New markets and customers Companies developing and selling new eco -innovative products, services and technolo
and â€oeperformance†to customers New markets and customers Higher revenues and profit Cost saving Eco-innovations resulting in improved resource
productivity save money by reducing costs of material and energy. This type of â€oesavings oppor
¢customers do need not necessarily to own products; services can meet their needs, per -haps even better.
What value do we deliver to customers? †¢Which customers†needs are we helping to â€
¢isfy the needs of our customers (e g. product -service systems A fundamental question for any eco-innovative
Swedish AGA Gas offers its customers the ability to continuously introduce safer chemicals at lower
â€oehired†(customers use a chip to unlock the car kept for as long as needed and left anywhere
The customers of Made can choose online what the company manufactures by voting on the designs they
cost savings for customers of up to 70%.%The ma -terial choice for the furniture production is based
¢customers adhesion to the company and its products and services 13 See Accenture, 2012: www. accenture. com/us-en/outlook/Pages/outlook
a strong motivator for customers or users to change behaviour e g. reduction in energy in
involving customers informs their relative im -portance Tools for assessment help designers to directly â€
and customers in the supply chain, and this questioning can drive innovation. The result of that can be products
including customers, partners or suppliers Lifecycle considerations are increasingly im-†¢portant to customers e g. companies need to
understand how products are sourced, manu -factured, packaged and disposed of Today†s customers buy greener products, services or technologies because they work better
save money or enhance health. Eco-brands integrate relevant environmental benefits into products alongside cost and quality and communicate evidence-based messages avoiding
Purchase†how do customers purchase †¢products and services Delivery†how do we deliver a greener â€
¢value proposition to customers After sales†how do we provide greener †¢post-purchase support
Greener customers are influenced by recom-†¢mendations of trusted peers and third parties There is a backlash against perceived green
engaging customers in meaningful conversa -tions through a variety of media, especially via websites and online social networks
rather than by simply talking â€oeat†customers through traditional media Eco-innovate! A guide to eco-innovation for SMES and business coaches
¢communications with customers and other stakeholders can identify new opportunities for eco-innovation Promotion based on clear evidence-based â€
existing and potential customers, as well as other stakeholders, in conversations through a variety of media. Use positive and nega
which means that customers energy bills are reduced by â Z per month What will the market pay?
Determining the extent of customers and †¢other stakeholders environmental awareness and understanding may help to reveal busi
customers Establishing a reputation for environmental †¢knowledge and expertise may attract new prospects and generate new customers
Good practice Visionary Soap Company Ltd successfully estab -lished a brand of fair trade soap
customers Ensure environmental performance claims †¢are valid and understandable before you in -corporate them into promotional messages
¢technology deliver to your customers Who are the potential customers for your †¢product have done you any market research?
†¢Who are your competitors? Have you bench-†¢marked your product, service or technology
¢market and amongst your customers What can you do yourself? What will you †¢need to outsource?
¢est e g. networks of suppliers and customers and extend it to the likeminded crowd who
efforts to ensure that customers can shop cross-border in the single market Additional specific and practical guidance may be issued by the end of 2013 on the
'views on how best to serve the interests of customers, businesses and end-consumers On the basis of the information collected, the Commission services are currently
notably with regard to prices,"convenience"for customers, interoperability and any regulatory barriers 3. 4 COMBATING ABUSE
deployment connecting customers High speed broadband Internet is the backbone of the digital single market.
•The cost of legal advice limits SMES€ ability to access the single market •There is a reasonably good level of legal expertise at a
It allows web merchants to provide customers with rel -evant information •To limit the negative effects of Directive 2009/136/EC (the
offers new ways to interact with their customers and to serve them through different channels
Although each channel retains the unique characteristics that compel customers to engage with it †be specialized that a or expanded merchandise assortment, a compelling and
This includes information about their customers. To deliver good services and meet consumers†expectations, retailers need to know their customers and their preferences
To ensure delivery of the right product at the right time and avoiding waste, retailers and
Therefore, retailers and wholesalers pay attention to satisfy their customers all the time. In the rare cases where customers are satisfied not
and a dispute arises, these are resolved mostly between retailers and consumers bilaterally. For the very few cases where they do not
and the opinion of customers who have bought them. These instruments are known as: comparison websites/tools, trustmarks, review tools
their customers can use. All payment channels must operate with equal ease and security Therefore a coherent set of standards for SEPA payments must be devised which strikes a
transfer of knowledge to customers and suppliers, although this has yet to be proven. Despite this, few economists or
employees, suppliers and customers) the confidence to use them. Elie Simon, president EMEA of Sun
ensure that customers are not only aware of the benefits of a newly deployed technology, but also of
products to the needs of customers. This explains why economists have reopened the debate on whether
products and adapting existing products to the needs of customers. Small firms account for a disproportionate share of new product innovation given their low R&d expenditures (Acs and Audretsch
manufacturers and final customers. But to properly take advantage of such internet-based financial and accounting systems, SMES typically need to modify
customers will directly interact only with the intermediary, which provides the appearance of having a
you have to find customers for your speciality all over the world in order to recoup your R&d investment
demonstration effect--to show potential customers and business partners that they are committed to the local economy.
