Jean-Louis Swiners. Relu le 12 septembre 2013
••••

UN TOP 150
DE CEUX QUI ANALYSENT ET PENSENT
L'INNOVATION, LA STRATÉGIE ET LA CRÉATIVITÉ

 


3. K-L-M

Le 10 avril 2010
K
Kawasaki (Guy —), Selling the Dream (1992) Non traduit.
Kawasaki (Guy —), How to Drive Your Competitors Crazy. Creating Disruption for Fun and Profit (1995). Non traduit.
Kelley (Tom —), The Art of Innovation. Lessons in Creativity from IDEO, America's Leading Design Firm (2001)Non traduit
Kelley (Tom —),The Ten Faces of Innovation. Strategies for Heightening Creativity (2005) Non traduit
Kermadec (Yann de —), Innover grâce au brevet. Une révolution déclenchée par Internet
Kermadec (Yann de —), Innover dans l'entreprise … c'est l'affaire de tous
Kim (Chan —) et Mauborgne (Renée —), Stratégie Océan Bleu. Comment créer de nouveaux espaces stratégiques (2008)
Koen
Kotler & Caslione Non traduit
Kotler & Pfoertsch Non traduit
Kotler (Philip —), Kartajaya (Hermawan —) & Setiawan (Iwan —) Marketing 3.0. From to Customers to the Human Spirit. (2010) Non traduit.
Kotler (Philip —) & Trias de Bes, Lateral Marketing (2005) Non traduit.
Kumar (Nirmalya —), Marketing as Strategy. Understanding the CEO's Agenda for Driving Growth and Innovation (2004) Non traduit.
 
L
Lafley (Alan —) & Charan (Ram —), The Game-Changer. How You Can Drive Revenue and Profit Growth with Innovation (2008) Non traduit.
Larréché (Jean-Claude —), L'effet Momentum. Les secrets d'une croissance efficace (2009). En américain : The Momentum Effect (2008)
Leiffer (Richard —), Christopher McDermott, Gina Colarelli O'Connor, Lois Peters, Mark Rice et Robert Veryzer. Radical Innovation. How Mature Companies Can Outsmart Upstarts (2000) Non traduit.
 
Levinson ( —) Guerrilla Marketing for Free. Dozens of No-Cost Tactics to Promote Your Business and Energize Your Profits…… Non traduit.
Levinson………  Startup Guide to Guerrilla Marketing: A Simple Battle Plan for First-Time Marketers (2008) Non traduit.
Levitt (Theodore —),
Levitt (Theodore —),
Lumsdaine (Edward —), Entrepreneurship from Creativity to Innovation: Effective Thinking Skills for a Changing World (2006) Non traduit.
Lynch (Dudley —) & Kordis (Paul —) La Stratégie du Dauphin. Les idées gagnantes du 21e siècle, 1990. Réimpression : 2008
 
M
Markides ( Constantinos —) All the Right Move. A Guide to Crafting Breakthrough Strategy (1999) Non traduit.
Markides (Constantinos —) & Paul Geroski , Fast Second. How Smart Companies Bypass Radical Innovation to Enter and Dominate New Markets (2005) Non traduit.
Markides (Constantinos —), Game-Changing Strategies (2008) Non traduit.
Merrifield (Ric —), ReThink
Mettler (Markus — ) et Schnetzler (Nadja —) Non traduit.
Miller (Christopher —), …………
Moore (Geoffrey —), Crossing the Chasm (1994) Non traduit.
Moore The Tornado Non traduit.
Moore (Geoffrey —), Sur la ligne de faille. Les nouveaux Business Models et la création de valeur à l'ère d'Internet, 2008
Moore (Geoffrey —), Dealing with Darwin. How Great Companies Innovate at Every Phase of Their Evolution, 2008 Non traduit.
Moore (James —), The Death of Competition. Leadership & Strategy in the Age of Business Ecosystems, 1988Non traduit
Morand (Pascal —) et Manceau (Delphine —) Une autre vision de l'innovation (2009)
Morris (Langdon —)
Morris (Langdon —), Permanent Innovation ……Non traduit.
Morris (Michael —), Donald Kuratko, & Jeffrey Covin, Corporate Entrepreneurship & Innovation (2007) Non traduit.
21/01/2010
 

K

10 avril 2010
KAWASAKI (Guy —)
The MacIntosh Way. The Art of Guerrilla Management (1990)
Selling the Dream.
How to Promote Your Product, Company, or Ideas — and Make
a Difference — Using Every Day Evangelism
(1992)

             
••
••
••
••
Né en 1954.
30 ans à cette époque
Le MacIntosh.
1984-1987
1990, The MacIntosh Way. The Art of Guerrilla Management 1992, Selling the Dream. L'évangéliste
Tag : Evangélisme
 
Pour mémoire (Wikipédia)
Guy Kawasaki
   
Guy Kawasaki (né en 1954 à Honolulu) est un des premiers responsables marketing chez Macintosh en 1984. C'est à lui qu'on doit le concept d‘evangelism aux nouvelles technologies ; il a promu les produits de la marque Apple parce qu'ils étaient conçus pour aider les utilisateurs.
Après avoir quitté Apple, il a été PDG de ACIUS, qui a produit le logiciel 4e dimension. Il a aussi créé l'entreprise Frog City Software. Il a très récemment lancé un site propageant des rumeurs, Truemors et Alltop, service de page thématique d'actualité dans un style graphique proche de netvibes
  Américain d'origine japonaise, Kawasaki est né à Honolulu, Hawaii où il a étudié dans la prestigieuse école d'Iolani. Il possède un B.A. en psychologie de l'université Stanford et un MBA de l'Université de Californie à Los Angeles.
Actuellement, il est le PDG de Garage Technology Ventures, une société de capital-risque spécialisée dans les entreprises de haute technologie situées dans la Silicon Valley, Californie.
janv. 2010 
     

 


10 avril 2010
Kawasaki (Guy —)
How to Drive Your Competition Crazy.
Creating Disruption for Fun and Profit
(1995)

             
Guy Kawasaki
Guy Kawasaki
••
••
Guy Kawasaki   How to Drive Your Competition Crazy.
Creating Disruption for Fun and Profit
(1995)
  Ici, insertion d'une image   insertion d'un visuel

AUTRES LIVRES
                 
RULes for Revolutionaries   The ARt of the Start
Art de se lancer
Reality Check
La réalité de l'enrepreuneriat
Rules for Revolutionnairies.The Capitalist Manifesto (2000)   The Art of the Start (2002)   L'Art de se lancer (200…)   Reality Check (2008)   La réalité de l'entrepreuneriat (2009)
Tag : incubateur, entrepreneuriat, start-up

The ART of INNOVATION

Guy Kawasaki

1. the FIRST Thing-Make MEANING…  change the world   6. Be Willing to POLARIZE PEOPLE !
2. Make a Mantra   7. Let A HUNDRED FLOWERS BLOSSOM
3. Jump to the NEXT CURVE   8. CHURN, Baby, CHURN
4. Roll the DiCEE   9. NICHE THYSELF !
5. Don't Worry Be CRAPPY   10. Follow the 10/20/30 RULE of Pitching
    11. Don'let the Bozos Grind You Down
•• Règles des 10/20/30 : 10 slides, 20 minutes, police corps 30
Pecha-kucha : 20 slides. 7 minutes.
JLS : 3 slides à la minute, corps 48

Octobre 2009
KELLEY (Tom —)
The Art of Innovation.
Lessons in Creativity from IDEO,
America's Leading Design Firm
(2001)

             
Tom Kelley
•
•
••
Tom Kelley, …… ans   2001   Un brainstorming
mené par une équipe de skunks
  Emplacement pour insertion
Tag : Brainstorming
Les règles pour faire échouer et pour réussir un brainstorming
 
