Most of the considerations on the near future of Business are wrong because they are based on a “linear” conception of the evolution of the Market that is not able to perceive what the real changes are taking place.
Radical changes are not an option: those who do not adapt to the new Demand° are out of the Market.
There are a lot of misandestundings about Disruptive innovation°.
In times of radical change (Breaking Point°) like the current one innovation – changes in strategies – it is necessary to follow the principles of Disruptive Innovation, or changes are produced that do not bring anything positive to the Value of the product (to the results of sales).
That is when you are in a phase of non-linear evolution (Disruption Age°) it is necessary to make a radi”cal change of mindset and structures (a true change of the Business Paradigm).
The Disruptive Innovation
In the eras of disruption it is necessary to develop new skills of interpreting the New Demand° (a Trends Forecasting more suited to the new Disruption Age°). Trends Forecasting for the Disruption Age
Today it is necessary to develop a New Marketing° that overturns its paradigm, the Marketing of pro-sumers (the Participated Marketing).Toward to New Marketing (1): Beyond the tools of the current market
To understand the New Demand, it is necessary to understand that either we adapt to trends
with a correct interpretation or sooner or later we are thrown out of the market (or politics). Trends Forecasting for the Disruption Age
.
It is not about enhance internal efficiencies, but about radically innovating:
● the conception/production/distribution of the product <see The misunderstanding on Industry 4.0: towards Manufacturing 4.0>
● the Product Toward to New Marketing (1): Beyond the tools of the current market
Furthermore, in order to create Value from technologies, it is necessary to develop new Value with Consumer Technologies° <see The role of technologies in innovation>
► It is not a question of improving companies (Management, Marketing and Structure), but of carrying out a radical paradirgm shift
New demand requires a radical change
in the approach to the development of a product
that the incumbents
ARE NOT IN A POSITION TO CHANGE INTERNALLY
The great Firms are not able to develop disruptive innovation within them
The disruptive change is not an option°: those who do not adapt to the new Demand remain out of the Market.
What is needed is therefore a radically new New Marketing° (a Participated Marketing° which is based on a Crowd-driven Innovation°) able to develop new Values°. Toward a New Marketing
see PouUps:
Crowd-driven Innovation/Crowdsourcing
Value-oriented innovation new Value proposition
The hidden demamd (the virtuous circle of innovation)
Trends Forecasting for the Disruption Age
see also (the link is opened in new page)
<see The problems of the current Market: strategies: toward a crowd participated Marketing >
<see The fundamental trends of the new innovation Era (Disruption>
► TECHNOLOGIES ARE NOT A KEY POINT OF INNOVATION
(1) We dont need new technologies, but a new generation of products
We don’t need a new generation of technolo
We don’t need a new generation of technologies:
WE NEED A NEW GENERATION OF PRODUCTS
THAT MEETS LE EMERGING NEEDS OF NEW DEMAND°.
Technological innovation is indeed a linear innovation, therefore in conflict with a disruptive evolution of products (thar require a non-disruptive mindset°): better technologies are not able, in itself, to satisfy the real, urgent, needs of the new Demand°).
To be able to induce the Consumer to buy new products it is necessary to develop a new Useful Value°, a Value-utility based on Low-tech° (consumer technologies).
<see Value-oriented innovation new Value proposition>
<see Disruptive innovation is not based on technologies>
<see The role of technologies in innovation>
(2) Successful companies are not tech-companies, but they are Start-ups that know how to develop a new form of value-useful for the Customer
what makes products more salable
it is not an evolution of technologies,
but a development of
NEW MANUFACTURED MEN’S PRODUCTS
The new Companies that are successful on the market are not tech-companies (that develop new technologies), but on the contrary they are companies that, using Consumer technologies° (low-techs), develop on products able to satisfy the needs of the New Demand°.
That is, the Companies are successful when they are able to develop strategies functional to Disrutpive Age°: a Disruptive Innovation° based on that sensible intuition° that today lacks the Big Player (to Managers and Consultants who have replaced entrepreneurs in charge of the Companies).
These Companies apply a new approach to the Market (which reverses the previous approach), in which
they move
FROM THE TECHNOLOGICAL FACTOR
TO THE HUMAN FACTOR.
In the new approach, the law of supply and demand is followed, and they are able to develop a useful value for customers. It goes from the capacity of INDUCTION to the capacity for PERCEPTION.
● from a push Marketing (which creates emotional “reasons”), they move to a New Marketing° which has the subtle ability to perceive the new needs of the Customer (a Value-oriented innovation°). Or
● from Spinning (which induces a “perception” in the Customer – perceived value) they move on to the perception of the Customer’s needs (also thanks to Participated Marketing° that integrates the Customer is in the process of product ideation).
<see Manifesto of Innovation: Basic principles Sustainable Innovation (pitch)>
