Innovation and Stakeholder Analysis for Strong Motor Limited

This presentation discusses the innovation strategies and stakeholder analysis for Strong Motor Limited, a new concept in Auckland that provides customized vehicles. It covers the types of innovation, including incremental and disruptive, and the 4P innovation mix. It also explores the Blue Ocean strategy, Porter's Generic Strategy, and stakeholder analysis techniques to identify and analyze customer requirements. The presentation includes references to research on innovation and stakeholder analysis.

• Base in East Tamaki.
• Sells high quality
vehicles.
• Ideal for all people with
different tastes and
having different budget
• Customized products
are made to fulfill the
demands of the
customers.
Strong Motor Limited

Field
• Customization
• Re-modeling old cars
• Provide a reasonable price for the customers
• Provide all kinds of benefits related to cars under one
roof.
• cost-effective
• In order to boost revenue
• Increase the customer base

Background
• Monopoly in the market, as this is a new concept in
Auckland.
• To provide customized items according to the needs of
the customers.
• Currently, internet based life gives a huge opportunity
to the company and the customers to increase sales.
• Pitching of the new idea.

Innovation
• Part of entrepreneurial process
• It is an optional thing for the
company
• It is a multi-dimensional concept.
Type of
Innovation
Incremental Disruptive

Incremental Innovation
•Immediate gains
•Develop customer loyalty
• Steady improvements
• Helps in creative replication by adapting the
old products
• Helps in improving the old products, in this
case the old cars.
• Combines old products and new products for
forming a customized one

Disruptive Innovation
• Based on the disruptive
technologies
• Create new markets
• high profit margin
• The services or the
performances are packed into
products for customer
satisfaction.
• Makes the work easier and
simpler.
• Helps in removing barriers for
consumption.

4P innovation
mix
Innova
tion
Paradi
gm
Produc
t
Positio
n
Proces
s

Stakeholder Analysis
• This technique will help
Strong Motor Limited to
identify and analyze the
requirements of the
customers.
• Helps in identifying the
main stakeholders of
various levels and also in
understanding their role,
relative power and their
desire to participate in
the activities of the
organization.
• It is a key project
management skill.

Stakeholders
Primary
stakeholders
• internal
stakeholders
which includes the
stockholders,
customers,
suppliers,
creditors,
investors,
government,
owners, financers
and employees.
Secondary
stakeholders
• External
stakeholders which
include the
business support
groups, media,
activist groups,
communities,
competitors, NGOs
and the general
public.

Blue Ocean Strategy
• This Blue Ocean strategy is a diagnostic strategy for
building the business.
• It will help in understanding the current trend of the
market
• It help in understanding the current scenario of the
competitors.
• It will help in understanding the various services,
products and delivery systems which is available in the
market.
• It also helps in understanding the competitive offering
to the market

Four Action Framework
Elimin
ate
Raise
Create
Reduc
e

Blue Ocean Versus Red Ocean
Strategy
Blue Ocean strategy Red Ocean strategy
The value-cost trade off
needs to be broken
The value-cost should
be traded off
The whole system of the
company’s strategic
choice of low cost and
differentiation should be
aligned
The whole system of the
company’s strategic
choice of low cost or
differentiation should be
aligned.

Porter’s Generic Strategy
• Cost leadership
• Differentiation
•Focus

References
• Cabigiosu, A., Zirpoli, F., & Camuffo, A. (2013). Modularity, interfaces definition and the integration of
external sources of innovation in the automotive industry. Research Policy, 42(3), 662-675.
• Tanwar, R. (2013). Porter’s generic competitive strategies. Journal of business and management, 15(1), 11-
17.
•Matúš, J., Matúšová, J. G., & Findra, S. (2015). Innovation in marketing-marketing innovation. European
Journal of Science and Theology, 11(6), 147-154.
•Christensen, C. M., Raynor, M. E., & McDonald, R. (2015). What is disruptive innovation. Harvard Business
Review, 93(12), 44-53.
•Norman, D. A., & Verganti, R. (2014). Incremental and radical innovation: Design research vs. technology
and meaning change. Design issues, 30(1), 78-96.
•Missonier, S., & Loufrani-Fedida, S. (2014). Stakeholder analysis and engagement in projects: From
stakeholder relational perspective to stakeholder relational ontology. International Journal of Project
Management, 32(7), 1108-1122.
•Boesso, G., Favotto, F., & Michelon, G. (2015). Stakeholder prioritization, strategic corporate social
responsibility and company performance: further evidence. Corporate Social Responsibility and
Environmental Management, 22(6), 424-440.
•Cushman, F. (2013). Action, outcome, and value: A dual-system framework for morality. Personality and
social psychology review, 17(3), 273-292.
•Mi, J. (2015). Blue ocean strategy. Wiley Encyclopedia of Management, 1-1.
•Kim, W. C., & Mauborgne, R. A. (2014). Blue ocean strategy, expanded edition: How to create uncontested
market space and make the competition irrelevant. Harvard business review Press.

Thank you