Pour mémoire (Wikipédia)
o o o
   
………  
………
Date  
o o o
   
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………
Date  
KELLEY (Tom —)
The Ten Faces of Innovation.
Strategies for Heightening Creativity
(2005)
                 
•   •
The_Faces_of_Innovation
  ••   ••
Tom Kelley   La première des dix facettes :
celle de l'anthropologie (sociale et culturelle)
  2005        
KERMADEC (Yann de —)
Innover grâce au brevet.
Une révolution déclenchée par Internet

 
••   •
••
Yann de Kermadec       La planche à voile
Une excellente idée        

Janvier 2010. Revu le 12 septembre 2013
KIM ( Chan — ) et MAUBORGNE (Renée —)
Stratégie Océan Bleu
Comment créer de nouveaux espaces stratégiques
(2008)
             
Chan Kim
Renée Mauborgne
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Chinois
Chan Kim   Renée Mauborgne   (2008)   Traductions
             
Grec
Portugais
Traductions   Traductions
  La métaphore
             
Mer rouge sang
Requin
Ocean bleu
D'un côté, un Océan rouge sang…   …infesté par les requins de la concurrence   De l'autre, un Océan Bleu
     
Bébé Sous marin
Dollar
Un océan où tout n'est que luxe, calme, volupté ……   … et valeur ajoutée

   Les exemples
 
Exemples Cirque du Soleil   Exemples iTunes
Barnes & Nobles
Exemples iTunes, etc.
Barnes & Noble, Bloomberg, Canon, Cemex, Le Cirque du Soleil, Curves   iTunes, JDdecaux, Netjets, Novo Nordisk, Philips, Police Department of the City of New York , QB House, Quicken, Ralph Lauren, Viagra
Canon vs. Xerox
         
•••
•••
•
Xerox
Canon
HP

Casella Wines
         
La famille Cassili
Le logo Yellow Tail
•
La famille Casella   Le logo   La pub
             
Yellow Tail Strategic Canvas
 
•
•
Canevas stratégique       La pub   La pub

  Cirque du Soleil (Le —)
             
Le cirque du Soleil
Le Cirque du Soleil Canevas stratégique
•
    Canevas stratégique      
             
••
 
•
•
Eliminer, …………… créer            

  Curves International
         
Curves International
Animatrice
•
Le cercle de la convivialité
Canevas stratégique
30 minutes
         
Ciurves International
Curves International Canevas stratégique
•
Implantion
Un produit poupre
Insertion
         
•••
•••
•
Facade 30 minutes
Silhouette
Insertion d'un visuel

  Lockheed-Martin F-35 Lightning II
         
•••
•••
•
Le F-15
Le-F-16
Le Harrier
     
F-22 Raptor
F-35 Canevas Stratégique du F-35
Le Lockheed Martin Raptor F-22
Canevas stratégique
         
Le Boeing X-32
Le Boeing X-32 et le Locckhed-Martin F-35
Le Boeing X-32
       
•••
Les critères de choix
Version à décollage et atterrissage conventionnel pour l'Armée de l'Air
•••
Version avec ailes de grande envergure pour réduire la vitesse d'appontage
VTSOL
Version à décollage vertical
pour le Corps des Marines
Les 3 variantes : CTOL, CV et VTOSL
Les critères de concurrence

Netjets
Les fondateurs                
•
•
•
•
  •
LeMay, Tokyo   Tibbets,
Hiroshima
  Sundlun   Stewart.
colonel
  James Stewart,
l'acteur, général
         
Netjets Flotte
Cabine
Gates et Buffet
Flotte, 600 appareils   Cabine   Gates et Buffet
         
Netjets Canevas stratégique
••

Canevas stratégique Netjets        

 QB House
         
Brevet
Signalisation
BoutIque
QB House (Japon)        
         
•
••
QB House Canevas Stratégique
QB House (Japon)   Insertion d'un visuel   Canevas stratégique

 Southwest Airlines
             
Herb Kelleher
•
SOutWest AIrlines
Herb Kelleher   Le schéma de base
sur une nappe en papier
  Le canevas stratégique    

Principes et schémas de base
     
Principes de base
  Les six principes de base d'une strategie Océan Bleu  

Commentaires critiques :
  • Pas de segmentation
  • Pas de prise en compte du leadership. Dépersonnalisation de celui-ci : Curves, Netjets, SouthWest Airlines, etc.
  • Inversement : la négation de la personnalité donc du style : Herb Kelleher, etc
  • Exemples hétérogènes (ce qui est nécessaire en leadership mais fautif en canevas stratégique
  • Écrit en 2005 sur de données 2000-2005. Pas d'actualisation 2010 sur le site dédié. Par exemple : où en est QB House ?
Pour mémoire (Wikipédia)
o o o
W. Chan Kim ist ein Wirtschaftswissenschaftler, der in Korea geboren wurde. Er lehrte an der University of Michigan Business School und hält jetzt den Bruce D. Henderson Chair der Boston Consulting Group für Strategie und internationales Management am INSEAD in Frankreich inne.
  Größere Bekanntheit erlangte er durch die zusammen mit Renée Mauborgne erstellten Veröffentlichungen zur Blue Ocean Strategie
………  
………
Date : Déc. 2009  
o o o
Renée Mauborgne ist eine Professorin an der INSEAD für Strategie und Management.
Sie ist in den USA geboren und aufgewachsen und studierte an der Harvard University.

  Größere Bekanntheit erlangte sie durch die zusammen mit W. Chan Kim erstellten Veröffentlichungen zur Blue Ocean Strategie.
………  
………
Date : déc. 2009  
o o o
   

Blue Ocean Strategy is a business strategy book written by W. Chan Kim and Renée Mauborgne of INSEAD, an international business school, that promotes creating new market space or "Blue Ocean" rather than competing in an existing industry. It contains retrospective case studies of business success stories the authors claim were « Blue Ocean Strategies ». The book has sold more than a million copies in its first year of publication and is being published in 41 languages.

