Freemium. BM & Market Capitalisation. IRI - Economics of Industrial Research & Innovation. The 2011 "EU Industrial R&D Investment Scoreboard" (the Scoreboard) collects information on the top 1000 EU companies and 1000 non-EU companies investing the largest sums in R&D in the last reporting year. The Scoreboard includes data on R&D investment along with other economic and financial data from the last four financial years. The data for the Scoreboard are taken from the companies’ latest published accounts, intented to be their fiscal year 2010 accounts (although due to different accounting practices, it includes accounts ending on a range of dates, from late 2009 to early 2011). In the last year's Scoreboard companies' results showed the big effect of the great recession/financial crisis that started in 2008. In this Scoreboard edition, companies show considerable signs of recovery, e.g. with a significant increase in R&D investment and double-digit increases in sales, operating profits, and market valuation of companies.
Links Read Press release in EN Documents. www.iese.edu/research/pdfs/DI-0870-E.pdf. Mesurer l'innovation | OECD Free Preview | Propulsé par Keepeek Logiciel Photothèque professionel pour entreprises et collectivités. Using Customer Insights to Grow in Emerging Markets | George S. Day and Christine Moorman. Procter & Gamble is hitching a big part of its growth strategy to “$2-a-day consumers” in emerging markets. As noted in the Fortune article reporting this move, CEO Robert McDonald wants to acquire 800 million new customers by 2015! To do that, he’s focused on Asia and Africa, where per capita spending on P&G products is only $1-3 per year. P&G has discovered that the key to unlocking this largely unexplored wealth of consumers is not cutting costs, pricing accurately, or distributing to rural markets.
Instead, the real challenge is to gain meaningful and predictive customer insights that will enable P&G execute these growth strategies with impact. In strategy speak, growth strategies have to be married with a complementary customer insights capability. P&G learned the hard way that operating under untested assumptions about customer needs can be costly. At the heart of such strategies lies a simple notion—observation creates insights.
The late management scholar C.K. cms.sem.tsinghua.edu.cn/semcms/res_base/semcms_com_www/upload/home/store/2008/7/3/2982.pdf. www.monitor.com/Portals/0/MonitorContent/imported/MonitorUnitedStates/Articles/PDFs/Monitor_Business_Model_Innovation_22_Nov.pdf. SNIUKAS, Marc - How to Make Business Model Innovation Happen. digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1217&context=intl. www.innovationlabs.com/BusModelWarfare.pdf.
Value Proposition. E-Commerce. Energy.