when confined to customers and suppliers. Proximity to local partners is important but there is evidence of cross-border
•Collaborate on innovation with suppliers, customers, industry networks and competitors; and •License-out to gain value from ideas and technologies that do not fit the core strategy of the company.
consultants, suppliers and customers. 2. 2 Open Innovation and SMES Adopting an open approach to innovation may be seen as the preserve of large leading high-tech firms with access to the intellectual and financial resources
in anticipation of market demand. •Identify innovation opportunities in response to market demands. •Signal interest in innovation to their customers
Organisations Financial services Organisations Innovation Support Agencies Customers Firms Suppliers 11 2. 5 Benchmarking the Ecosystem To provide an indication of how well the innovation ecosystem performs,
it is difficult to envisage that these firms are not at least engaging with their customers
clients/customers (83%)and suppliers (56%.%A distant third are intermediary bodies and providers of finance.
Clients/Customers Suppliers Intermediary Bodies Financial services Organisations Innovation Support Agencies Business Services Organisations Higher education Institutes 0%20 40 60 80
As before, the highest ranking is reserved for those partners within a firm†s value chain (customers or suppliers.
Ranking of the effectiveness of external partners by innovative businesses Clients/Customers Suppliers Financial services Organisations Innovation Support Agencies Intermediary Bodies Business Services Organisations Higher education
and customers as †very effective†at supporting their innovations. •Firms in Ireland and Northern ireland have the same outlook on the effectiveness of their innovation partners.
These relationships are focused heavily on clients/customers and suppliers, with collaboration generally much less widespread for other partners. •Almost a quarter (24%)of past innovators have international partners.
The RAG analysis for all past innovators (Figure 14) indicates the significant importance and effectiveness of customers and suppliers.
Services Organisations Financial services Organisations Innovation Support Agencies Customers Firms Suppliers Very Important Importance of actor Effectiveness of actor Very Effective Quite Important Quite Effective
Support Agencies Customers Firms Suppliers Very Important Importance of actor Effectiveness of actor Very Effective Quite Important Quite Effective Not Important Not very effective Differences with all firms
although it is difficult to envisage that these businesses are not at least engaging with their customers
and valued the effectiveness of their connections with clients/customers and suppliers, partners within their own value chains.
These relationships are focused heavily on clients/customers and suppliers with collaboration generally much less widespread for other partners.
For example, a printing firm in Michigan that sells printed material to customers across the United states would be traded a firm from the perspective of the Michigan economy,
a large share of the benefits will flow to the firm†s customers around the nation and even around the world in the form of lower prices.
Entrepreneurship is about creating meaningful businesses out of the raw materials of people, ideas and customers.
who are focused on their customers, their teams, and their networks. Entrepreneurs must look more toward their peers
so that they may feel engaged in it. products to enterprise customers, the number rises to 90%of CEOS with technical degrees. 8
The irish Technology Leadership Group is to create a Global Irish Investor Group that will support scalingup Irish tech companies with capital, expertise and access to global customers.
young companies need access to markets, to clients and customers, to suppliers and distribution channels.
Identifying potential customers in both the public and private sectors at an early stage is crucial to strengthening
and build relationships with international customers. National Policy Statement on Entrepreneurship in Ireland50 In 2012 EI established its Potential Exporters Division (PED.
valuable reference sites with major government customers which in many cases can be leveraged to enter international markets.
however, less than 1 in 4 small businesses are selling to customers online. European commission research suggests that companies
but it can also refer to the purchase of goods on advances from customers. Trade credit is one of the most widely used sources of funding by Irish firms and the highest in the Eurozone.
Bord Bia) 90 216 Implement a structured programme to support new HPSU€ s to access new overseas markets and customers.
EI) 8. 5 Supporting Competitiveness through Corporate Social Responsibility In the post-recession period, there has been increased an awareness amongst businesses and their customers of the importance of enterprises acting in a responsible manner.
Increasingly, good CSR practices are distinguishing the best companies from their competitors by the manner in which they engage with their customers, suppliers, employees and local communities.
