Value innovation: Changing the rules of the business game

Enterprises to achieve sustainable development and beyond the harsh environment of the global economic downturn but still fierce competition, it is necessary to change the shackles of traditional thinking, to find a way to change the rules of the regular game, that is, to cultivate innovative thinking of enterprises, creating unique business model, so that enterprises flexible to face all kinds of problems,　　The key is "Who's not our client"? Unlike the traditional focus on targeted customers, value innovators focus on who is the "non-consumer" of the products or services they offer. The so-called value innovation, it emphasizes that a product can solve the problem for customers, not just what the product has the function. Even with the same product, different customers will have different functional requirements for it. For example, if a milkshake is a "solution" to a boring morning commute, it should be thick enough to add some fruit grains.　　In this case, the store that sells milkshakes should pay attention not only to the nutrition and taste of the milkshake, but also to the "stimulating" effect of the workers who spend a lot of time commuting. (Obama's value innovation) Lia Jianwen, 5th 2009, "21st Century Business Review") to talk about innovation, we must first clear the industry boundaries, the traditional thinking that the degree of internal competition, barriers to entry into the industry, substitutes, upstream suppliers and downstream buyers five factors to define industry boundaries, Make a final judgment on the industry. It is particularly clear on the boundaries of the industry, industry boundaries to see who is the customer, who is the opponent.　　In traditional thinking, enterprises are a game concept, which is why Yili always treats Mengniu as its biggest competitor. ("Enterprise innovation should break the barriers of traditional thinking", Lia Jianwen, August 17, 2009, "City Economy Herald") Unlike the traditional focus on targeted clients, value innovators focus on who is the "non-consumer" of the products or services they offer. Most of these people are unable to use these products or services for price reasons or lack of appropriate technology. Therefore, value innovators should find innovative ways to make these "non-consumers" consumers of their products or services. Southwest Airlines, for example, attracts a large number of passengers by providing them with air services based on the price and actual needs of the passengers. The Cirque du Soleil Circus changed the focus of the circus and attracted a large number of adult viewers.　　This shift of key target customers brings profound changes to the traditional competitive wisdom and opens up a new space for enterprises to expand. ("Obama's value innovation", Lia Jianwen, 2009 5th, "21st Century Business Review") the selection criteria for providers of suppliers or substitutes for products or services have changed, from the traditional preference for suppliers with lower prices, Today, companies are more willing to work with suppliers who can work together to improve their industrial structure to provide customers with more competitive products and services. For example, compared with other retail companies, Wal-Mart can be veryLarge orders and be able to provide better payment terms for their suppliers. Wal-Mart's networked community stores and regional distribution centers around the world create a richer business ecosystem, part of the ecosystem's excellence is that its suppliers are more engaged than ever before, and it can "force" its suppliers, such as Procter and Gamble, to set up cross-regional, trans-enterprise information systems, To achieve maximum production and sales efficiency.　　Wal-Mart's processes and information systems and their suppliers ' processes and information systems are inextricably intertwined and interdependent. (Vanishing boundary, Lia Jianwen, August 2009 Business Review 21st century) Innovative thinking is a challenge to traditional strategic thinking, and it cannot be said that traditional strategic thinking has no meaning. Traditional thinking still makes many enterprises very successful. The problem is that, under the premise of high competition and the new opportunities and challenges, enterprises have higher requirements for innovation. This kind of innovative thinking often leads us to find an ideal way to win the big and weak.　　Chinese enterprises especially need this kind of innovative thinking, because we have no advantage in resources and technology, to surpass international advanced enterprises in a short time, the choice of innovative thinking, especially the path and direction of innovation, is more important than any problem.　　("Enterprise innovation should break the barriers of traditional thinking", Lia Jianwen, August 17, 2009 "City Economic Herald") how did they do it? "Good hockey players will do their best to catch the ice hockey, but the great hockey player will look for the next place in the puck and wait there for a fatal blow." "Where should the focus of innovation be?" The answer to this question can be found in the value migration trend. IBM beat Apple in the 80 's standard battle, and IBM, the winner, is in a good position to choose its own market direction. IBM decided to become a integrator, leaving the operating system to Microsoft and giving the chip to Intel. The development trend of the technology market is that the value of the hardware in the value chain has migrated to the software, and the PC operating system and the related applications and chips account for the profits of the industry.　　Eventually, IBM had to pull out of its own industry. The PC industry yesterday is the current portrayal of the mobile phone industry.　　Obviously, the value of mobile phones has also moved from hardware to software applications, in the case of excess mobile phone function, continue to invest a lot of energy in hardware innovation, will only increase the operating costs of enterprises, but not to the company and customers to create value. ("Alternative value innovation," Lia Jianwen, July 2009 "21st Century Business Review") Obama uses social networking sites such as MySpace and Facebook, and online video sites (YouTube) to set up donations to raise money for the general public. Obama's homepage on Facebook attracted 2 million supporters. In addition, many young people watch the campaign videos or clips they missed during the day on YouTube. Obama's video on YouTube was watched 9000 times, he has invested a lot of money in making online ads. In addition to advocacy and fundraising, the Obama campaign has been further using Web2.0 technology to train and organize their volunteers, authorize volunteers to update information on the site in a timely manner, and sometimes use Web2.0 technology to manage volunteers. In general, one of the themes of Mr Obama's Web2.0 strategy is to get more people involved in the campaign and campaign, helping to strengthen his grassroots base.　　The organization and subsequent strategies have made Obama's campaign a "grassroots" base and have been attracting "new consumers" throughout the campaign. ("Obama's value innovation", Lia Jianwen, 2009, 5th "21st Century Business Review") a few visionary major manufacturers have begun to shift their strategic focus. Apple, for example, has aggressively reduced the iphone's price to $199 trillion, in an effort to penetrate the mass market. The increasing popularity of the iphone in the mainstream market can spark a lot of enthusiasm among independent application developers. With more than 25000 apps on the iphone today, the iphone has become a platform for delivering these apps, creating greater value. Nokia recently acquired Oz, the fun technology and a provider of mobile mail and instant Messaging solutions in Canada. The acquisition of the technology is designed to develop linux-based applications and Symbian-related applications.　　Oz will provide support for its OVI email and instant messaging applications. From the PC industry, mobile phone industry and other industries we have an experience is that the focus of innovation should focus on the value chain up and down one of the most valuable links, and can foresee value in each value-added activities in the migration. "Good hockey players will do their best to catch ice hockey, but the great hockey players will look for the next place in the puck and wait there for a fatal blow," he said, using a well-known hockey player. "(Innovative value innovation, Lia Jianwen, July 2009 Business Review, 21st century) forwarded this to Weibo