Book layout and highlight
The book is divided into three broad and systematic segments.
• The first segment presents the essence of blue ocean strategy, and the essential tools and framework to analyze profitable growth across companies and across industries.
• The second segment analyses growing companies that create strategies to ensure that both the company and their customers win as the company creates new business terrain. This segment deals with the notion of maximizing the size of the Blue Ocean and of creating the greatest market of new demand. This segment demonstrates unconventional ways to achieve aggregated demand by not focusing on the differences that separate customers, but by building on commonalities across non-customers to maximize the size of the Blue Ocean.
• The last segment deals exclusively with the means to successfully execute a Blue Ocean Strategy. This segment is essential because most of the strategic plans fail because of poor execution of brilliant ideas. It makes sure that after managers invest lots of effort and lots of time in strategy formulation, they don’t deliver tactical red ocean moves. From showing managers the methodology to mobilize an organization to overcome the key organizational hurdles that block the implementation of a blue ocean strategy, to integration of execution into strategy making, thus motivating people to act on and execute a blue ocean strategy in a sustained way – is essentially the crux of executing the blue ocean strategy.
In the book the authors draw the attention of their readers towards the correlation of success stories across industries and the formulation of strategies that provide a solid base create unconventional success – a strategy termed as “Blue Ocean Strategy”. Unlike the “Red Ocean Strategy”, the conventional approach to business of beating competition derived from the military organization, the “Blue Ocean Strategy” tries to align innovation with utility, price and cost positions. The book mocks at the phenomena of conventional choice between product/service differentiation and lower cost, but rather suggests that both differentiation and lower costs are achievable simultaneously.
The authors ask readers “What is the best unit of analysis of profitable growth? Company? Industry?” – a fundamental question without which any strategy for profitable growth is not worthwhile. The authors justify with original and practical ideas that neither the company nor the industry is the best unit of analysis of profitable growth; rather it is the strategic move that creates “Blue Ocean” and sustained high performance. The book examines the experience of companies in areas as diverse as watches, wine, cement, computers, automobiles, textiles, coffee makers, airlines, retailers, and even the circus, to answer this fundamental question and builds upon the argument about “Value Innovation” being the cornerstone of a blue ocean strategy. Value Innovation is necessarily the alignment of innovation with utility, price and cost positions. This creates uncontested market space and makes competition irrelevant. The following section discusses the concept behind the book in detail.
Concept
The metaphor of red and blue oceans describes the market universe.
Red Oceans are all the industries in existence today—the known market space. In the red oceans, industry boundaries are defined and accepted, and the competitive rules of the game are known. Here companies try to outperform their rivals to grab a greater share of product or service demand. As the market space gets crowded, prospects for profits and growth are reduced. Products become commodities or niche, and cutthroat competition turns the ocean bloody. Hence, the term red oceans
• Blue oceans, in contrast, denote all the industries not in existence today—the unknown market space, untainted by competition. In blue oceans, demand is created rather than fought over. There is ample opportunity for growth that is both profitable and rapid. In blue oceans, competition is irrelevant because the rules of the game are waiting to be set. Blue ocean is an analogy to describe the wider, deeper potential of market space that is not yet explored.
The corner-stone of Blue Ocean Strategy is 'Value Innovation'. A blue ocean is created when a company achieves value innovation that creates value simultaneously for both the buyer and the company. The innovation (in product, service, or delivery) must raise and create value for the market, while simultaneously reducing or eliminating features or services that are less valued by the current or future market. The authors criticize Michael Porter's idea that successful businesses are either low-cost providers or niche-players. Instead, they propose finding value that crosses conventional market segmentation and offering value and lower cost.
Educator Charles W. L. Hill proposed this idea in 1988 and claimed that Porter's model was flawed because differentiation can be a means for firms to achieve low cost. He proposed that a combination of differentiation and low cost might be necessary for firms to achieve a sustainable competitive advantage.
Many others have proposed similar strategies. For example, Swedish educators Jonas Ridderstråle and Kjell Nordström in their 1999 book Funky Business follow a similar line of reasoning. For example, "competing factors" in Blue Ocean Strategy are similar to the definition of "finite and infinite dimensions" in Funky Business. Just as Blue Ocean Strategy claims that a Red Ocean Strategy does not guarantee success, Funky Business explained that "Competitive Strategy is the route to nowhere". Funky Business argues that firms need to create "Sensational Strategies". Just like Blue Ocean Strategy, a Sensational Strategy is about "playing a different game" according to Ridderstrale and Nordstrom. Ridderstrale and Nordstrom also claim that the aim of companies is to create temporary monopolies. Kim and Mauborgne explain that the aim of companies is to create blue oceans, that will eventually turn red. This is the same idea expressed in the form of an analogy. Ridderstråle and Nordström also claimed in 1999 that "in the slow-growth 1990s overcapacity is the norm in most businesses". Kim and Mauborgne claim that blue ocean strategy makes sense in a world where supply exceeds demand.
Preceding work
The contents of the book are based on research and a series of Harvard Business Review articles as well as academic articles on various dimensions of the topic.
Kim and Mauborgne studied about one hundred fifty positions made from 1880-2000 in more than thirty industries and closely examined the relevant business players in each . They analyzed the winning business players as well as the less successful competitors. Studied industries included hotels, cinemas, retail stores, airlines, energy, computers, broadcasting, construction, automotive and steel. They searched for convergence among the more and less successful players. Divergence across the two groups was also studied to discover the common factors leading to strong growth and the key differences separating those winners from the mere survivors and the losers. Kim and Mauborgne defined a consistent and common pattern across all the seemingly idiosyncratic success stories and first called it value innovation, and then Blue Ocean Strategy.
Research results were first published in 1997 in a Harvard Business Review article by Kim and Mauborgne titled "Value Innovation: The Strategic Logic of High Growth". The ideas, tools and frameworks were tested and refined over the years in corporate practice in Europe, the United States and Asia and presented in the following eight additional articles, before being published in the form of a book in 2005.
1997. "Value Innovation - The Strategic Logic of High Growth". Harvard Business Review 75, January-February, 103-112.
1998. Procedural Justice, Strategic Decision Making and the Knowledge Economy." Strategic Management Journal, April.

  1999. "Creating New Market Space." Harvard Business Review 77, January-February, 83-93.
1999. "Strategy, Value Innovation, and the Knowledge Economy." Sloan Management Review 40, no.3, Spring.
2000. "Knowing a Winning Business Idea When You See One." Harvard Business Review 78, September-October, 129-141.
2002. "Charting Your Company's Future." Harvard Business Review 80, June, 76-85.
2003. "Tipping Point Leadership." Harvard Business Review 81, April, 60-69.
2004. "Blue Ocean Strategy." Harvard Business Review, October, 76-85.
The name "Blue Ocean Strategy" was introduced in the Harvard Business Review article published in October 2004. The book builds on and extends the work presented in these articles by providing a narrative arc that draws all these ideas together to offer a unified framework for creating and capturing blue oceans
.Blue Ocean Strategy vs. competition based strategies
Kim and Mauborgne argue that traditional competition-based strategies (red ocean strategies) while necessary, are not sufficient to sustain high performance. Companies need to go beyond competing. To seize new profit and growth opportunities they also need to create blue oceans.
The authors argue that competition based strategies assume that an industry’s structural conditions are given and that firms are forced to compete within them, an assumption based on what academics call the structuralist view, or environmental determinism. To sustain themselves in the marketplace, practitioners of red ocean strategy focus on building advantages over the competition, usually by assessing what competitors do and striving to do it better. Here, grabbing a bigger share of the market is seen as a zero-sum game in which one company’s gain is achieved at another company’s loss. Hence, competition, the supply side of the equation, becomes the defining variable of strategy. Here, cost and value are seen as trade-offs and a firm chooses a distinctive cost or differentiation position. Because the total profit level of the industry is also determined exogenously by structural factors, firms principally seek to capture and redistribute wealth instead of creating wealth. They focus on dividing up the red ocean, where growth is increasingly limited.

Blue ocean strategy, on the other hand, is based on the view that market boundaries and industry structure are not given and can be reconstructed by the actions and beliefs of industry players. This is what the authors call “reconstructionist view”. Assuming that structure and market boundaries exist only in managers’ minds, practitioners who hold this view do not let existing market structures limit their thinking. To them, extra demand is out there, largely untapped. The crux of the problem is how to create it. This, in turn, requires a shift of attention from supply to demand, from a focus on competing to a focus on value innovation—that is, the creation of innovative value to unlock new demand. This is achieved via the simultaneous pursuit of differentiation and low-cost. As market structure is changed by breaking the value/cost tradeoff, so are the rules of the game. Competition in the old game is therefore rendered irrelevant. By expanding the demand side of the economy new wealth is created. Such a strategy therefore allows firms to largely play a non–zero-sum game, with high payoff possibilities.
Tools and frameworks
Blue Ocean Strategy has introduced a number of practical tools, methodologies and frameworks to formulate and execute Blue Ocean Strategies, attempting to make creation of blue oceans a systematic, repeatable process. Some of these are listed below;
Basic tools of Blue Ocean Strategy
The strategy canvas
The Four Actions framework
Eliminate-Reduce-Raise-Create Grid
The initial litmus test for BOS: focus, divergence, compelling tagline

