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Symbian 2015
to Win the Smart Phone Market
Geoffrey MooreSymbian Exchange & Exposition
October, 2009
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Agenda
Why have an innovation strategy?
The key to a winning innovation strategy
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e mpact o category matur ty on nnovat on strategy
What Symbian should do: An outsiders view
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Why have an innovation strategy?
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Most innovation is wasted
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How Innovation Doesnt Matter
Remember Your Vector Math Class!
= 0
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Bubble-up Innovation
When organizations innovate bottoms up,competitive separation is small,
and differentiation is not sustainable:Lots of activity, not much to show for it.
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Competitor 1*
*Gain bargaining powerby getting separation
*
Amplify a specificvector of innovation
Innovating for Differentiation
Focus on Competitive Separation
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Competitor 2*
Competitor 3*
from yourcompetitive set
Competitive Set
Failure to separateequates to lack of ability
to influence the market
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FailedAttempts
Return on Innovation
Differentiation Neutralization
Optimization
CORE CONTEXT
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Waste
Sources of Waste: Differentiation projects that dont go far enough Neutralization projects that go beyond good enough Unaligned innovation efforts that cancel each other out
PRODUCTIVITY
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Questions to Ask
Apply These to Every Initiative You Sponsor
Which of the three returns on innovation are we targeting?(Note: It is never appropriate to target more than one.)
Have we staffed this initiative with the appropriate type of leader?
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Do our metrics of success measure the return we are seeking?
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The key to a winning
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Declare your core and
rally around it
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Building an Innovation Strategy
Value Disciplines as Innovation Zones
Product
LeadershipZone
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OperationalExcellence
Zone
CustomerIntimacy
Zone
Which zone is your sweet spot?
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Vectors of InnovationTargeting Your Sweet Spot
SolutionInnovation
PlatformInnovation
ProductInnovation
DisruptiveInnovation
Design ExperientialMarketingLine
Extension
ProductLeadership
Zone
Customer
MicrosoftGoogleGenentech Autodesk
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Innovation InnovationInnovation
Innovation
IntegrationInnovation
BusinessModel
Innovation
ProcessInnovation
ValueEngineeringInnovation
Operational
ExcellenceZone
Zone
Dell
HP
SAP
Salesforce.com
IDEO
TSMC
Apple
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Creating Definitive Separation
How Great Companies Outperform Their Categories
Identify a primary vector of differentiation, and declare this to be core.This will be your Path out of the Yellow Circle.
Drive offer and program investments beyond reason along your corevector to the point where the competition either cannot or will not follow.
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Reengineer supporting context processes to further accentuate andenhance your core differentiation. Tilt toward core.
Fund these extraordinary efforts by productivity initiatives focused onextracting resources from context activities.
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Questions to Ask
Have we declared or do we know which vector or vectors ofinnovation are core for our enterprise?
Do we have crown jewels that give us distinct competitiveadvantage on one or more of these vectors?
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Are we over-investing on these vectors and making thecorresponding cuts elsewhere to fund this focus?
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The impact of category maturity
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Different types of innovation
succeed at different times
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Technology Adoption Life Cycle
Pragmatists:Stick with the herd!
Conservatives:Hold on!
Skeptics:No way!
Visionaries:Get ahead of the herd!
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Pragmatists create the dynamics of high-tech market development.
Innovators EarlyAdopters
Early Majority Late Majority Laggards
Techies:Try it!
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High-Tech Market Development Model
Tornado
Total
Main Street
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Chasm
BowlingAlley
ar yMarket
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rowth
Indefinitely elasticmiddle
CGrowth
Category Maturity Life Cycle
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Time
Revenue
G
Technology AdoptionLife Cycle
AEnd of
Life
FaultLine!
EDeclining
Market
DMatureMarket
Market
B
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Growth
Mature
Decline
Life-Cycle Marketing Strategy
Buying Focus Evolves as a Percentageof Overall Mix
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Early
Performance Buyers Relationship Buyers Value Buyers
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Building an Innovation Strategy
Value Disciplines as Innovation Zones
ProductLeadership
Zone
PerformanceBuyers
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OperationalExcellence
Zone
CustomerIntimacy
Zone
Just to reconfirm,which zone is your sweet spot?
RelationshipBuyers
ValueBuyers
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Questions to AskApply These to Every Category You Compete In
Where is this category in the Category Maturity Life Cycle?
Which type of buyer do we have the best chances with? Whatare we doing to win as many of these buyers as we can?
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a s our es e or w nn ng as many o e om nan ype o
buyer as we can (even if that is not our sweet spot)?
Where is the least valuable place we can spend our energy, andwhat are we doing to minimize our activities in that area?
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What Symbian should do
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An outsiders view
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Prioritizing Vectors of Innovation
ProductLeadership
Zone
Customer
PlatformInnovation
Microsoft
LineExtension Experiential
ProductInnovation
Apple
DisruptiveInnovation
Genentech
SolutionInnovation
RIM
Design Marketing
Too nichefocused
Too nichefocused
Too Too Too Too
Ditto
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Operational
ExcellenceZone
Zone
ProcessInnovation
Toyota
Innovation
Mattel
IntegrationInnovation
SAP
Innovation
Starbucks
Business
ModelInnovation
Salesforce.com
Innovation
IDEO
Innovation
P&G
Value
EngineeringInnovation
Southwest
specific
specific
specific
specific
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Symbian Innovation Strategy
for Mature MarketsProduct
LeadershipZone
Customer
PlatformInnovation
MicrosoftRefresh and extend your reachat the low end of the marketas feature phones evolve to
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Operational
ExcellenceZone
Zone
ProcessInnovation
Toyota
IntegrationInnovation
SAP
Business
ModelInnovation
Salesforce.com
Value
EngineeringInnovation
Southwest
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Symbian Innovation Strategy
for Growth MarketsProduct
LeadershipZone
Customer
PlatformInnovation
Use Neutralization
Innovation to catch upand eventually
overtake existingmarket leaders
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Operational
ExcellenceZone
Zone
Business
ModelInnovation
Exploit BusinessModel Innovation to
differentiate fromexisting market
makers
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Final Thoughts
Manage Growth Market and Mature Market initiativesseparately
Focus the first on Performance Buyers, the second on Value Buyers
Exploit your distribution advantage in the feature phonemarket
Create a value-based upgrade path that stays within the price
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enve ope t at s opt ma or t e ow-en mar et
Exploit your business model advantage in the smart phonemarket
Neutralize and then commoditize every currently differentiating
element as fast as you possibly can
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Thank You
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