Innovate or Die
Today, success has become an impermanent achievement which can be taken away by competitors any time. It has rather become a fundamental requisite for companies to continuously innovate and evolve according to the ever-changing moods of the customers for their survival and growth. If they fail, unfortunately, there will be no tomorrow for them.
We know that the bigger and better we get, the higher the hurdles become. Therefore it is incumbent upon us to challenge and continuously improve the way we run our business.
Why Innovation?Today, business is nothing less than war and victory is ephemeral. Sustaining a position in the consumers' mind is an on-going battle and victory can be snatched away with the blink of an eye. The continuous battle for the top spot has forced companies to constantly innovate. Very few companies are successful in sustaining their dominant position and those that are, continuously innovate. They have the courage to attack their position in the market. Continuous innovation and self-attack are at the core of competitive strategy for the 21st century companies. Jack Trout and Al Ries (Trout and Ries) in their book Marketing Warfare say that the best way to improve a company's position is to constantly attack it. They feel that a company can keep strengthening its position by introducing new products. To put it more precisely, a moving target is hard to hit than a static one. | |
Innovation,
for the new breed of companies, is all about changing the environment.
It is about breaking the old rules and routinized work pattern and
introducing new things with new standards. It means creating a sea
change in the way a consumer performs his day-to-day activities.
According to professor Gurprit S Kindra, School of Management,
University of Ottawa, Canada, "the ATM was an innovation which totally
changed the way people used to deal with their money".
Most
marketing experts agree that a company needs to continuously innovate
and attack itself to be a consistent performer. According to Paul
Greenberg (Greenberg), President of the 56 Group, LLC and the author of
CRM at the Speed of Light: Essential Customer Strategies for the 21st
Century, companies need a proactive (self-attack) effort to succeed in
today's business world. Professor Theodore Lewitt of Harvard Business
School in an article in the Harvard Business Review nearly fifty years
ago, argued that, to survive, companies must constantly look for new
ways to satisfy customers' needs. Just imagine how true it is in
today's context.
Willem
P Burgers (Burgers), Professor of strategy and Marketing, China Europe
International Business School, (CEIBS) Sanghai, China, too feels the
same. He says, "The pace of change has accelerated enormously. Thus the
right approach is to attack and destroy yourself before somebody else
does. While attacking yourself may not bring success to you always
i.e., you may have to sacrifice your short-term profits but it will
benefit the company in the long run by giving stability and
prosperity". The only thing companies should remember here is that they
should have the courage in them to attack themselves repeatedly and not
to be afraid of small failures, because these failures will be the
pillars of success for them in the long run. Professor Burgers adds,
"Self-attack means a constant re-innovation and re-examination of your
products and processes. It is important not to be afraid of making
these attacks and spending money to make these dramatic and incremental
changes."
In "Marketing Warfare," Trout and Ries state that
this type of self attacking and innovative strategies are well suited
for the market leaders only and are not suitable for small players or
firms. But most experts in marketing that we have interviewed for this
article think otherwise. According to them, there is no such
restriction or limitation as such in using a particular strategy in
business. According to professor Kindra "it is not restricted to market
leaders it is just that market leaders have an edge, deeper pockets on
this strategy, because of the amount of research and money which goes
into this".
Professor Burgers feels that "this type of
reinvention and self attack strategies are very essential for the small
players to survive, as innovations create new segments and according to
him the best way to become the market leader is to create a new
segment. He cites the example of Dell Computers (DC) here; how it
conquered the PC industry, not by inventing a better computer, but by
inventing a better way of marketing and servicing computers." So it is
clear that strategies are not restricted to any particular company.
Self-attack to Greenburg has both the external meaning of proactively
approaching the business world and the internal meaning of fearlessly
transforming business culture, model and processes. Greenburg sums it
up by saying, "there is no restriction in strategies any one who cares
to adopt it can, irrespective of its size. It's a matter of how well
you execute it and how bold and creative you dare to be". The story of
dell proves this.
Masters of Innovation
Companies
which are masters in this game of self-attack and innovation have been
able to achieve and retain their position year after year irrespective
of changed circumstances. The first name in innovation and self-attack
is of Gillettea $9 bn global producer of personal care and grooming
products. Gillette firmly believes in continuous product innovation. It
has always stuck to its corporate mantra of "innovation is Gillette".
It
has got the knack of continuously attacking its own products. Its
history proves it. From sensor to Mach3, Gillette kept on innovating
and attacking it own products. It revolutionized the wet shaving market
throughout the world as there has been a continuous evolution in
Gillette's product line since its inception. According to professor
Kindra, Gillette has been successful because "of its attitude of
continually rejuvenating existing products with new features" which
helps it in staying far ahead of its competitors. Commenting on
Gillette's relentless strategy of attacking itself, professor Burgers
says, "Gillette has done an excellent job for many years in continuous
innovation. I sometimes wonder if there should not be some level of
shaving perfection where improvements are no longer possible".