Frameworks/methodologies applicable to strategy execution
Tipping Point Leadership approach
Four Organizational Hurdles framework
Kingpins approach, Fishbowl management, atomization
Hot spots, cold spots and consigliere approach
3 E principles of Fair Process
Additional tools/methodologies/frameworks for strategy formulation
The six paths framework
The sequence of Blue Ocean Strategy
Buyer Utility map
Buyer experience cycle
The profit model of Blue Ocean Strategy
Price corridor of the mass model
Four Step Visualizing Strategy Process
Pioneer-Migrator Settler Map
Three tiers of noncustomers framework
Six Thinking Hats
Criticisms
While Kim and Mauborgne propose approaches to finding uncontested market space, at the present there are few if any success stories of companies that applied their theories. This hole in their data persists despite the publication of Value Innovation concepts since 1997. A critical question is whether this book and its related ideas are descriptive rather than prescriptive. The authors present many examples of successful innovations, and then explain from their Blue Ocean perspective — essentially interpreting success through their lenses.
The research process followed by the authors has been criticized on several grounds. Criticisms include claims that no control group was used, that there is no way to know how many companies using a Blue Ocean Strategy failed and the theory is thus unfalsifiable, that a deductive process was not followed, and that the examples in the book were selected to "tell a winning story."
A whole chapter of the book explaining what the authors call "Tipping Point Leadership" is based on a conclusion that the drop in crime in New York city was caused by a change in policies, actions, and leadership. However, according to the book Freakonomics, crime rates dropped due to an increase in abortion rates several years earlier. Crime rates fell simultaneously in cities other than New York that had not applied what the authors call Tipping Point Leadership.
Brand and communication are taken for granted and do not represent a key for success. Kim and Maubourgne take the marketing of a value innovation as a given, assuming the marketing success will come as a matter of course.
It is argued that rather than a theory, Blue Ocean Strategy is an extremely successful attempt to brand a set of already existing concepts and frameworks with a highly "sticky" idea. The blue ocean/red ocean analogy is a powerful and memorable metaphor, which is responsible for its popularity. This metaphor can be powerful enough to stimulate people to action. However, the concepts behind the Blue Ocean Strategy (such as the competing factors, the consumer cycle, non-customers, etc.) are not new. Many of these tools are also used by Six Sigma practitioners and proposed by other management theorists
Date : 2010  
  10 avril 2010
KOEN (Peter —)
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Peter Koen   insertion d'un visuel   Entonnoir   Insertion d'un visuel 
Tag : FFE
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Pour mémoire (Wikipédia)

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Date  


 

KOTLER (Philip —) & CASLIONE (John —) 
Chaotics.
The Business of Managing and Marketing in the Age of Turbulence

             
•
•
Chaotics
•
             

Tag : ………

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KOTLER (Philip —) & PFOERTSCH (Waldemar —) 
Ingredient Marketing.
Making The Invisible Visible
(2010)

             
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Kotler   Pfoertsch   2005   2010

Tag : ………

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KOTLER (Philip —), KARTAJAYA (Hermawan —)
& SETIAWAN ( Iwan —) 
Marketing 3.0. From to Customers to the Human Spirit.

             
Philip Kotler
Kartajaya
Setiawan
Marketing 3.0
Philip Kotler   Hermawan Kartajaya  

Iwan Setiawan

   
     
Matrice_3_0
Gamme produit SC Johnson
L'exemple de SC Johnson   Le portefeuille produits de SC Johnson

Tag : ………

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Pour mémoire (Wikipédia)
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Date  
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KOTLER (Philip —) & TRIAS DE BES (Fernando —)
Lateral Marketing.
New Techniques for Finding Breakthrough Ideas
(2005)
             
Philip Kotler   Fernando Trias de Bes Lateral Marketing de Philip Kotler et … MaRketing Lateral  
Philip Kotler   Fernando Trias de Bes   2005 Édition espagnole. 2005  
             
Reprend l'analyse des niveaux stratégiques de Jean-Louis Swiners (wwwarketing.com)

KUMAR (Nirmalya—)
Marketing as Strategy.
Understanding the CEO's Agenda for Driving Growth and Innovation
(2004)
         
Nirmalya Kumar   ••
MArketing as Strategy de Nirmalya Kumar
  ••
    Sept questions    
   

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LAFLEY (Alan —) & CHARAN (Ram —)
The Game-Changer
How You Can Drive Revenue and Profit Growth with Innovation
(2008)
             
Lafley
Designed to Innovate
Charan
The Game changer
Alan Lafley, 62 ans, PDG de Procter & Gamble de 2000 à 2009   Designed to Innovate
(200 …)
  Ram Charan, 71 ans, consultant   (2008)
     
Gamme Procter & Gamble
Gamme 2
Les marques de plus d'un milliard de dollars   De 500 millions à 1 milliard
         
•
••
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L'arbre de vérité (Wentzer)   Le processus 1   Le processus 2


Se concentrer sur les opportunités au lieu de se focaliser sur les problèmes (Peter Drucker)

Pour mémoire (Wikipédia)

o o o
Lafley ( Alan —)
   
Alan George "A.G." Lafley (born June 13, 1947) is an American businessman who is the Chairman of the Board of Procter & Gamble and served as the CEO, President, and until June 2009, when Robert A. "Bob" McDonald, the current CEO, was appointed. On December 8, 2009, P&G announced that Lafley will retire from the Company effective February 25, 2010. He will step out of his role as chairman on January 1, 2010. Previously, Lafley had been President of Global Beauty Care and North America for P&G.
Lafley graduated from Fenwick High School in Oak Park, Illinois, to earn a B.A. from Hamilton College in 1969. In 1970, after beginning a doctoral program, he took a commission with the U.S. Navy as a supply officer during the Vietnam War. Afterwards, he studied at Harvard Business School, receiving his M.B.A. in 1977. He joined P&G upon his graduation, where he has worked ever since.
He is credited with revitalizing the company by focusing on successful P&G brands like Crest, Tide, and Pampers instead of trying to develop new brands. Some of the turning points of Lafley's career include P&G's acquisition of the Crest electric toothbrush. Lafley's handling of Crest allowed it to regain a foothold in the oral hygiene business from Colgate in 1998. Along with Procter & Gamble, Lafley is also a member of the General Electric board of directors.

He was awarded "CEO of the Year 2006" by Chief Executive Magazine and the Peter G. Peterson Award for Business Statesmanship presented by the CED in 2009. Lafley has also been announced as recipient of the 2010 Edison Achievement Award, an annual award recognizing leaders that have made significant and lasting contributions to innovation, marketing and human-centered design throughout their careers.
On April 2008 Lafley and consultant Ram Charan published The Game Changer, a book on increasing productivity through innovation.
 

Lafley’s Legacy at P&G
With Lafley leading the company for most of the 2000s, P&G more than doubled sales since the beginning of the decade. During that time, the company’s portfolio of billion-dollar brands grew from 10 to 22 (adding previously-sold Folgers and Actonel would bring the total to 24) and the number of brands with sales between $500 million and $1 billion increased five-fold with Lafley at P&G’s helm.
On average, annual organic sales grew 5%, annual core earnings-per-share grew 12%, and free cash flow productivity averaged 112% a year since 2001. Further, during Lafley’s tenure, the Company’s market capitalization more than doubled, making P&G one of the five most valuable companies in the U.S. and among the 10 most valuable companies in the world. [18]
Lafley is credited with making P&G a more consumer-driven and externally focused company — and with shaping a far more diverse, open, curious and courageous, connected and collaborative culture in which "innovation is everyone’s job."