Customers and prospective employees are more conscious than ever of the ethical record of companies. 40 per cent of job seekers read a company†s sustainability report,
DAFM) 307 A trade marketing campaign targeting current and new customers for Origin Green suppliers will be escalated in Europe to enhance the reputation of Irish food on global markets showcasing Irish leadership on sustainability and building
to address requests for assistance in the Agri-food sector from international customers including government agencies, international organisations or international private sector companies.
bulk generation, transmission, distribution, customers, service providers, operations, and markets 10. In the EU, the smart grid strategy is motivated by concepts of innovation with regard to social and environmental reforms for an interactive economy.
and generated energy data along with actionable commands to customers. With technologies such as WIFI Zigbee, and home area network (HAN) communication systems, smart meters can now act as interfaces for energy management entities, customers,
and utilities to control a number of appliances within a residential home based on price signals 25.
customers and utilities will need to interact via DSM structures aimed at increased energy efficiency, lowered cost of engaging inefficient and costly generators at peak periods,
and time and provide incentives to customers to become more active in controlling their electricity consumption 29,
then real-time pricing is known as hour-ahead pricing. 3) Critical peak pricing is used to â€oeforce†customers to avoid consuming electric energy during specific peak periods.
safeguarding the electricity supply to its customers 34. A self-healing system should be based on a wide-area monitoring network that incorporates a variety of sensors,
and breeding a new class of informed customers who engage in the grid operations are expected to be achieved.
monitoring system to improve voltage quality of customers, †IEEE Trans. Smart Grid, vol. 3, no. 2, pp. 738†743
customers don't require this Lack of access to appropriate specialists Lack of support from banks Lack of awareness Too expensive Has some expertise Has no experise Too expensive Lack of awareness Lack of support from banks Lack
customers don†t require this Lack of government initiatives Perceived security risk Too complex Lack of government action Lack of access to fast internet Lack of universal platforms Lack
Lack of universal platforms Lack of access to fast internet Lack of government action Too complex Perceived security risk Lack of government initiatives No need/customers don't require this Lack of access
customers don†t require this Lack of government initiatives Perceived security risk Too complex Lack of government action Lack of access to fast internet Lack of universal platforms Lack
and the most common obstacle (though no more common here than elsewhere) appears to be a lack of demand †no interest from customers.
solutions Lack of universal platforms Lack of access to fast internet Lack of government action Too complex Perceived security risk Lack of government initiatives Lack of need/customers
customers don†t require this Lack of government initiatives Perceived security risk Too complex Lack of government action Lack of access to fast internet Lack of universal platforms Lack
Too expensive Lack of awareness Lack of support from banks Lack of access to appropriate specialists No need, customers don†t require this Lack of government initiatives Perceived security risk Too complex
initiatives No need/customers don't require this Lack of access to appropriate specialists/advisers/consultants Lack of support from banks Lack of awareness Too expensive SMES are not using P2p finance SMES are using P2p
of government action Too complex Perceived security risk Lack of government initiatives No need/customers don't require this Lack of access to appropriate specialists/advisers/consultants Lack of support from banks Lack
Too expensive Lack of awareness Lack of support from banks Lack of access to appropriate specialists No need, customers don†t require this Lack of government initiatives Perceived security risk Too complex
New markets and customers Companies developing and selling new eco-innovative products, services and technologies are motivated by the opportunity to access new markets and customer segments.
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
•customers do need not necessarily to own products; services can meet their needs, perhaps even better.
What value do we deliver to customers? •Which customers†needs are we helping to •satisfy?
and deliver value to customers (e g. skills, resources, strategic partnerships, Intellectual Property (IP))?How much does our business model depend •on our companiesâ€
Could we consider an alternative way to sat-•isfy the needs of our customers (e g. product-service systems?
functional sales in practice Swedish AGA Gas offers its customers the ability to continuously introduce safer chemicals at lower consumption levels and with less hazardous waste disposal.