order to provide services, such as training, to customers. While such services could be contracted out, the
While customers may be satisfied in a static sense, the enterprise is not engaging in dynamic product development,
Customers eventually reward technological leaders that can provide them with unanticipated product innovations and improvements.
and engineers should have a deep understanding of what their customers actually need, but this can only be
nurtured through close and frequent contact with the customers. Such direct and repeated contact between
customers and the engineering department is particularly important, so that the latter do not underestimate the problems of applying technology to commercial needs.
German Mittelstand engage in direct contact with customers at twice the frequency as in the largest
customers, manufacturers, and capital good suppliers in Italy has created an environment that pushes innovation forward.
manufacturers and customers, the latter providing rapid feedback on technical solutions. These links have been supported by national and local government policies as well as by a rich network of private economic
the main vehicle by which one meets new SME-customers â'Organisation of workshops. Workshops about specific technologies or organisational changes
group of SME who are already regular customers â'Distribution of business information. All sorts of information dissemination is possible
engineering knowledge available (from public research institutes, customers, suppliers) and their own day -today business activities.
companies†information technology is used for a better communication with customers and suppliers (see figure 5 A significant percentage of SMES use the Internet for gathering information about the business environment in
To communicate with customers and suppliers To obtain information about the business enviroment For on-line transcation/payments
application for communicating with customers and suppliers, to obtain information and for on-line transaction and
larger customers into international markets. Existing policies that seek to strengthen the linkages between SMES and local large companies, both locally-and foreign-owned, should be encouraged and
their activities by †piggybacking†on the backs of large customers RETA ï Continue to coordinate policy actors in the Andalusian SME and entrepreneurship support system and
2003) whereby SMES are able to †piggyback†on the backs of larger customers into international markets.
most important source of both collaboration and innovation tend to be customers or suppliers in their
number of customers; geography of markets supplied to and change over time; evidence of collaborative networking;
operations, so have been reliant in the past on larger multinational customers (e g. IKEA in the furniture industry
SMES are able to piggyback on the backs of larger customers into international markets. Existing
their activities by †piggybacking†on the backs of large customers RETA ï Focus work on innovative firms,
quality, cheaper price or other means that customers value (Richard et al. 2009 Wiklund and Shepherd, 2005.
knowledge about markets and customers combined with the prior information on external problems (Shane and Venkataraman, 2000;
customers Chandler (1962 Khandwalla (1972 Environmental heterogeneity Which encompasses variations among the firm†s market that require
customers to consider their products or services new and unfamiliar and the technologies or procedures required by these products
means that customers value (Wiklund and Shepherd, 2005), increasing the likelihood that a firm will realize first-mover advantages
results from prior knowledge about markets and customers (Venkataraman, 1997 Moreover, new information about technology, combined with the prior information on
instance, entrepreneurs who use their customers and suppliers as sources of support in the gestation period are more likely to grow faster (Capelleras and Greene, 2008
) Sometimes, close ties with customers can cause performance disadvantages, as pointed out by Burt (1992),
means that customers value (Richard et al. 2009; Wiklund and Shepherd, 2005 Innovation could be recognized as a key success factor in an increasingly competitive
customers in other countries. The purpose is to generate an ordinal classification attempting to identify firms that do not export,
degrees of effort by the firm in an attempt for potential customers to consider their
or some in an attempt for potential customers to consider their products or services new and unfamiliar;
or none of your potential customers consider this product or service new and unfamiliar Technology
innovation, our findings show that firms which apply their efforts to convince customers to recognize the company†s output as new and unfamiliar raise the probability of
has few) competitors offering the same product or service to their potential customers The results are in accordance with those expected, that is, a small firm without
offering the same product or service to customers, the more innovative the firm†s outputs are.
and retailers are perceived by customers and how this perception translates to sales we can show the impact the user†s experience has
reaching customers through the several touch points. This way, they will be able to create a flawless customer experience,
and holding on to customers Real-time experience The biggest challenge for companies will be real-time experience.
