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How P&G Tripled Its Innovation Success Rate
Brown, Bruce; Anthony, Scott D.Artículo HBS-R1106C-EIn the early 2000s, faced with an alarming gap between its growth goals and what its innovation pipeline was delivering, Procter & Gamble created a "new-growth factory"-a network of novel structures and capabilities to rapidly shepherd new products and even business models from inception to market. The resulting innovations range from a 33-cent razor for customers in emerging economies to Tide Dry Cleaners-establishments with drive-through window...Desde 8,20 €
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How P&G Tripled Its Innovation Success Rate (Spanish version)
Brown, Bruce; Anthony, Scott D.Artículo HBS-R1106CDirección estratégicanew-business-creation groups, entrepreneurial "guides" to help them, an innovation manual, a disruptive-innovation "college," and more. They also offer six lessons for leaders seeking to set up new-growth factories of their own. Although the factory is still ramping up, its early successes suggest that collective creativity can be managed-and can generate sustainable sources of revenue growth no matter how big a company becomes.Desde 8,20 €
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Primark Stores Limited: Low-cost Strategy and Sustainability Initiatives
Arpita Agnihotri; Saurabh BhattacharyaCaso IVEY-9B20M059-EDirección estratégicaPrimark was a low-cost, fast-fashion clothing retailer headquartered in the United Kingdom. The company’s low-priced clothing enticed consumers, but it also attracted criticism for exploitative labor practices in the low-cost economies where Primark’s manufacturing was outsourced. However, Primark believed that it created jobs in low-cost economies, and its low prices were the result of efficient initiatives such as no online presence and limited...Desde 8,20 €
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India Post
Arpita Agnihotri; Saurabh BhattacharyaCaso IVEY-9B13M119-EDirección estratégicaThe advent of the world wide web and the entry of private players in India’s post-liberalization era resulted in India Post losing a substantial volume of its business to e-mails, faxes, short-message services and private-courier-service providers. Additionally, government policies regarding India Post had long remained unchanged. As a consequence, India Post was caught up in a vicious cycle of decreasing mail traffic, low levels of technology in...Desde 8,20 €
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Innovation Metrics
Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J.Capítulo de Libro HBS-4556BC-EDirección estratégicaOne of the key challenges for companies seeking to improve their ability to create growth through innovation is that the metrics many companies use to measure innovation run a high risk of actually leading them in the wrong direction. This chapter describes key measurement traps and lays out fifteen potential innovation metrics companies can use to more accurately assess innovation-related activities. This chapter is excerpted from "The Innovato...Desde 8,20 €
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Developing Disruptive Ideas
Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J.Capítulo de Libro HBS-4551BC-EDirección estratégicaInnovation isn't predictable. However, remembering key principles and following the straightforward process for generating disruptive ideas that is outlined in this chapter, can reliably increase the odds of coming up with a high-potential idea. This chapter is excerpted from "The Innovator's Guide to Growth: Putting Disruptive Innovation to Work."Desde 8,20 €
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Indigo Airlines
Arpita Agnihotri; Saurabh BhattacharyaCaso IVEY-9B13M033-EDirección estratégicaThe case focuses on the profitability of the Indian aviation industry and explains how Indigo Airlines, a new entrant in the Indian aviation space, registered profits within three years of its inception while its competitors continued to struggle with losses. The case demonstrates how a firm incorporating innovative business practices can not only survive but also earn abnormal profits. The strategies adopted by Indigo Airlines to reduce its oper...Desde 8,20 €
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Precursors to Innovation
Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J.Capítulo de Libro HBS-4547BC-EDirección estratégicaBefore turning to individual innovation initiatives or innovation-specific structures, companies need to make sure they have the appropriate precursors for innovation. This chapter describes three critical precursors: a core business that is in control, a game plan for growth, and mastery of the resource allocation process. This chapter is excerpted from "The Innovator's Guide to Growth: Putting Disruptive Innovation to Work."Desde 8,20 €
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OYO: Global Expansion
Arpita Agnihotri; Saurabh BhattacharyaCaso IVEY-9B19M123-EDirección estratégica, Iniciativa emprendedoraBetween 2016 and 2019, the India-based budget hotel start-up Oravel Stays Private Limited (OYO) expanded into nine countries, including the United Kingdom and the United States. However, OYO faced several crises in its home country: contracted hoteliers oDesde 8,20 €
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BigBasket.com
Arpita Agnihotri; Saurabh BhattacharyaCaso IVEY-9B15M010-EDirección estratégicaIn India, customers were used to the idea of buying groceries in stores. BigBasket.com, India’s first online grocery retailer, was set to break this mindset. Customers were signing up at an aggressive rate based on word-of-mouth. With a commitment to provide a top-quality product assortment at competitive prices, BigBasket successfully provided last-mile delivery to customers across Bangalore, Hyderabad and Mumbai. While traditional brick and mor...Desde 8,20 €