The main concept is that cars can be spontaneously â€oehired†(customers use a chip to unlock the car),
sustainable furniture The customers of Made can choose online what the company manufactures by voting on the designs they prefer most.
This allows for cost savings for customers of up to 70%.%The material choice for the furniture production is based on a comparative analysis of closest equivalent products in functionality,
Develop â€oesustainable stories†to increase •customers, adhesion to the company and its products and services. 13 See Accenture,
Communicating data or information on a •product†s environmental impacts is not always a strong motivator for customers
and comparison e g. with competitors†involving customers informs their relative importance. Tools for assessment help designers to directly •inform their decision making.
Focusing on the environmental aspects of a product makes you start asking questions of suppliers and customers in the supply chain,
or •new business models driven by environmental considerations will require approaches outside of normal day-to-day R&d processes with dialogue with a range of stakeholders including customers,
Lifecycle considerations are increasingly im-•portant to customers e g. companies need to understand how products are manufactured sourced
Today†s customers buy greener products, services or technologies because they work better, save money or enhance health.
Purchase†how do customers purchase •products and services? Delivery†how do we deliver a greener •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-washing, therefore companies must be clear about the environmental impacts of products.
and others issues through engaging customers in meaningful conversations through a variety of media, especially via websites and online social networks, rather than by simply talking â€oeat†customers through traditional media.
and ongoing •communications with customers and other stakeholders can identify new opportunities for eco-innovation.
Engage existing and potential customers, as well as other stakeholders, in conversations through a variety of media.
which means that customers energy bills are reduced by â Z per month. What will the market pay?
and services Quick wins Determining the extent of customers and •other stakeholders environmental awareness and understanding may help to reveal business opportunities or threats.
valid and clear environmental performance claims underpinned by fact based information will build trust and reputation amongst customers.
and generate new customers. Good practice Visionary Soap Company Ltd successfully established a brand of fair trade soap. www. visionarysoap. co. uk/about-us-1-w. asp Elvis
and integrate positives into communications with customers. Ensure environmental performance claims •are valid and understandable before you incorporate them into promotional messages.
service or •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,
How are you going to create â€oenoise†in the •market and amongst your customers? What can you do yourself?
and customers and extend it to the likeminded crowd who have affinity with your product,
Second, as stated, there is an increased desire to have R&d closer to customers in foreign markets.
whose responsibilities include the co-ordination of cross-functional or horizontal processes and communication with partners like suppliers and customers.
for example Business intelligence solutions to manage business data and information from marketing and customers. Markets are providing a huge number of different solutions to different needs,
companies are responding more to customers'processes References 1. Anthony, R.-Planning and control systems, a Framework for Analysis. Boston:
and have direct contact to customers thereby potentially gaining valuable impulses in the form of customer feedback.
G#2v 12705 Customers 0#3#customers Customers G#2v 12706 Equiipment 0#3#equiipment Equiipment
G#2v 12707 Financial advice 0#3#financial advice Financial advice G#2v 12708 Legal advice 0#3#legal advice Legal advice
and supplied to commercial or public sector customers for the same purpose, thus giving them economies of scale.
customers, and clients has made possible novel applications oriented to the functional interconnection of professionals and the integration of clinical care processes.
brick-and-mortar buildings and their customers stayed within their walls Similar limitations apply when it comes to
majority of museum customers expect to receive everything from museums for free THE THIRD PROBLEM arises
innovationâ basedâ onâ interactionâ withâ customers, Â valueâ chainâ partnersâ andâ researchâ partners: Â inâ
customers. Â Ifâ onlyâ aâ shareâ ofâ theâ publicâ procurementâ budgets, Â representingâ 16â percentâ ofâ
betweenâ customers/usersâ andâ suppliers. Â Asâ such, Â itâ resemblesâ moreâ openâ innovationâ processesâ (e g.
As customers are living their lives differently, Tesco believes they â€oehave to be tuned into the
As a result, from August 2011, South-korean customers can shop at †Tesco Homeplusâ€-Tesco†s virtual grocery store.
