CASE 1- AMAZON, APPLE, FACEBOOK, AND

GOOGLE 2018
Four giants hold the four sectors of internet marketing

● Online advertising - Google

● Online Retailing - Amazon
● Social Engagement - Facebook
● Interface Devices - Apple

In effort to keep growing all of them are diversifying and giving competition to each other

For eg.

● Online advertising - google and facebook

● Retailing of digital content - Apple, Google, Amazon
● Video streaming - Amazon, Apple, Google
 AMAZON
• Amazon turned $5 million profit in dec 2001
• In 2018, Amazon was the giant of the e-retailing world and its share was
growing faster in the e-retailing market
• Gross merchandise sales revenue was approx 44% of all U.S e-retailing
• Amazon prime was launched in 2005 as “membership club” granting unlimited
two day delivery for flat free
• Amazon online and offline competitors are:
• Walmart store
• target .com
• walmart.com
• Amazon retargeted potential customers y ads across Amazon’s ad network
• In 2017, amazon entered offline retailing as  Amazon Go
GOOGLE
• Launched in 1998, initially offered nothing but search and therefore no
revenue
• Began to sell text advertising to advertisers in 2000, who wanted to reach
consumers searching for particular keywords
• Introduced AdSense in June 2003 followed by launching free webmail
service, Gmail
• Made very big content acquisition in October 2006, when it bought
YouTube
• Made even costlier acquisition in April 2007 when in bought DoubleClick
to improve ad-serving efficiency rather than scope2015 restructuring
created Alphabet
• Provides seven services with over a billion users each: Android, Chrome,
Gmail, Google Maps, Google Play, Search and YouTube
FACEBOOK APPLE
•Founded in 1976
•Launched in 2005 but begin to grow in 2009 •By 2018 it become most valuable U.S. public
•Facebook is dominating time online company
•By 2017, all the Facebook’s revenue ($41 bn) came from •Evolved from h/w designer yo largest IT company
advertising by revenue
•Offered product relevant clustered array with the help of •2001 - iTunes and iPod music player is launched -
mining the detailed information reported by users no lift in revenue
•Facebook exchange - ad bidding and retargeting service •2007- iPhone and 2010 - iPad (2018 revenue
depended on these 2)
•By 2018, had 2.2 bn users
•Maintained duopoly with android in market of
mobile OS
•Got competition from Amazon Kindle but provided
a better range of digital content
•Launched voice activated search Siri, but was late in
home speaker market
 CASE 2 - DT AND INNOVATION AT APPLE

• Customer first – start with the customer in mind and then build backwards

• Benefits not features- flaunting too many features is not required, the benefits gained should be emphasized

• Simplicity - too much clutter drives off customers

• Progress by eliminating things- have many ideas at once, they believed in eliminating ideas

• Problems were moving targets- it was an iterative process, a problem once solved had to be looked at again and again to
improve the solution further

• Saying No – prioritizing the right projects

• Platform strategy – building products as a platform on which other future products can revolve around

• Participatory design – involve the customers

• Not playing it safe

• Elegant solutions – simplistic and beautiful designs, design first, then build

• Stores – retail, app store, iTunes store, all revolutionised the industry
CREATIVITY DURING LOCKDOWN

• 1.Listening Skills - RASA (Receive, Appreciate, Summaries, Ask)

• 2.Observation Skills - Japanese Language Symbols
• 3. Networking Skills -
• Personal Network - Should be limited
• Personal Network - Should be limited
• Professional Network - Narrow & Wide
• 4. Experimentation Mind Set- 5. Failure Tolerance (Thick Skin) –
• Listen to Customers Needs
• Offer Freemium Services / Product
• Retain your Existing Customers
• Employees
CREATIVITY AT SIBM PUNE
HTTPS://WWW.YOUTUBE.COM/WATCH?V=AP4HFGMHJHU

