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ISE Strategic Management Of Technological Innovation 6th International Edition Melissa Schilling - Solutions
=+How will customers use the product?
=+What new benefits will the product provide the customer?
=+What other products are customers likely to consider as substitutes for
=+this product?
=+Will the product be compatible with the customer’s existing complements?
=+Will the product require significant new learning on the part of the customer?
=+How will the customer perceive the product’s ease of use?
=+Will the product require the customer to bear other costs?
=+Where will the customer buy the product?
=+Will the product require installation or assembly?
=+How much are customers likely to be willing to pay for the product?
=+Does the new project leverage the firm’s core competencies or sources of sustainable competitive advantage?
=+Will the project render some of the firm’s existing competencies obsolete or cannibalize existing products? If so, does the firm have a transition strategy to handle possible cash flow implications?
=+Does the firm have the necessary manufacturing capabilities, and if not, will those capabilities be developed in-house or acquired externally(e.g., outsourcing)?
=+Will the firm need to hire employees with new skills?
=+Do one or more competitors have better capabilities for developing this project?
=+If the company does not develop this technology, are competitors likely to?
=+Will the company be able to protect its intellectual property through patents, copyright, trademarks, or trade secrets?
=+Should the firm seek to form a collaboration with a potential competitor?
=+Will the project help the firm build new capabilities that will allow it to achieve its strategic intent?
=+What other products/markets will the new capabilities enable the firm to develop?
=+Is this project a platform that will lead to a family of new products?
=+How long will the project take to complete?
=+Is the firm likely to be first to market? Is pioneering the technology a desirable strategy?
=+Is the market ready for the product? (For example: Are enabling and complementary technologies well developed? Will customers perceive the value of the technology?)
=+If the firm misses its target deadlines, what impact will this have on the potential value of the project?
=+Are there already appropriate suppliers and distribution channels?
=+How much will the project cost? What is the potential variability in these costs?
=+What will the manufacturing costs be? At what rate are these costs expected to decline with experience?
=+Will the firm need to bear other costs related to customer adoption(e.g., production of complements, installation, technical support, etc.)?
=+2. For what kind of development projects might a real options approach be appropriate?
=+For what kind of projects would it be inappropriate?
=+4. Identify a development project you are familiar with. What methods do you believe were used to assess the project?
=+What methods do you believe should have been used to assess the project?
=+1. What were the pros and cons of Sangamo pursuing its gene editing programs alone versus working with a partner?
=+2. Does the HIV program offer any special opportunities or challenges?
=+3. What do you think Sangamo should do regarding the HIV program?
=+Should it license the technology to a large pharmaceutical?
=+Should it form a joint venture with another biotech or pharma company? If so, who?
=+How would the collaboration change the bargaining power of customers or suppliers?
=+Would the collaboration impact the threat of entry? For example, is the partner likely to become a new competitor?
=+ Does the partnership raise barriers to entry for other potential entrants?
=+Would the collaboration impact the firm’s position vis-à-vis its rivals?
=+Would the collaboration influence the availability of complementary goods or the threat of substitutes?
=+How would the collaboration leverage or enhance the firm’s strengths?
=+ Does the collaboration put any of those strengths at risk?
=+How would the collaboration help the firm overcome its weaknesses?
=+Is the collaboration likely to yield a position of competitive advantage that is difficult for competitors to imitate?
=+ Is such a competitive advantage achievable without collaborating?
=+Would the collaboration leverage or enhance the firm’s core capabilities?
=+Is the collaboration likely to impact the firm’s financial strengths or weaknesses?
=+What are some advantages and disadvantages of collaborating on a development project?
=+3. Identify an example of collaboration between two or more organizations. What were the advantages and disadvantages of collaboration versus solo development?
=+What collaboration mode did the partners choose?
=+What were the advantages and disadvantages of the collaboration mode?
=+4. If a firm decides it is in its best interest to collaborate on a development project, how would you recommend the firm choose a partner, a collaboration mode, and governance structure for the relationship?
=+1. What industry conditions led to the revolution in audio distribution described above?
=+Which stakeholders stand to benefit most (or least) from this revolution?
=+2. Why did the music stores created by the record labels fail to attract many subscribers?
=+What, if anything, should the record labels have done differently?
=+3. What factors led iTunes to be successful?
=+4. How do you think a move away from owning music led to recordsetting music revenues?
=+3. When are trade secrets more useful than patents, copyrights, or trademarks?
=+4. Identify a situation in which none of the legal protection mechanisms discussed (patents, copyrights, trademarks, trade secrets) will prove useful.
=+6. What factors do you believe influenced the choice of protection strategy used for the innovation identified above?
=+ Do you think the strategy was a good choice?
=+1. What are the advantages and disadvantages of the creative side of Google being run as a flexible and flat “technocracy”?
=+2. How does Google’s culture influence the kind of employees it can attract and retain?
=+3. What do you believe the challenges are in having very different structure and controls for Google’s creative side versus the other parts of the company?
=+4. Some analysts have argued that Google’s free-form structure and the 20 percent time to work on personal projects is possible only because Google’s prior success has created financial slack in the company. Do you agree with this?
=+ Would Google be able to continue this management style if it had closer competitors?
=+Are there particular types of innovation activities for which large firms are likely to outperform small firms?
=+ Are there types for which small firms are likely to outperform large firms?
=+2. What are some advantages and disadvantages of having formalized procedures for improving the effectiveness or efficiency of innovation?
=+3. What factors should a firm consider when deciding how centralized its R&D activities should be?
=+ Should firms employ both centralized and decentralized R&D activities?
=+4. Why is the tension between centralization and decentralization of R&D activities likely to be even greater for multinational firms than for firms that compete in one national market?
=+1. What are some of the advantages and disadvantages of the agile development process?
=+2. How is agile development similar to or different from (a) the stage-gate process and (b) the parallel development process described in the chapter?
=+3. What are some of the likely changes agile development requires in managing development personnel?
=+4. What kinds of projects do you think agile development is appropriate for?
=+What kinds of projects do you think it might be inappropriate for?
=+What was the average cycle time (time to market) for development projects?
=+How did this cycle time vary for projects characterized as breakthrough, platform, or derivative?
=+2. What percentage of development projects undertaken within the past five years met all or most of the deadlines set for the project?
=+3. What percentage of development projects undertaken within the past five years stayed within budget?
=+4. What percentage of development projects undertaken within the past five years resulted in a completed product?
=+What is the firm’s return on innovation? (This measure assesses the ratio of the firm’s total profits from new products to its total expenditures, including research and development costs, the costs of retooling and staffing production facilities, and initial commercialization and marketing
=+2. What percentage of projects achieve their sales goals?
=+3. What percentage of revenues are generated by products developed within the past five years?
=+4. What is the firm’s ratio of successful projects to its total project portfolio?
=+What are some of the advantages and disadvantages of a parallel development process?
=+ What obstacles might a firm face in attempting to adopt a parallel process?
=+4. What kinds of people make good project champions?
=+How can a firm ensure that it gets the benefits of championing while minimizing the risks?
=+5. Is the stage-gate process consistent with suggestions that firms adopt parallel processes?
=+What impact do you think using stage-gate processes would have on development cycle time and development costs?
=+1. Why does Disney keep its development teams small?
=+2. What are the pros and cons of the teams being so autonomous?
=+3. Is Disney’s team approach mostly suited to creative projects, or would it work equally well in other kinds of industries?
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