
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Potential Market
Elasticity
Process Description
Marketing e Divulgação
Relação com Fornecedores Opera çõ e s I TControlo
…
…
…
…
…
…
Gestão
Conteúdos
…
…
…
Comit éde controlo
…
… ServicingManagement (1)
Interno
Help Desk (1)…
…
…
Responsável da Estrutura
…
Outsourcing
Estrutura necessária de XX
Colaboradores
A d. Sistema
1 1
1 1
x Nú mero de recursos previstos FTE
Organizational Chart
PC
Infraestrutura
Te
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SM
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PDA
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Dev
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Aplic
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Inte
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Autenticaç ã o Base de Dados Backup Monitorizaç ão e Helpdesk
Inteligência de Negócio
Controlo de
Gestão
Gestão
Financeira
Logística e
Aprovisionamento
Recursos
Humanos
S e r v iç os
Auxiliares
Gestão
Documental
Suporte a Serviços Gerais e de Apoio Geral
Gestão de
Utentes
Fluxos de
Utentes
Lista de
Tarefas
Gestão de
consumí veis
Módu los
espec íficos1 Agenda
Gestão Clínico - Administrativa
Processo Clí nico
Especialidades Clí nicas
Prescriç ão e Protocolos Triagem
Suporte Decisão
Liga ç ão a
Equipa -mento
Codifica ç ã o
Apoio àActividade Clí nicaC . S aú d e / Hospitais / Cuidados
Continuados
C. Atendimento SNS
Portais da Saú de e Cidadão
Cartão de Utente
SNS / ARS
Gestão do C
onhecimento
Colaboraç
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Me
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Bus de Comunicaç ão (EAI)
Form
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eLearning)
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Web Serv
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1 - Exemplo : Internamento, urgência , entre outros
Strategic Base Vision Value PropositionsTest, Fine-tune and
Natural, organic and environmentally friendly products
ThreeSixty, in Hong-Kong, offers customers a wide range of choices in terms of fresh, natural and organic products, groceries and environmentally friendly domestic-cleaning ranges. The entire store (wherever possible) is built and decorated with environmentally friendly and recycled products. The company motto: ‘Change the World – One Bite at a Time’
Brand diversification
Diversification: from coffee brand to consumption experience in coffee houses with branded products
From and independent coffee-house to a worldwide brand, producing and selling its own branded products
Design as a component of the offering
“Bringing great design to every home is a big mission. That’s why we’ve brought together some of the biggest designer names to lend their talent (and vision). Our designers know how to create products you’ll love to live with, at low prices you can’t live without.”
http://www.target.com
Personalisation
Nike ID – enables the creation of one of a kind shoes (colours, writing, …), built and ordered from the online store. Products cost $10 more than in the store.
M&Ms with personalised messages, that can be uploaded to the service’s website.
Low-Cost for long distancesThe Air Asia, Virgin and easyJet airlines are negotiating a global alliance for the establishment of low cost long range routes. Flights between the UK and Malaysia will be priced between €65 and €550. although low cost airlines traditionally focus on short and medium range flights, the companies’ success led to the application of the model to longer routes
Travel auctions
Online travel store and auction house, that allows for the comparison of products, offering tools for quick and easy travel planning
Low costs are enabled by a completely virtual operation
Telling a story / theme
With the resurgence of books and films in the “magic and enchantment” sphere, new opportunities arise for the creation of spaces organised to create memorable experiences based on a well told story, a strong theme, and strong graphic potential
Original experiences
A Vida é Bela – Portuguese company that specializes in Experience Marketing, aggregating a vast portfolio of original and aspirational experiences
Rotas do Vento – travel agency specialising in offering experiences that surpass airplane + hotel offerings
• Disruptive innovation is focused on the identification of opportunities for the creation of new businesses that strengthen the corporate portfolio but may lie outside the company’ s core activities
disruptive
Why innovagency
Focus of innovation
• Incremental innovation is focused on the correct management of the optimization and segmentation vectors on a given time frame
incremental
segmentation
optim
izat
ion
+-
- +
-
+
time
+
evolutional
• Evolutional innovation focuses on the identification and exploration of new environments for portfolio extension based on incremental success factors
innovagency is proud to acknowledge that in 5 short years has worked with the top 50 companies in Portugal, with the most innovative and profitable companies in the Portuguese market, companies that are worldwide
recognised benchmarks in their sector.
2001 2002 2003 2004 2005 2006
innovagency
Over 100 clients have trusted innovagency’s abilities in 5 years
Experience in the usage of key tools for effective and user centered design and innovation – trendwatching, applied ethnography, rapid prototyping, persona creation, etc.
Effective capacity to add value added content – supporting idea generation, concept creation and business planning
Cross-industries vision of innovation and hands-on participation in projects in partnership and with educational systems
Experience in management and coordination of large scale projects that require effective interaction with many different levels of the client organization
Multidisciplinary project team covering specific competences for every phase of the project accelerating the Process Test Cycle – strategy, marketing, corporate finance, design, management, marketing sciences, technology, communication and branding
Recognized as experienced in design, launching and management of business models, incorporating innovative services and products
Profound knowledge of the trends and evolution of the consumer in the Portuguese market
Strong vocation for implementation of new businesses and launching of innovative products and services, many times with client in-house management responsibilities
International outlook supported in partners with worldwide experience and a team that originates from many other countries
• Integrated offering encompassing professional services oriented towards innovation through competencies in strategy, technology and design / marketing
• End-to-end experience in innovation projects, from idea generation and development to designing differentiating strategies and the development, implementation and launch of new concepts and businesses
• Experience in implementation / execution projects , reinforcing the ability to be consequent and realistic in innovation initiatives
• Knowledge of several industries, a consequence of hundreds of projects developed with leading organisations in each activity sector
• Professionals with vast experience in innovation, in consulting and industry, at both a national and international level
• Experience in the co-operation with multi-disciplinary innovation partners(universities, companies, consumer and market study partners) and in the involvement in cooperation and knowledge networks within the innovation “ecosystem”, both nationally and internationally