Kompan: Case study

Résumé du document

The innovation capabilities of "K" are result from the long historical experience and well balanced innovation platform. This is giving wide base for combination and upgrading of their current products. As a starting point for the future, the company has wide database of knowledge, which gives them expertise about the interests of their customer groups. The company has developed global IT system, which improves the flow of information.

This together with their broad range of partners from the public administration, architecture, schools and universities are building global innovation network. The company has developed Centers of excellence all around the world. These centers have main focus for acquiring of knowledge for the local trends and to respond to the customers with high know-how and expertise in development of products for these markets. The connection with the customers is expressed with CRM system and counseling (useful information for the market needs and interests).

These three learning systems ("K" Play Institute, Centers of excellence and CRM) are building solid information base. In order to build their strong innovation culture, the company has focused huge efforts on their employees. All of them are receiving high level training and professional realization possibilities.

Extraits

[...] It is important to launch new products in the periods of the year in situation of higher user intensity The level of competition is important, because this could lead to unsuccessful sales due to high competitor's power. 3.Bibliography Kompan Annual report 2011 Kompan play institute-UK Kompan Outline Case 4-2012 http://www.kompan.co.uk/ http://www.kompan-commercialsystems.com/pages/1_2-Home-Page.html Articles: o Developing a product innovation and technology strategy for your business- http://fronter.com/cphbusiness/links/files.phtml/85097802$9583426 01$/Dokumenter+mm/14+Teaching+materials+- +all+subjects/International+Sales+_prcent_26+Marketing/Articles/0 3.+Innovation/Dvlp.+a+Product+Innovation+and+Tech.+Strategy+for+b iz.pdf o How companies are reinventing their idea-to –launch methodologies- http://fronter.com/cphbusiness/links/files.phtml/85097802$9583426 01$/Dokumenter+mm/14+Teaching+materials+- +all+subjects/International+Sales+_prcent_26+Marketing/Articles/0 3.+Innovation/How+companies+are+reinventing+their+idea-to- launch+methodologies.pdf o Ten tips for successfully Implementing a Stage-Gate Product Innovation Process- http://fronter.com/cphbusiness/links/files.phtml/85097802$9583426 01$/Dokumenter+mm/14+Teaching+materials+- +all+subjects/International+Sales+_prcent_26+Marketing/Articles/0 3.+Innovation/Ten+Tips+for+Implementation+of+Stage- Gate+processes.pdf Kompan Outline case page 8 Kompan Outline case page 15 [3]Source: R.G. Cooper & S.J. [...]

[...] We suppose that the amount will be similar in the next year. We distributed the resources, according to the priority by the following way Product Road map and actions steps Flexibility could be achieved by developing new product dictated by market needs, we can do it faster without strict following of the steps(teen segment). The company has to develop two groups of new products, which can be launched two times per year. This will build stronger teenage segment in Eastern Europe and USA. [...]

[...] In this way, the company will achieve its desired objectives. The company needs to have the ability to coordinate its activities with the time of launch. They need to combine the product development steps with tests and consultation(better agile process). Their lean process will be achieved with reduction of the activities which are not adding value. This could be focus only on the above mentioned products which are popular in market condition today Aspects relevant to consider for Commercial Services SBU The products of CS are directed to commercial centers, fast foods , hotels and retail outlets. [...]

[...] The objective of each launched product is to answer on all five key principles: strong, clear image, play areas adapted to user age, durable quality and safety, accessibility for all, real innovation.[4] 2. Arenas and focus for R&D efforts For identifying possible arenas, where can find opportunities for profit , we have used product-market matrix: On the horizontal part of the table can be seen the different SBU's arranged in an age division. And the vertical represents the markets, where is providing services. The stars show the top-priority arenas, where is a potential for new products to be focused. [...]

[...] Kompan is showing traditional induced strategic behavior. This behavior could be dangerous method in the process of new idea generation, because the company could be in situation of high focus above some specific arena and ideas and to miss new possibilities for radical innovations has knowledge about the last trends in the playground markets, based on their three learning systems. The Play Institute is a knowledge center, where many researches has been implemented regarding the societal trends that influence on the children's' development, so some of the researches need to be shared with other parties in order to be developed fully. [...]