ï§Customer insights combined with the ability to reach out to customers more effectively ï§Operating models-the way daily operations and processes are organised
facilitating Gatorade reaching out more proactively to influencers and customers Initial results are impressive, with claims of a 250%increase in engagement and 65%reduction
organisations, suppliers and customers thus becoming critical elements for growth, innovation and job creation It is estimated by Mckinsey that for every job destroyed by the adoption of digital technologies
customers and stakeholders. They create the jobs and growth opportunities of the future 15 Figure 4 †Objectives
contact with customers and infrastructure Based on all of the above, policy makers should take into account the differences at both industry
16 After finding customers, cited by 24%business managers 17 European commission-DG Enterprise and Industry (2011.
services to customers, new market opportunities and better time to market. In the actions completed already, there are good prospects for mass market adoption through sound industry
institutions, suppliers, customers and competitors located in the same geographical area The EU does not lack clusters,
activities required to get the finished product to the customers warehousing, order fulfilment, transportation and distribution management
customers. It is now time for Ireland to embrace this approach Programmes and strategies have been put in place internationally
customers throughout the world†Department of Industry and Regional Development 2003). ) Success By design: A Report and Strategic
and strategy with its customers The first step in the process is to ensure that the firm†s strategy
Firms must deliver product or services to customers at the right price, the right quality, at the right time and with the
effectively to its staff and to its customers B uilding D esign-D riven C
Customers are looking for effective solu -tions to meet their needs and Anord have found that introducing designers early on
to customers. Ironically what is obvious to customers is the industrial design input (styling) although this is the least
significant design intervention. The following takeaway points from the case are important Mcor were driven by the belief that they
customers Deirdre Maccormack, CMO Mcor Technologies Ltd 42 Ir is h D es ig n
getting potential customers involved in developing product specifications Quad-X now have a significant design
an object to make it more appealing to customers The Design-Driven Innovation Programme was set up to encour
quick-start mould manual for its customers and engaged with a new design firm Connacht Gold engaged with Institute of technology Sligo design students
by their customers. We will be drafting appropriate legis -lation in this area shortly We will ensure that innovation
IT companies may engage customers to find solutions for unsolved business problems 5. Industry specialization:
82 M-PESA (M for mobile, pesa is Swahili for money) is an innovative mobile transfer solution that enables customers to
It is aimed at mobile customers who do not have a bank account, either by choice, because they do not
sent back to the customers. Crowdflower was started in 2007 and is based in San francisco. 87 Website:
•Finance and retail companies that use apps to reach customers •Other large non-tech companies that are developing apps for internal and customer use
developing countries and rural areas, a mobile device is a tool not only for contacting customers and accessing the internet,
The management of an organization†s interactions with its customers, typically involving technology Data depulication A technique for eliminating duplicate copies of repeating data
constituencies (customers, partners, suppliers, employees, etc..ERM goes beyond customer relationship management (CRM Flipped classroom An instructional model where students view video lectures and other online
their longer-term success. How else could companies overlook the well-being of their customers, the depletion of natural
business, where profit is earned revenues from customers minus the costs incurred. However, businesses have rarely
while customers, employees, and a new generation of young people are asking business to step up
chosen set of customers. The firm gains competitive advantage from how it configures the value chain,
Is our product good for our customers? Or for our customers†customers In advanced economies, demand for products and services that meet societal needs is rapidly growing.
Food companies that traditionally concentrated on taste and quantity to drive more and more consumption are refocusing on the fundamental need
and tools that help customers budget, manage credit, and pay down debt. Sales of GE€ s Ecomagination products reached $18 billion in 2009†the size of a Fortune 150 company.
motivates customers to embrace products and services that create societal benefits, like healthier food or environmentally
which offer firms the prospect of reaching billions of new customers at the bottom of the
Kenya, Vodafone†S m-PESA mobile banking service signed up 10 million customers in three years; the funds it handles now
This thinking represents a new way of understanding customers productivity, and the external influences on corporate success. It highlights the immense human needs to be met, the large
new customers to serve, and new ways to configure the value chain. And the competitive advantages that arise from creating shared value will often be more sustainable than conventional
to customers, suppliers, and workers The next Evolution in Capitalism Shared value holds the key to unlocking the next wave of business innovation and growth.