For customers it will not be enough to receive information tomorrow or even later today; they
customers. When shoppers are about to make a purchase, merchants should offer enticing product and/or service bundles.
concluded, customers should later receive recommendations through all channels regarding products and/or services that might be interesting to them
What web merchants can do is using the information that online customers leave behind when browsing the Internet,
with customers. Potential buyers are now provided with reasonable suggestions based on previous site visits and purchases. Making their customers feel special is
one of the reasons why Amazon and Netflix are so successful nowadays â€oepersonalization Is Vitalâ€
Making Customers Feel Special Is the Key to Increasing Conversion Rates Henning Heesen Cross-Border E-commerce Specialist
This way, your customers in Latin america or Asia do not have to wait until the business day gets underway in Europe
parcels sent to customers domestically and cross-border to other (European countries at 3. 7 billion, a number that will
suppliers and customers are clearly more important, as are internal sources Figure 2-1: Information sources for innovation (per cent of innovative enterprises citing the
Customers Suppliers Competitors Scientific journals Consultants Universities Public research institute manufacturing total R&d intensive industries
impulses from suppliers, competitors and customers are much more important than pure technology impulses KETS and Productivity
customers) since ICTS have allowed to design external business processes more efficiently KETS that exert less significant network effects are likely to result in lower economy-wide
lead customers or to establish more applied research collaborations Conclusion Although the cluster network in NRW is relatively young, efforts in nanotechnology R&d
special (niche) markets and customers also shows the cluster†s strong market orientation Conclusion The Kyoto nanotech cluster is a relatively young cluster,
They act as lead customers for the smaller specialist companies in the cluster They provide the international connections for new knowledge inflows
customers Market structure There are relative many small companies which is a potential weakness Cluster open to new start-ups but relative
customers in terms of performance and costs. Doing this requires a close interaction between firms and public research, including joint R&d activities.
the cluster is very †demand†driven customers are not directly co-located. Instead Grenoble
customers of end-products globally dispersed across several industries. While work in the past was focused on †demand pull†activities such as improved mobile phone functionality, the
target market segments with industrial customers (B2b Table 4-6: Summary of findings from microelectronics cluster comparison
micro-and nanoelectronics while at the same time fit to the needs of customers in terms of performance and costs.
play a role as lead customers to give the cluster momentum. The recent development towards
Large companies serve as lead customers and finance new developments Bay Area supplies world wide to
products fit to the needs of customers in terms of (sustainable) performance and costs In order to establish a dynamic sector of industrial biotechnology companies, venture capital
On the other hand very few customers of European Competitiveness in KETS ZEW and TNO EN 230error! Unknown document property name.
customers for innovation. On the contrary photonics firms spend long periods of time with customers (6 to 12 months) to develop customer fit solutions.
Ouimet, 2004 Conclusion While photonics activities in the province of Quebec have a long tradition,
Market demand Lack of lead-firm (s) Strong interaction with customers No local lead customer or firm
customers (e g. Solvay. That lead markets are difficult to identify is not surprising as the
playing a role as anchor firm though, nor as lead customers. The reason why we do not
The companies do serve as lead customers though. They are large buyers with high quality demands that will increase the level of quality and capacities of its supplying firms.
customers). ) Adjustments to AMT may as a result lead to adjustments to the product produced
integration of suppliers and customers Europe†s technological position Developing AMT is concentrated highly on the three global regions Europe, North america
among departments, integration of suppliers and customers-may be missing and cannot be built up in short term
-skills of workers, coordination among departments, integration of suppliers and customers -may be missing and cannot be built up in short term.
 customers  and  partners  in  the  physical  work- †place
communities of practitioners, customers or specialists usually referred to as â€oeopen sourceâ€. These are all enablers of open
Open source involves collaboration between ï rms, suppliers, customers, and policy-makers of related products to pool software R&d and generate shared technology.
and knowledge-sharing among innovating ï rms, customers, and other interested parties, have been recorded in the literature 94,96.