Date : déc 2009  

o o o
Charam (Ram —)
   
Born Ramcharan in 1939 (aged 71) in Uttar Pradesh, India is a business consultant, speaker, and writer.
Charan worked in his family's shoe shop in northern India while growing up. He earned a degree in engineering from Banaras Hindu University and later studied at Harvard Business School, where he was awarded an MBA (1965) and a doctorate (1967). Before becoming a full-time consultant in 1978, he taught at the Harvard Business School, the Kellogg School of Management, and Boston University.
Charan has consulted for companies such as General Foods, GE, KLM, and Bank of America. He is the author of various books on business, including Leadership in the Era of Economic Uncertainty : The New Rules for Getting the Right Things Done in Difficult Times, Boards That Deliver, What The CEO Wants You To Know, Boards At Work, Every Business Is A Growth Business (with Noel Tichy), Profitable Growth Is Everyone's Business, Confronting Reality,Know How and Execution (with Larry Bossidy and Charles Burck), which was a best-seller.
 
Charan is not married and has no children. At age 67, he recently purchased his first apartment in Dallas, TX. Before this purchase, he did not have a home and spent every night in a hotel room or at an associate's residence. His assistants in Dallas send him new clothes via courier and he returns his dirty laundry to them.
Charan was elected a Fellow of the National Academy of Human Resources in 2000 and named a Distinguished Fellow in 2005. He is also a director of Austin Industries.
Date : déc 2009  

15 janvier 2010
LARRÉCHÉ (Jean-Claude —)
L'effet Momentum.
Les secrets d'une croissance efficace
(2009).
Traduit de : The Momentum Effect.
How to Ignite Exceptionnal Growth
(2008)

             
Jean-Claude Larreche
L'effet Momentum
The Momentum Effect
Mazur
Jean-Claude Larréché. 68 ans
Professeur de marketing à l'Insead.
  2009   2008    

Ses exemples : Apple, BMW, Dell, First Direct, Nintendo Wii, Procter & Gamble, Southwest Airlines, Virgin Antlantic Skype, Wal-Mart

             


250
250
Nintendo Wii
    First Direct   Skype   Nintendo Wii
             
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BMW + l'iPod   Rentokill   Dell   Sam Walton
             
255
 
 
Momentum conception et exécution
Vasella, Novartis, Glivec       Giraudy (Val d'Isére)   Conception et exécution du momentum
             
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Le podium du leadership       Espace Killy (Val d'Isère)    
Tag : business model, matrice découverte …… valeur perçue client
 
Pour mémoire (Wikipédia)
o o o
LARRÉCHÉ (Jean-Claude —)
   

Born in 1947. Alfred H. Heineken Chaired Professor of marketing at INSEAD, a post he has held since 1993. He is known for his pioneering work in the use of computer simulations in marketing training, his work at INSEAD on marketing excellence and customer focus, and his book The Momentum Effect.
Education
PhD, Stanford University, Graduate School of Business
MBA, INSEAD
MSc, University of London, Institute of Computer Science
Ingénieur en électronique, INSA, Lyon
Marketing training using computer simulationsLarréché was a pioneer in the use of computer simulations (i.e. simulation games) in marketing training.
After completing his MBA in 1970 Larreche was working as a research assistant an INSEAD when he was asked to assist L’Oreal assess a computerised marketing model they were considering purchasing. He was fascinated by it and "decided to investigate the best places in the world to study marketing modelling." Larréché is quoted as saying that he chose Stanford for his PhD so that he could study under Dave Montgomery, one of the founders of marketing modelling. Between 1974 and 1977, working with an assistant, Hubert Gatignon, he developed his work on marketing modelling to create a teaching simulation called Markstrat. Markstrat is a game where teams of students compete against each other in an artificial world under realistic market conditions. It is claimed that Markstrat is now used in 8 out of the top 10 business schools in the world and 25 of the top 30 schools in the US.

 
Marketing excellence, competitive fitness and The Momentum Effect
During the 1990s Larreche’s work began to concentrate on the underlying capabilities that impact on a business’s ability to compete in the marketplace. He published a series of reports based on surveys conducted with more than 1200 executives in hundreds of Fortune 1000 companies. The surveys attempted to define and evaluate the attributes, characteristics and behaviours of large global firms and assess their impact on corporate performance. That work, combined with computer modelling and his long-time work on customer focus, converged on the concept of “momentum” – an attempt to map out a process for improving the efficiency of a firm’s growth. The culmination of this period of Larreche’s work was the publication in 2008 of The Momentum Effect: How to ignite exceptional growth.
Business career
In 1983, at the age of just 36 Larréché was appointed to the board of Reckitt & Coleman (now Reckitt Benckiser plc) in a non-executive role after previously working for the firm in a consultancy capacity. He remained on the board for 18 years. He founded a consultancy business, StratX, in 1984.
Date : déc . 2009  

 

LEVITT (Theodore —) (19… -200…)
The Marketing Imagination
 
             
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•
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Theodore Levitt   (1983, 1986)   ( … 2006)    
   
   LEVITT (Theodore —) (19… -200…)
Innovation et Marketing (19……
             
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(1983, 1986)   ( … 2006)        
   

LEIFFER (Richard —),MCDERMOTT (Christopher —), Gina Colarelli O'Connor, Lois Peters, Mark Rice et Robert Veryzer.
Radical Innovation.
How Mature Companies Can Outsmart Upstarts
(2000)
             
•
•
The seven managerial challenges large companies face in creating and sustaining radical innovation:
(1) dealing with radical ideas in the "fuzzy front end";
(2) developing new models for project management;
(3) learning about unfamiliar markets;
(4) working through uncertainty in the business model;
(5) bridging resource and competency gaps;
(6) managing the transition from radical project to operating status;
(7) engaging individual initiative.
             
   
20 janvier 2010
LEVINSON (Jay Conrad —)
Guerrilla Marketing
                 
Levinson
Guerrilla Marketing
Guerrilla Marketing
•   En 30 jours
Jay Conrad Levinson   Guerrilla marketing            
             
Manual
•
••
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Insertion d'un visuel   Finance   Toutes les éditions   For Dummies

Tag : Guerilla marketing, Marketing viral, street marketing, PME, TPE

••Startup Guide to Guerrilla Marketing: A Simple Battle Plan for First-Time Marketers

Pour mémoire (Wikipédia)
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Jay Conrad Levinson
   
………  
………
Date  
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Le terme « Guerrilla marketing » a été lancé par le livre éponyme de Jay Conrad Levinson, publié en 1984. Il décrit un marketing non conformiste à petit budget. Le terme est passé dans le langage pour décrire aussi les méthodes non conventionnelles de marketing.
Le Guerrilla Marketing, tel que décrit par Jay Conrad Levinson lui-même est l’art d’exécuter des activités marketing de façon non-conventionnelle et sur un très petit budget.
Guerrilla Marketing, c’est par excellence pour tout ce qui touche à l’information, au conseil et au coaching d’entreprise dans le domaine marketing pour PMEs et TPEs ; le Guerrilla Marketing est reconnu au niveau mondial depuis que les livres de Jay Levinson ont été vendus à plus de 20 millions d’exemplaires et traduits dans 54 langues dans le monde.
Ce qui rend le Guerrilla Marketing différent et si spécial, c’est qu’il a été conçu pour les entreprises de petite taille tel que PMEs et TPEs, mettant l’accent sur l’imagination plutôt que sur l’argent.
Comme Jay Conrad Levinson le dit lui-même: "le Guerrilla Marketing, c’est pour les gens qui ont des rêves ambitieux pour leur business mais un petit budget à leur disposition".
Il est bon de noter que si l’on utilise les stratégies et tactiques du Guerrilla Marketing, on trouve un avantage certain dans le fait que l’on soit une entreprise de petite taille. On est assuré d’obtenir de la publicité plus facilement qu’une compagnie plus importante. On est plus près de ses clients et de ce fait, on possède une plus grande agilité.
Le guerrilla marketing s'appuie sur des techniques tel que le street marketing et le marketing viral. Pour atteindre des résultats satisfaisants, il faut faire appel à des stratégies suffisamment innovantes et peu onéreuses, à la créativité et à l'originalité.
 