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
customers and stakeholders affected by its business activity. †23 Basically, this covers enterprises for which the social or societal objective of the common good is the reason for
suppliers and customers does not pay enough attention to the many other actors and environments in an industry:
and customers of goods and services knowledge of variation (the range and causes of variation in quality, and
through models that create value for customers to models similar to those around the web that share knowledge and intellectual property
Governments are big customers of goods and services †for example, the UK Government purchases £125 billion worth of goods and services per year
providing and charging customers for a particular service. With platforms, the distinction between customers and producers dissolves as
†customers†produce services themselves. This is the case, for example with Lego. Lego have created a web platform †Designbyme 3. 0 †which
Here, customers are co-producers and co-creators 312) Online laboratories equip innovators with the tools to carry out their
customers while working towards their objectives behind the scenes such as the Archipelago Cooperative which came out of the San
Local business can then decide to give customers special offers for using the money (see methods on Informal Trading
Role of customers Passive recipients Active co-innovators Core competency Vertically integrated product and service
production and acceptable price point for your customers Level 5 You can show that your product/service could
developers and designers to engage with the toughest customers or those facing the most serious problems,
to customers, who themselves are members of the ecosystemâ€. Moore, ï oe996) A wealthy ecosystem sees a balance
of customers is selected OBTAINING AN ELECTRICITY CONNECTION Name of utility: Iberdrola City: Madrid The procedures are those that apply to a warehouse and
customers usually contract a private firm that deals with the administrative procedure for them. This private
Most customers submit their service application to Iberdrola at the same time that they apply for the administrative approval with the Direcciã n
Customers need to obtain a license for the external works from the municipality. The taxes on this license are 4%of the cost of the works
Customers have two choices: The external connection works can be done by Iberdrola or the customer can hire a private licensed electrical
the demand side, will enable customers to become much more interactive with the networks More customer-centric networks are the way ahead,
the benefits of Europe and its electricity customers The energy policy context The European Commission†s 2006 Green Paper â€oea European Strategy for Sustainable, Competitive and
application for the benefit of both customers and utilities. Developments in communications, metering and business systems will open up new opportunities at every level on the system to enable market
and enhance their services to customers •Ensuring the successful interfacing of new and old designs of grid equipment to ensure inter
for all customers 8 E u R O P E A n T E C H N O L O G Y P L a T F
Customers will benefit from the opportunity to choose the energy supplier that best suits their requirements
Customers, providers, researchers and lawmakers are implicated all in the future of electricity provision 9 VISION AND STRATEGY I ELECTRICITY NETWORKS OF THE FUTURE
networks of the future meet the needs of tomorrow†s customers and a broader spectrum of stakeholders
•Increasing participation of customers in the energy field •European and national policies encouraging lower carbon
•The desire to deliver benefits to customers at the earliest opportunity •The need to reduce uncertainty and risk to businesses making
and enhance their services to customers Research is needed to help identify the most cost-effective technologies
customers Harmonised legal frameworks facilitating cross-border trading of power and grid services Grids of Tomorrow
definition of generation to commercial and industrial demand customers and individual households allows demand management to be treated as a form of
exchange is developed and customers take on an active role 20 E u R O P E A n T E C H N O L O G Y P L a T F
customers, local electricity supply management will play a key part in establishing new services that will create value for the parties involved
value chain across suppliers, active networks, meters, customers and corporate systems Wide area monitoring and protection (WAM & WAP) systems will be applied to
Distribution companies will deal with customers who are more aware of the possibilities offered by the market and their on-line response.
customers and businesses •It will guard against a lack of harmonisation of European technical standards, regulatory
that benefits will be seen by European customers and that international market opportunities will be released 30 E u R O P E A n T E C H N O L O G Y P L a T F
with benefits delivered to customers and companies Key elements of the Flexible Framework •Future network challenges
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