Customers expect to engage on a more real-time basis, using social media platforms. Staff members wonder why their work tools aren†t all available as mobile apps,
and their customers interact. At the same time, these technologies are releasing a wave of IT-led
ways of interacting with its customers. Its new Kindle tablet, for example, has dedicated a button that connects users to a helpline
regulators and end customers aren†t as strong. For IT leaders who hold as much sway as they do to influence other parts of the
CIOS must get closer to the firm†s end customers their needs and preferences. Half (52%)of digital-ready CIOS place
regularly meet with customers are still very much the exception, †notes Informationweek†s Preston â€oe Now we†re in a world where things are
companies any money or serve their customers any better, †argues Informationweek†s Rob Preston. â€oethose who focus solely on this are
dynamics of the business world, including the customers and marketing side, †he says Later positions at National australia bank and Lloyds
communicate with customers, through to wholly new business model opportunities For CIOS, all this brings new demands and
to the end customers Build close relationships with the front of the business Be a compelling
location in the eyes of potential investors and overseas customers. For the South East this is a
existing customers against intensified global competition. Innovative approaches are being adopted which involve offering a blended model,
s recent study indicates the need for a specific suite of skills to service customers in
changing business models of customers (driven by new technologies, the Cloud, data processing capacity, social media etc. and â€oemega-trends†such as ageing
access to skills and talent, access to markets and customers (whether physical or virtual), the
inter-linkages between HEIS and firms, between firms and customers Economic Infrastructures Access and Connectivity
customers, suppliers, partners, joint ventures, licensing etc), and the broad nature of innovation (ranging from incremental to disruptive.
engagement-with each other, with customers, suppliers and markets to deliver on new products and services
provide end solutions to customers. Changes in business models, the convergence of formerly discrete sectors and increased mergers & acquisition (M&a) activity call for a work-force with
their customers. Competitively priced, high-speed resilient broadband networks and services are now a basic requirement to underpin future economic development
cost, but in terms of access to skills and talent, access to markets and customers (whether physical or virtual), an innovative capacity and capability and a dynamic environment offering
-linkages between HEIS and firms, between firms and customers Economic Infrastructures transport and broadband infrastructures †recent investments and ongoing
multiple customers using internet technologies. The pay-as-you-go, subscription pricing of cloud computing can enable companies (with perhaps vast IT systems built up over years) to
sources of innovation, including end customers, firms with complementary products and/or services, and research institutes
customers, international management, and building new markets, ease of access is paramount (both physical and electronic), regardless of what sector and/or activity a
technology intensive companies have a range of options for targeting their end customers including entering into licensing and/or revenue sharing arrangements with larger global
close relationships to customers, small firms can detect market niches more effi -ciently and effectively than larger firms
which provides a large pool of skilled labor force that if properly mobilized, could help the country†s much
for a skilled labor force. Moreover, despite increasing efforts to facilitate entrepreneurship, especially for small companies, the procedures and time to start a business
local firms with a skilled labor force. Argentina†s weak government efficiency (142nd) and high levels of undue
 †interaction with customers  •Funding mechanism  †public funding is still under consideration
 •Smart metering for the customers above 30kw load demand  •Large scale integration of RES/CHP in MV and
Mobilising customers short term markets Managing LV network with EV, PHEV & Heat pumps State Estimation Asset management
of customers and distributed resources -ICT-solutions for market actions and management -2nd generation AMR
of customers and distributed resources -ICT-solutions for market actions and management Power systemspower systems
Customers Metering Infrastructure Smart metering data processing Integration of Smart Metering Monitoring and control of MV
customers involved in demos 1 2 3 81 ï¿ï 83 NL: Demo projectsâ'†key facts
80%of all customers with smart meters until 2020  †Smart charging: Technical issues/service provided involving consumers (2011
Customers Integration of Smart Customers Integration of Smart Metering Integration of Smart Metering -DSO integration of
small DER -System integration of medium DER -Integration of storage in network management -Infrastructure to
cloud computing and legal advice. Further support, investment advice and funding oppertunities for SMES and young compa
customers Us er va lu e In order to realise any of the potential social value, a
for your customers Level 5 You can show that your product/service could be operated up by someone else, somewhere else
Interactive learning with customers and suppliers Experimentation in studios and project teams Strong codified knowledge content
potential customers of these activities? Is there a business case in terms of market exploitation For this, solid economic data is necessary.