Qui est Jay Conrad Levinson ?
Jay Conrad Levinson est l’auteur-innovateur de "Guerrilla Marketing," une collection de plus d’une trentaine de best-sellers dans l’histoire du marketing, vendus à plus de 20 millions d’exemplaires dans le monde entier. Son concept de ”guerrilla marketing” a influencé le marketing de façon si profonde qu’aujourd’hui ses livres sont traduits dans 54 langues et font officiellement partie de nombreux programmes de MBA Marketing dans le monde.
Jay est le Président de Guerrilla Marketing International, partenaire marketing officiel de Adobe et Apple. Il a également fait partie du Microsoft Small Business Council. Guerrilla Marketing, c’est une série de livres, de cassettes audio et video, CD-ROM, un site Internet: ”The Guerrilla Marketing Association” – un système interactif de support et d’assistance marketing pour les TPEs/PMEs.
Jay a enseigné le “guerrilla marketing” pendant 10 ans à l’Université de Berkeley en Californie et il a été promoteur du concept aux Etats-Unis — en tant que Senior Vice-President au sein de J. Walter Thompson, et en Europe, en tant que Directeur de Pub et membre du Conseil de Leo Burnett Advertising.
Il a écrit régulièrement une colonne dans Entrepreneur Magazine, des articles pour Inc. Magazine, ainsi qu’une contribution régulière publiée mensuellement sur le site web de Microsoft. Il a également écrit une colonne pour plusieurs autres sites web: Netscape, America Online, Fortune Small Business et Hewlett-Packard.

Date  

LUMSDAINE (Edward —)
Entrepreneurship from Creativity to Innovation
Effective Thinking Skills for a Changing World
(2006)
         
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••
2006   Edward Lumsdaine   insertion d'un visuel (Problem Solving)

 

15 janvier 2010
LYNCH (Dudley —) & KORDIS (Paul —)
La Stratégie du Dauphin.
Les idées gagnantes du 21e siècle,
1990, réédition, 2008

             
Dudley Lynch
Paul Kordis
La Stratégie du Dauphin
Dolphin
Dudley Lynch   Paul Kordis   La Stratégie du Dauphin   Strategy of the Dolphin
Tag : Les quatre cerveaux
Canada
Pour mémoire (Wikipédia)
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Dudley Lynch
   
American author, publisher and educator who wrote Strategy of the Dolphin: Scoring a Win in a Chaotic World with co-author Paul L. Kordis. The work describes a thinking-skills model for businesspersons and others known as The Strategy of the Dolphin.
Lynch is a primary creator of books and personal and organizational growth models and assessment tools based on the “general systems” theory of developmental psychologist Clare W. Graves and other brain-function-related researchers.
Founder in the early 1980s of Brain Technologies Corporation and Brain Me Up! of Gainesville, Florida, he writes and teaches extensively, encouraging naturalistic-based approaches informed by contemporary science and philosophy for solving 21st Century problems and improving thinking skills.

  His books have made bestseller lists in France and Germany and have been book club selections in the U.S.
His and Kordis’s work, Der Schlüssel zur Globalierung. Handbuch für den Wandel (The Key to Globalization: A Handbook for Change), and Marshall McLuhan’s The Global Village were the initial works in Junfermann’s futuristic Medienanthropologie series.
He has trained a wide network of consultancy professionals in his models, tools and methods. His books and assessment tools have been published in nine languages. His long-time interest in science writing—begun in the 1960s as a public affairs writer with the Los Alamos Scientific Laboratory —continues with a weekly blog commentary on thinking and the brain called « Thinkologist ».
Date : janvier 2010  
o o o
Strategy of the Dolphin
   

Strategy of the Dolphin: Scoring a Win in a Chaotic World is a 1989 business and self-development book written by Dudley Lynch and Dr. Paul L. Kordis. It has been translated into seven languages.
The result is a model of three major stages of human thinking and valuing skills and qualities. These three stages are compared to sharks, carp, and dolphins to shed light on their distinct behaviors. The shark and carp stages are sub-divided into two stages each.
Sharks
The first shark stage is raw, feral and extremely egocentric while the second is much more flexible and adaptable to circumstances and surroundings.
Users of the shark stage represent extreme left-brain, I-centered behavior. They believe in scarcity. Their perception is that there must be winners and losers. To ensure that they won’t be the losers, sharks “move in for the kill,” striving to get as much as they can in every case, regardless of the cost.
In any personal or business transaction, the shark stage user will attempt to take over or, if necessary, trade off. They seek total control of circumstances and solutions. Their understanding of "winning" includes a need to be right 100 percent of the time and they will go to any extreme, including lying, to cover up their failures and shortcomings.
Because they are addicted to winning, their creativity in fashioning outcomes is limited. When they fail, they are unable to try anything different or learn from their mistakes. Their fear of failure and belief in scarcity dictates their actions and reactions.
Carps
The first carp stage produces highly authoritarian and traditional thinking and choices while the second (called the pseudo-enlightened carp, or PEC, in the book) is much more open, innovative and inviting, at least in its surface manifestations. The main shared charactertistic between the two carp stages is a tendency to be sacrificial, leaving occupants of these stages vulnerable to manipulation, particularly by users of the shark stage. The main divergence is that the former believes in the reality of scarcity and the later in the possibility of abundance.
Users of the carp stages represent the extreme of right-brain, we-centered behavior. Like sharks, carps believe in scarcity; but unlike sharks, carps believe that their optimal survival strategy is to be appreciated or loved. Rather than winning, they focus their efforts on not losing what they currently have.
Carp users fear confrontation, so their strategy in business or personal transactions is to give in or get out. Neither strategy, when used repeatedly, leads to positive outcomes. Both surrendering in a negotiation and abandoning a challenging situation lead to loss of equity in life or career.
In the dynamic between sharks and carps, carp users inevitably lose. Like sharks, they are locked into a single strategy, and when they fail, they are incapable of shifting to a different strategy.
Dolphins
The introduction of the dolphin stage follows a discussion of the late John C. Lilly's observations of dolphins. Lilly saw that dolphins, when not given expected rewards in training situations, did not continue to do the same tricks, but instead began to seek rewards through different behaviors.
It is this adaptive learning behavior, as well as the creative pursuit of objectives, that set dolphins apart from sharks and carps in the model created by Lynch and Kordis.
The dolphin type may use either shark or carp strategies, but the choice is dependent on the situation. If one way is unsuccessful, dolphins respond with other possibilities. They learn from their mistakes and the mistakes of others. Dolphins see the possibility of both potential scarcity and potential abundance, through solutions that involve "breakthrough" win-win strategies that build new value.