The
next popular player in this game is IBM, which from its very inception
has been introducing new lines of mainframe computers with a
significant price performance advantage over its existing products. It
has never hesitated or missed out the chance to crush its competitors
whenever the situation demanded. It earned the reputation of
`irreplaceable' with its strategy of continuous innovation and
self-attack in its competitive struggle with Dell, HP, Apple and many
more companies in order to achieve its present position. It seems to
adhere to the golden rule of the business that says, "if you fail to
crush your competitor or leave him, it will crush you back. So never
ever fail to crush your competitor whenever the situation arises or
demands so."
Another
example of successful innovation is Sony. It always kept its focus on
its core business of consumer electronics, but at the same time
constantly kept introducing breakthrough products and new models even
if they were hurting the sales of its existing products.
Jason
Jennings, the author of the best selling book Less is More gives
another example of a highly innovative company. His favorite is the
60-year old Koch industry of America, the second largest privately held
company, about which he is writing in his forthcoming book Think Big
Act Small. Koch industries has got the capability and the commitment of
continuously searching for new ways to create value and long-lasting
relationships with the customers, which resulted in increasing revenues
and profits by 10% annually for 10 consecutive years.
Then of
course is the classic story of Microsoft. Microsoft is one of the most
spectacular innovative success stories in today's business scenario.
Nevertheless, organizations such as, Walt Disney, 3M, Intel, SMH,
Johnson & Johnson, GE, Rolls Royce, P&G, Mc Donald's etc., have
mastered the art of creating consistent and sustainable positions year
after year irrespective of different circumstances by continuously
re-innovating and attacking themselves.
A
number of companies in India also, who are market leaders in their
respective industries and maintain a dominant position in the market
place, have embraced these strategies. The first among these is the
name of Hero Honda, the No.1 two-wheeler company in India and also the
largest selling motorbike company of the world. Hero knew the
importance of change and continuous innovation and attacked itself with
better and new products, without any fear of failure. The history and
line-up of its products reflect this. Other successful innovative
companies include VIP, Bajaj and Nirma, to name a few.
All these
companies have mastered the art of consistently generating revenues and
doing better than all other competitors, i.e., they knew how to create
the demand for new products and grow revenues even in recessionary
times.
Why Companies Fail to Retain their Position
There
are a few great names in today's business world, which are there in
business but probably not in their favorite position. The story for
them would have been entirely different; if they had not resisted
change and more importantly had they not ignored the importance of
innovation in business. The first in this list is Coca-Cola (one of the
world's strongest brands) the more than 100 year old soft drink company
first started as a patent medicine but later developed into a regular
drink. Coca-Cola in its early days was a monopoly in soft drinks
market. This resulted in complacency for the company. It failed to act
on the changing taste of customers and seemed to have forgotten that to
be the leader in this business it must innovate and not just deliver
the same products year after year. Coca-Cola missed out the biggest
opportunity to block Pepsi (or any other competitor at that point of
time) by not introducing a second brand of a different (sweeter) taste.
Though Coca-Cola later tried to come up with new versions, it was too
late. And so it paid the price for its overconfidence and relaxed
attitude by losing its monopoly. Its market share also reduced
drastically. Though, it's true that Pepsi is still second to Coca-Cola,
the important point here is that it is the closest competitor in this
war.
Next is the story of Nike, one of the major companies in
sports wear. In the late 1990s, Nike's sales jumped by 140%, net
profits rose by 40% and the stock prices by 320%. All these would have
been a dream for any company. But it's true, Nike achieved all this.
But it failed to sustain its position because of its resistance to
change! It failed to identify the changing trend in the teenagers'
choice from traditional athletic shoes to the casual leather shoes.
This attitude of Nike resulted in the dramatic fall of its market share
in the medium and low priced shoes. It forgot that winners have to
achieve both growth and efficiency at the same time. The late Sumantra
Ghoshal of the London Business School had once said, `Winners are like
chefs, they must learn how to cook sweet and sour". Unfortunately, Nike
didn't. Undoubtedly, it had the talent and capability to grow big very
fast and bounce back to its classic standard, but it failed to do so
again and again because of its resistance to innovate, self-attack and
inability to learn from mistakes.
Another example of a company
which failed to sustain its position is Revlon, a mega global brand in
cosmetics which is in deep trouble nowadays, because of its inability
to transform according to the changing taste of its customers.
Regaining its prior market position will be tough as climbing back to
the top is much harder than falling, because one has to improve
performance on multiple dimensions simultaneously.
Companies today must operate at a much faster pace (proactive) than their competitors in order to have a real competitive edge over them. They should be faster in developing and introducing products, implementing strategies and responding to the changing customer needs and wants. Companies like Gillette, Walt Disney, 3M or Hero Honda all survived because they evolved, innovated and attacked themselves from time to time, i.e., they transformed according to the changing priorities of their customers. They all have in them the ability to focus on the future rather than dwell in the past, which is so crucial for success in this global environment. Going back to the theory of Charles Darwin `Survival of the fittest' in this context, "You have to evolve and transform according to the changing times. If you don't you won't survive". Just think how important and contextual this is for today's companies. The message is simple and loud the faster the companies evolve the better for them, if they don't there will be no tomorrow for them. The choice is theirs.
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