The document analyzes BIG's competitive strategies across five areas: technology, product, process, technical support, and resources. It finds that BIG has a leader or strong position in sourcing external technology, developing products through refinement and prototyping, and in its process for innovation known as the "Innovation Engine." However, it notes BIG currently lacks internal technology sourcing capabilities and scalable technical support, marking those areas as weaker in its analysis.
The document analyzes BIG's competitive strategies across five areas: technology, product, process, technical support, and resources. It finds that BIG has a leader or strong position in sourcing external technology, developing products through refinement and prototyping, and in its process for innovation known as the "Innovation Engine." However, it notes BIG currently lacks internal technology sourcing capabilities and scalable technical support, marking those areas as weaker in its analysis.
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The document analyzes BIG's competitive strategies across five areas: technology, product, process, technical support, and resources. It finds that BIG has a leader or strong position in sourcing external technology, developing products through refinement and prototyping, and in its process for innovation known as the "Innovation Engine." However, it notes BIG currently lacks internal technology sourcing capabilities and scalable technical support, marking those areas as weaker in its analysis.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online from Scribd
SUBSTANCE TECHNOLOGY TECHNOLOGY DEVELOPMENT DEVELOPMENT SUPPORT
SOURCING SOURCING Competitive Leader Leader Technical Leader Leader Not available Strategy Stance -No other company - All important -strong expertise in - Designed the - Currently no technical involve in this business processes sourced invention & product “Innovation Engine” support beyond product internally development process development -3-6 months to refine concept Value Chain Moderate Moderate (total Narrow scope Broad Narrow scope Stance -The innovation comes product), broad (idea & -Focus on generating - They do competitive -currently no ability from outside prototyping) idea, refinement & research, design - they refine the idea - The internal sourcing prototyping engineering, field test, only cover some portion -Not in the whole trademark, sourcing, completed product costing, presentation Resource Shallow in absolute, Shallow in absolute, Shallow in absolute, Shallow in absolute, Weak commitment Commitment moderately deep in deep in relative terms moderately deep in moderately deep in -currently no scaleable Stance relative -$600k/ year is small relative term relative term resource -they don’t require amount ($50k/month) -clear focus on product - they don’t require capital as they’re innovation centric capital as a consultant middleman Management Strongly fit Strongly fit with current Adequately fit with Strongly fit Adequate fir with Stance -Collin, d’Arbeloff & the size. current size -they have the expertise current size team have strong - Internal technologies -small team with in the whole process of -currently no need for experience in the are created internally various expertise for industry scalable technical industry and done with internal product development support capabilities Overall Fairly strong Fairly strong Moderately strong Fairly Strong Currently adequate • Technology = idea gathering, refinement & prototyping • Product = refined idea & prototype • Process = BIG’s Innovation Engine • Support=