  The BrainMap
Lynch and Kordis leverage the model of sharks, carps and dolphins to build a model of personality styles, incorporating values and objectives. Introducing the research into lobotomy patients, which showed the loss of ability to plan into the future or maintain a holistic view of the environment, they build a premise of forebrain and rear brain activity. As the right and left brain are roughly focussed on "I" and "we" thinking, the rear brain is geared to survival and preservation and the forebrain is the site of both broad thinking and forward-looking planning.
This model generated the first of the testing instruments associated with the book, The BrainMap®, as well as a separate book, Your High-Performance Business Brain, which has been updated to a new version, Your Dolphin High-Performance Business Brain. The entire model has also been revisited in a later work by Lynch called The Mother of All Minds: Leaping Free of an Outdated Human Nature.
The notable characteristic of this assessment instrument was the introduction of front and rear brain considerations at the time (the mid-80s) when "whole brain" brain testing was commonly limited to studies and representations of the brain hemispheres only.
Three other assessment instruments coming from this model are MindMaker6®, which focuses on worldviews and values; The mCircle Instrument®, which focuses on dilemma-resolving or conflict resolution choices; and the YoDolphin™ Worldview Survey, which identifies thinking and valuing behaviors.
"The Pool"
In the second half of the book, Lynch and Kordis introduce "The Pool," a model of seven steps in human development.
Directly referencing the work of the late Dr. Clare W. Graves, an American psychologist who studied the evolution of thinking skills and emotional and spiritual maturity, "The Pool" also incorporate the ideas of brain function by right-left and front-back brain concepts, linking these responses and behaviors to evolution of the human mind levels.
The stages of evolution in "The Pool" are as follows:
Worldview 1: Existence. Lynch and Kordis barely describe this level, saying it is seldom encountered in the adult world, except in the mentally ill or senile.
Worldview 2: The Kinsperson, who lives for the good of the family, tribe, clan, or group to gain security
Worldview 3: The Loner, who lives for personal gratification and seeks personal mastery, as well as power and dominance over others.
Worldview 4: The Loyalist, who lives within clearly defined rules and expectations to obtain stability and confirmation of existing beliefs
Worldview 5: The Achiever, who lives for return on personal investments and to gain advancement of wealth and status
Worldview 6: The Involver, who lives for helping and participatory situations to gain personal and group learning and growth.
Worldview 7: The Choice-Seeker, who lives for high levels of freedom and personal choice, seeking stimulation and opportunities to enhance survival and quality of life for self and others
Each world view is a natural evolution from the previous one, as the previous strategy fails to meet some essential human need. All represent a right or left-brain focus, evolving from basic self-preservation to expansive action on the world. An example of such a transition is the movement of an alcoholic (Loner) to Alcoholics Anonymous (Loyalist), because the Loner state offers no stability or building of sustaining life equity.
The third testing instrument, MindMaker6, is based on this model. This instrument rates activity at each of the seven stages or worldviews.
Business and personal use of these models are explained in the latter half of Strategy of the Dolphin with topics ranging from personal development to group dynamics. The book became the foundation of an international publishing and management consulting practice that is based in Lynch's firm, Brain Technologies Corporation (BTC) of Gainesville, Florida. His assessment tools are marketed under the brand of Brain Me Up ™.
Date : janvier 2010  


M

15 janvier 2010
MARKIDES (Constantinos —),
All the Right Moves.
A Guide to Crafting Breakthrough Strategy
(1999)
             
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Professeur à la London
Business School
  Les quatre types d'innovation   (1999)   insertion d'un visuel 
Tag : business-model
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MARKIDES (Constantinos —) & Paul GEROSKI ,
Fast Second.
How Smart Companies Bypass Radical Innovation to Enter
and Dominate New Markets
(2005)
             
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Différends types d'innovation
    Professeur à la London Business School     Les quatre différends types d'innovation
Tag : business-model, innovation radicale
   

MARKIDES (Constantinos —),
Game-Changing Strategies (2008)
             
•
•
•
Professeur à la London Business School   (2008)   Innovation is not the same as Creativity.
Creativity is coming up with new ideas.
Innovation is implementing ideas to create value
   
Tag : business-model
   

 
MERRIFIELD (Ric —)
Rethink
             
Ric Merrifield
ReTh!ink
•
Ric Merrifield       Article HBR    
 
L 7 avril 2010
METTLER (Markus — ), Brainstore et SCHNETZLER (Nadja —)
Die Ideenmaschine
             
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Markus Mettler   Nadja Schnetzler   La machine à idée   Livre en allemand
             
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Livre en anglais   Etc.   Etc.    
Tag : ………
••


 
 
MICHALKO (Michael —),
Thinkertoys.
30 jeux pour dégourdir l'esprit
(2002).
Thinkertoys. A Handbook of Business Creativity (2006)
             
•
•
•

Trois techniques :
• Le Panthéon (Hall of Fame), p. 199-207
• Le brainstorming, p. 325-337
• L'orage de riz (Rice Storm) p. 338-345.
En fait la méthode KJ (Diagramme des affinités)

    (1991, 2006)   (2002, traduit de l'édition américaine de 1991)    
Le Panthéon
Le brainstorming
L'orage de riz
  10 mars 2010
MILLER (Christopher —),
…………
             
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Tag : FFE
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Pour mémoire (Wikipédia)
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Date  
Janvier 2010
MOORE (Geoffrey –),
Crossing the Chasm.
Marketing and Selling Technology Products to Mainstream Customers
(1994, …………)

             
Geoffrey Moore
•
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    1991   Revised, 1999   insertion d'un visuel 
             
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Crossing the Chasm (1991, revised 1999)
   

A marketing book that focuses on the specifics of marketing high tech products during the early start up period.
Moore's exploration and expansion of the diffusions of innovations model has had a significant and lasting impact on high tech entrepreneurship. In 2006, Tom Byers, Faculty Director of Stanford Technology Ventures Program, described it as "still the bible for entrepreneurial marketing 15 years later". The book's success has led to a series of follow-up books and a consulting company, The Chasm Group.
Synopsis
In Crossing the Chasm, Moore begins with the diffusion of innovations theory from Everett Rogers, and argues there is a chasm(un fossé) between the early adopters of the product (the technology enthusiasts and visionaries) and the early majority (the pragmatists). Moore believes visionaries and pragmatists have very different expectations, and he attempts to explore those differences and suggest techniques to successfully cross the "chasm," including choosing a target market, understanding the whole product concept, positioning the product, building a marketing strategy, choosing the most appropriate distribution channel and pricing.
Technology adoption life cycle
Crossing the Chasm is closely related to the Technology adoption lifecycle where five main segments are recognized ;
– innovators,
– early adopters (technology enthusiasts — geeks — and visionaries),
– early majority (pragmatists),
– late majority
– and laggards (geezers).

 
According to Moore, the marketer should focus on one group of customers at a time, using each group as a base for marketing to the next group. The most difficult step is making the transition between visionaries (early adopters) and pragmatists (early majority). This is the chasm that he refers to. If a successful firm can create a bandwagon effect in which the momentum builds and the product becomes a de facto standard. However, Moore's theories are only applicable for disruptive or discontinuous innovations. Adoption of continuous innovations (that do not force a significant change of behavior by the customer) are still best described by the original Technology adoption lifecycle. Confusion between continuous and discontinuous innovation is a leading cause of failure for high tech products.
Sales figures
Moore and his publisher originally thought that the book would sell around 5,000 copies. By 2002, 10 years after the first publication, more than 300,000 copies had been sold.
Moore attributes this to word-of-mouth marketing, resonating initially with high-tech managers, then to engineers, venture capitalists and finally business schools.The book's success led to a number of sequels including Inside the Tornado, Living on the Fault Line and The Chasm Companion.
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MOORE (Geoffrey —)
Inside Tornado
             
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Janvier 2010
MOORE (Geoffrey —)
Sur la ligne de faille.
Les nouveaux Business Models et la création de valeur
à l'ère d'Internet
(2008)

             
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MOORE (Geoffrey —)
Dealing with Darwin.
How Great Companies Innovate at Every Phase of Their Evolution
, 2008
 
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Janvier 2010
MOORE (James —),
The Death of Competition.
Leadership & Strategy in the Age of Business Ecosystems (
1996)

             
James Moore
The Death of Competition
Predators
•
James Moore en 1988   1996   Predators and Prey:
A New Ecology of Competition
(2009)
  insertion d'un visuel 