• Can creativity be taught

• Activity- write anagrams with word given (Creativity)- Writing the word in circular fashion helps make more words
• Creativity is measure of divergent thinking you have- Think of bizarre application of things
• Example of Galileo, Edison- We don’t take chances that we have to pay our life for or lose something.
• Creativity requires Courage
• Self doubt restricts Creativity- Uses of bottle activity
• Latent inhibitions- Creative people don’t filter information coming to them. What they think they do, they experiment
• Creative people have high working memory-
• Take two Opposing thoughts always- Opposable thoughts like opposable thumb-
• Postponing the Judgement Creative people postpone judgements
• Lateral thinking
HUMAN CENTERED DESIGN / CUSTOMER
CENTRIC DESIGN EXPERIENCE
https://www.youtube.com/watch?v=Wb8k8z3hb2M
• 1. Think function over form (baby incubator example)
• 2. Make it Intuitive (thermostat vs HVAC system)
• 3. Tech is not always the answer (MRI for kids )
• 4. It's about experience, not product (Bank of America - Keep the Change)
• 5. Great design forms habits ( Paytm )
SEVEN HABITS OF HIGHLY CREATIVE PEOPLE1

• . No boundaries between science and art

• 2. Opposable mind: holding two contrasting ideas simultaneously in mind and choose none
• 3. Take hobbies seriously: self-confidence, new perspective, new connections
• 4. Latent inhibition: Attitude>intelligence
• 5. Take half chances
• 6. Experimental mindset
• 7. Sense of humor
DESIGN THINKING IS ‘NOT’ AN OLD WINE IN A NEW BOTTLE

• Design Thinking has emerged as a powerful approach to problem solving, adopting a human-centered manner
• Lean Thinking: Known Problem and Known Solution: straight forward situations where a problem is reasonably well
understood and so are the solutions 
• Lateral Thinking: Known Problem and Unknown Solution-The entire scheme of techniques on brainstorming largely falls
under the ambit of known problems and unknown solutions
• Critical Thinking: Unknown Problem and Known Solution-The element of discovery is the identification of the constraint or
the problem, and once it’s unearthed, the solution is to attack the bottleneck, one at a time
• Design Thinking:Unknown Problem and Unknown Solution- Design Thinking takes a more human-centered approach to
discover the problem and generate ingenious solutions
• Design Thinking is a new way of looking at the problem space and exploring it little better before giving in to the urge of
solving
R1- HOW TO KILL CREATIVITY

• Challenge- 
• Managers can match people with jobs that play to their expertise and their skill I creative thinking and ignite intrinsic motivation
• One of the most common ways managers kill creativity is by not trying to obtain the information necessary to make good
connection between people and jobs

• Freedom- giving people autonomy to approach their work, more freedom leads to better creativity
• Resources- matching people with right assignment and keeping resources like time and money available
• Work group features- team created must be mutually supportive group with diversity of perspective ad background
(homogeneous teams)
• Supervisory encouragement- manager can act as role models , encouraging, collaboration and communication with team
• Organization support- organization can support creativity by sharing  information  and collaborating with employees
 R2 POWER OF SMALL WINS
ON PROGRESS DAYS
People are more intrinsically motivated on
progress days
People see their teams as more supportive and
experience positive interactions
SETBACK DAYS
•Less motivation both intrinsically and
extrinsically
•Perceive both teams and supervisors as
less supportive
•Feel lack of freedom and positivity
TRIGGERS FOR  A GOOD DAY
•Progress made in work by individual or team
•Actions that directly support work including help from a
person or group
•Show of respect or words of encouragement
•Focussed on work
TRIGGERS FOR A BAD DAY
•Suffering a setback at work
•Actions that fail to support or actively hinder work
•Discouraging or undermining events
•Focussed on people
 SUPPORTERS AND DEMOTERS

Catalyst  Inhibitor - Failing to provide support and

•Setting clear goals
•Allowing autonomy
•Providing sufficient resources and time
•Openly learning from problems and success
•Allowing free exchange of Idea
activity interfering with work
Toxins - Include disrespect, discouragement,
disregard for emotions and interpersonal
conflict

Nourishers - Acts of interpersonal support like respect and

recognition, encouragement, emotional comfort etc