PhD. Eric Viardot, professor and researcher of Business Policy Department at EADA
The importance of acting is actually crucial when it comes to innovation, as this is what differentiates the innovation from the invention. Indeed, innovation is taking a new idea and developing it into a product or a service valuable for the customers.
I have just published a Special Issue of the International Journal of Technology Marketing (IJTMKT) about how to market inventions with success. You will find the details at: http://www.inderscience.com/info/inarticletoc.php?jcode=ijtmkt&year=2013&vol=8&issue=2
The different papers of this Special Issue examine various ways to transform an invention into an innovation which will be marketable and will deliver long term profitability and competitive advantage for a company.
There has been a recent trend to enlarge the sources of ideas outside the traditional boundaries of the firm. Among the various external sources are the independent inventors who are at the center of the first article titled “Independent inventors and inbound open innovation: using a resource-based approach to create a tool for screening inventor approaches”. The paper explores a resource-based approach to identify the key resources possessed by successful independent inventors: It also focuses on the commercialization strategy based on licensing opportunities and finally it proposes a preliminary screening tool to facilitate technology in-licensing.
Users are also considered as useful originators of ideas and innovation. The second article titled” “Diffusion of user innovations – A firm-level survey” analyzes the transfer of user innovations and most specifically whether and how the firms are making use of user innovations that are created by their customers. The paper examines also whether firms systematically aim to identify user innovations that are created by their customers. Interestingly, this research shows that only a fraction of firms have a systematic program for that.
Another source of ideas comes more traditionally from the employees and business partners of the firms. The innovation-hub is a tool recently adopted by high-tech companies to support the exchange of experience and knowledge both with business partners and among employees within the company. So, the next article is about “Applying the Hub-and-Spoke Model to Virtual Communities: The IBM Innovation Hub”. Despite its strategic role, relatively little is known about the hub’s effectiveness in supporting innovation process, connectivity, operational and motivational mechanisms. Building on an extensive analysis of the IBM case studies, the authors contribute to fill the theoretical gap related to the hub model and to provide interesting suggestions for companies about the use of this tool.
Innovation is not only about limited to new products but also it concerns the expanding area of services. The following article proposed an interesting model: “The Service Innovation Triangle: a tool for exploring value creation through service innovation”. The model provides an integrated view of value creation through service innovation which combines a multiple perspective with various dimensions that permits to service firms to reconsider how they can create value with their resources and assets.
One key element for marketing successfully an innovation is its commercialization strategy. This is the central theme of the fifth article named “Building up a firm´s commercialization competence: from product concept to the first reference”. The article examines the build-up of commercialization competence when a firm moves from concept development to the first customer reference. More precisely, it identifies strategic marketing, market preparation/creation and sales creation as key competence groups for commercialization with a total of fourteen sub-competences.
Finally, the last paper titled “Distinctive Dynamic Capabilities for New Business Creation: Sensing, Seizing, Scaling and Separating” provides us with a more general consideration of the organization and the competences required to make an innovation as a business success. One significant finding is the need to create an appropriate balance between the separation of an independent venture to avoid dependence and rigidities and its integration with the line organization. Another interesting outcome provided by the authors is that the dynamic capabilities for innovations that they have identified are to be the same whatever the degree of the maturity of the industry.
The first versions of the papers in this Special Issue were originally presented at the XXIV ISPIM Conference in Barcelona, Spain on 17-20 June 2012. The theme of the conference was “Action for Innovation: Innovating from Experience”.