Tag : Business Ecosystem, Hawaï, Reine rouge, Walmart

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Pour mémoire (Wikipédia)
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Business Ecosystem
   

Business Ecosystem is a strategic planning concept originated by James F. Moore and widely adopted in the high tech community, starting in the early 1990s. The basic definition comes from Moore's book, The Death of Competition: Leadership and Strategy in the Age of Business Ecosystems (HarperBusiness, 1996).
Business Ecosystem
The concept was introduced by Moore in the Harvard Business Review in May/June 1993, and won the McKinsey Award for article of the year. Moore wrote : « An economic community supported by a foundation of interacting organizations and individuals—the organisms of the business world. This economic community produces goods and services of value to customers, who are themselves members of the ecosystem. The member organizations also include suppliers, lead producers, competitors, and other stakeholders. Over time, they co-evolve their capabilities and roles, and tend to align themselves with the directions set by one or more central companies. Those companies holding leadership roles may change over time, but the function of ecosystem leader is valued by the community because it enables members to move toward shared visions to align their investments and to find mutually supportive roles.»
The ecosystem concept was widely used by Cisco Systems Inc throughout the world. The company leveraged partners for all business functions except for developing their core patented products and business strategy. Partners were used for sales, marketing, manufacturing, technical support and new installations. Cisco lived up to the motto 'do what you do best and leave the rest for others to do'. Until the 2002 technology bubble crash the company grew to be the largest valued and admired company in the world. This scalable business model allowed them to rapidly adapt and expand their operations using partners based on customer demand rather than slow risk based investments. The 'locally global' business model became the most respected business model in the communications industry of the 90s. While competitor crashed using old-world vertical models (e.g. Lucent, Nortel and 3-Com) Cisco stepped in and took their markets and customer
Roy Hanif was founder and innovator of their EMEA Services Ecosystem (in 1999). He created an exceptional management team and by using a 'think-tank' approach he attracted the largest 'traditionally competing' technology services companies throughout EMEA to deliver seamless, best practice, high quality services to Cisco's customers. The model was developed to be self-regulating in that respected partners were rated by customers for their performance (without Cisco interference). The rating was dynamically and automatically published in the web using a logical algorithm based database. The e-league tables were made visible to partners and customers and the hundreds of projects made the system come to life. Leagues were arranged by country, by skills and by complex solutions for each of the 30 countries in EMEA. Simply put, a service provider delivered a service, the customer would rate them using a standard c-sat rating on the web, the master database would be updated over night for all projects completing that day and the league was live in the morning - a customer satisfaction reality. Customers would go to the web league and not come to Cisco to find services, order their products on the web - power in the hands of the buyers and market. Of course those companies at the bottom of the leagues would eventually go out of business and those at the top flourished.

 
The model was regulated through Roy Hanif and his trusted senior management team. The partner services companies made-up a 'virtual management board' and an advisory board which met regularly to help improve and modify the living 'ecosystem.' The central team at Cisco set the governance, skill levels, roadmaps, market forecasts and approved new partners (once only!) as once accepted into the system, they were left alone to build or 'fall on their swords'. The central team could support them by not bending the rules or the system.
Roy named the business model the 'Darwinian League' and got the full support of the EMEA president Bill Nuti. This was one of the only truly fair e-commerce systems running entirely on the merits of its inhabitants. No vendor intervention meant that the system was able to emulate living ecosystems through natural selection. The highly successful business model attracted over 200 international service providers, trading was estimated at over 10 billion dollars in services and 2 billion pounds of Cisco product. The virtual organisation had over registered 3000 certified engineers that delivered rapid technical services in over 30 countries. Roy was awarded top global leader and contributor by the president, John Chambers, for his contributions to services business and for successfully managing the largest and most critical programme in Cisco's history; the billion dollar Thunderdial Programme. Roy lives in the UK and occasionally works in Europe as a senior advisor for central government on strategy, business reviews, large business change projects and portfolios.
The concept and associated methods became part of the standard practice of strategy making among companies including Hewlett-Packard, IBM,Intel, Microsoft, SAP, Softbank, SunGard, and many others.
The concept has since been applied more broadly to a variety of problems in network-centric strategy making, including foreign policy and national and regional economic development. It was one of the antecedents to the concept of Network-Centric Warfare in military strategy.
The most comprehensive current treatment of the concept is from Harvard Business School faculty member Marco Iansiti and Roy Levien, in their book The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability (Harvard Business School Press, 2004). Their work is also available in an article in the Harvard Business Review and Harvard Business School Press online.
Date : 03/01 /2010  

MORAND (Pascal —) et MANCEAU (Delphine —)
Une autre vision de l'innovation (2009)

             
Pascal Morand
Delphine Manceau
Une Autre vision de l'Innovation
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Pascal Morand,
Directeur de l'ESCP/EAP
  Delphine Manceau   Une autre vision de l'innovation (2009)    
             
 
Visions francaise de l'innovation
             
    Typologie des innovations    
         

Tag : ………

Un rapport commandé par Christine Lagarde.
Conclusion : de la nécessité d'adopter une vision holistique de l'innovation intègrant les usages, les modèles économiques, le design et le marketing.

Pour mémoire (Wikipédia)

8 avril 2010
MORRIS (Langdon —)
Permanent Innovation (

             
Morris
Fourthh Generation R&D
Permanent Innovation
Business Model Warfare
Langdon Morris,
Innovationlabs
  Fourth Generation R&D. Managing Knowledge , Technology, and Innovation (200…)   Permanent Innovation (Téléchargement gratuit)   (200…
Tag : Innovation Permanente, R&D

La création d'une culture de l'innovation
           
Creating_Innovation_Culture
 Cycke Innovation de Beckman
Trois rôles
Creating the Innovation Culture. Genius, Champions, and Leaders   Le cycle de l'Innovation de Sarah Backman : Needfinding, Framing, Creative Combination, Prototype   Trois grandes fonctions ou rôles  
Trois catégories d'acteurs concourrent à une culture de l'innovation : les Creative geniuses, les Innovation Champions et les Innovation Leaders.
 

• Creative geniuses apply the know-how that results in insights, ideas, and ultimately in innovation. Creative geniuses produce innovation results.

 

• Innovation Champions define the practices that enable innovation, eliminate those that impede it, and in so doing enable the innovation culture.

 

• Innovation Leaders define the policies that enabl nnovation, and eliminate those that impede it, thereby taking a lead role in creating the innovation cult.

 

         
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Innovative Champions
Tous impliqués
    Les Champions   Les Génies, les Champions et les Leaders
 
La table de l'innovation
Une culture de l'innovation vs. une culture du Status Quo

Les six types d'innovation
                 
RealInnovation
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Knowledge Channel   Peer-to-Peer   Outside-In   Bottom-Up   Top-Down

There are six distinct innovation views that typically need to be integrated into one clear perspective in order to come out with the best possible results : three outsider viewpoints and three insider perspectives.
• Three Outsider Perspectives
  Knowledge Channel Innovation
  Peer-to-Peer Innovation
  Outside-In Innovation (Open Innovation)
• Three Insider Perspectives
  Technology-Driven Innovation,
  Bottom-Up Innovation (Innovation émergente ou innovation participative)
  Top-Down Innovation.

MORRIS (Michael —), Donald Kuratko & Jeffrey Covin,
Corporate Entrepreneurship & Innovation
(2007)
         
•   • •
………Corporate Entrepreneurship_&_Innovation
Michael Morris   Donald Kuratko Jeffrey Covin (2007)


 











 

  15 avril 2010
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15 avril 2010
             
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Insertion d'un visuel   insertion d'un visuel   Insertion d'un visuel   Insertion d'un visuel
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