Yet, customers are what innovative firms need most in order to be successful Lead customers provide credibility for innovative products,
and are vital for validating and further improving innovations. Having customers is also a major incentive for private investors to support innovative firms
A comprehensive innovation support strategy thus needs to include support for identifying potential customers or fostering market opportunities (e g. by
stimulating private or public demand for eco-innovations. Starting with demand issues provides more chances for successful innovation than starting with R&d
customers, end-users, suppliers and enterprises with complementary skills are encouraged to collaborate for radical innovation that may not yet be described
and services that are attractive to customers and can make a business stand out among the competition.
retailers, customers, and sources of innovation in financially viable ways Developing Human Capital Improving the health education, experience,
low-income customers (including individuals, households, and SMES) have sophisticated very requirements in terms of relevance.
Customers began to use text messaging units as currency transferring minutes among themselves. In short order, many Filipinos were using the new currency to â€oepayâ€
interaction with customers. Both major carriers, Globe Telecom and SMART Communications, now offer a wide, and growing, range of formal â€oem-transactions†services
Horizontal deepening is essentially about adding new customers. A company might sell first to the highly
and customers could increasingly afford individual lines. Iqbal Quadir, founder of Grameen Telecom, successfully reinvented shared access, with the added
-income customers or involve small producers and SMES in their value chains For example, ICTS are enabling the agricultural trading unit of ITC Ltd.
-income customers or involve small producers and SMES in their value chains. †EO ICT GREY:
and, perhaps most importantly, front-line knowledge about what customers want and need. These retailers have served as primary drivers of service innovation in the industry.
and customers, both present and future The ICT sector has suffered always chronic shortages of technical
The ICT sector also requires a certain level of comfort with technology among customers. In response, most
For customers, these services reduce the risk associated with carrying cash; save time and expense in money transfer;
and can even allow un-banked customers to begin building credit histories. For carriers, they help with customer acquisition and retention.
Customers must sign up for SMART MONEY accounts at SMART stores. Thereafter, they can deposit and withdraw
Cash is held by Banco de Oro (BDO), a traditional commercial bank †giving customers what are often their
allowing customers to make deposits and withdrawals via ATM in addition to SMART€ s already large network of
For customers who have not elected to take up the debit card, purchases can be made via text message:
and retail purchases, SMART offers customers the option to have deposited their paychecks directly into their SMART MONEY accounts.
Customers can also receive remittances from family members through SMART Padala, a service offered jointly by SMART and TRAVELEX to Overseas Filipino Workers
) SMART customers do need not to have signed up in advance to receive remittances; remittances will accrue until the recipient has time to visit a SMART shop to activate their SMART MONEY accounts
As of November 2005, SMART Communications counted 20 million mobile customers of which 2. 5 million had
and to educate customers about the service to increase their comfort levels. Success factors included customers†preexisting proclivity for text
Globe customers can register for G-Cash for free, over-the-air †without visiting a Globe dealer.
Like SMART MONEY, G-Cash enables customers to make a retail purchases at several thousand retail outlets
G-Cash customers can also use their accounts to shop online via mobile phone Also like SMART MONEY, G-Cash enables customers to have their paychecks direct-deposited and receive
remittances from OFWS without having activated their accounts in advance. Globe also offers the ability to pay bills
Through links with government, Globe offers customers the option to pay income taxes and business registration fees over the air.
Association of the Philippines (RBA) enables customers to repay microloans using the service. Globe has also
worked with the RBA to arrange microloans enabling some of its lowest-income customers to purchase phones
customers actually used the service, the company decided to focus full-scale launch on just three essential
Within its first month after its commercial launch in March, 2007,20, 000 customers had signed up for M-PESA
applications, customers, and the potential to scale up are referred to Microsoft†s Enterprise Partner Program with
customers. Embeddedness within a public policy objective helps to increase the relevance and value proposition
Even so, customers tend to come from the middle of the economic pyramid, rather than the base.
and develop potential future customers via IBMERS€ core values of â€oeinnovation that matters †for our company and the world†and â€oededication to every client†s successâ€.
customers to improve their business performance †in particular, identifying and responding to risk and opportunity throughout the extended enterprise
and Compliance (GRC) team develops solutions that help customers collect and document data to ensure compliance with regulatory requirements.
enterprise has unlocked value for SAP€ s customers by helping them identify risks and opportunities earlier and
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