Innovation and Business Development Report: Fx Smart Mirror Project
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AI Summary
This report explores the concept of innovation and its importance in organizational development, specifically focusing on the application of the Fx Smart Mirror for Shine Beauty. The report highlights the Fx Smart Mirror as a potential smart phone-like device that allows customers to virtually try on cosmetics, addressing the market problem of dissatisfaction among the older generation and the need to meet the demands of the younger generation. It details the business model, identifies the benefits of increased customer visits, and analyzes Shine Beauty's capabilities and strategic response to this innovation. The report also includes an option analysis of the project and a comprehensive bibliography of relevant academic sources on innovation, marketing, and business development.

INNOVATION AND
BUSINESS DEVELOPMENT
BUSINESS DEVELOPMENT
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Introduction
Innovation is important for organisational
development
It assists in developing the market
Focus is on the development of Fx Smart
Mirror used by Shine Beauty
Innovation is important for organisational
development
It assists in developing the market
Focus is on the development of Fx Smart
Mirror used by Shine Beauty

New idea
Fx Smart Mirror can be used like a
smart phone
The customers can identify the
cosmetics that suit them and apply the
cosmetics after choosing from a variety of
items
Fx Smart Mirror can be used like a
smart phone
The customers can identify the
cosmetics that suit them and apply the
cosmetics after choosing from a variety of
items
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Business model used
Key Partners
Investors
Advertisers
Key Activities
Purchase of raw materials
Consumer service through
the identification of the
needs of the customers
Value Propositions
Competitive pricing
Various choice of
cosmetics
Broad range of promotions
to attain customer
attention
Consumer Relationships
Identification and the
segmentation of the
customers
Consumer satisfaction
Personalisation
Key Resources
Brand
Ensuring product
availability in the market
Channels
Websites
Consumer Segments
Massive market for
fashionable people
Beauty salons
Households
Cost Structures
Purchase of artificial intelligence
Advertising and marketing
Salaries
Revenue Streams
Contribution from the customers
Promotion of the product
Key Partners
Investors
Advertisers
Key Activities
Purchase of raw materials
Consumer service through
the identification of the
needs of the customers
Value Propositions
Competitive pricing
Various choice of
cosmetics
Broad range of promotions
to attain customer
attention
Consumer Relationships
Identification and the
segmentation of the
customers
Consumer satisfaction
Personalisation
Key Resources
Brand
Ensuring product
availability in the market
Channels
Websites
Consumer Segments
Massive market for
fashionable people
Beauty salons
Households
Cost Structures
Purchase of artificial intelligence
Advertising and marketing
Salaries
Revenue Streams
Contribution from the customers
Promotion of the product
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The market problem
Dissatisfaction among the older generation
Too large and expensive
Lack of talented and efficient resources
Dissatisfaction among the older generation
Too large and expensive
Lack of talented and efficient resources

Benefits
Increase customer visit to the physical
stores
Meet the needs and demands of the younger
generation
Identify the capabilities of Shine Beauty
Increase customer visit to the physical
stores
Meet the needs and demands of the younger
generation
Identify the capabilities of Shine Beauty
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Strategic response
Strength
Smart and innovative product
Assists in choosing the varieties of cosmetics
Weakness
Larger size
Financial instability
Opportunity
Provide scope of conducting effective make-up
Can become a household application in the
future
Threat
Threat from the competitors
Lack of ability to convince the old school
customers
Strength
Smart and innovative product
Assists in choosing the varieties of cosmetics
Weakness
Larger size
Financial instability
Opportunity
Provide scope of conducting effective make-up
Can become a household application in the
future
Threat
Threat from the competitors
Lack of ability to convince the old school
customers
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Option analysis of the project
Project option 1: Do Nothing Project option 2: Do Nothing
Analysis Period (years) Year 1 Year 2
Capital Costs ($m) $0 $0
Output Costs ($m) $100 $100
Present Value of Benefits ($m) $50 $80
Present Value of Costs ($m) $45 $90
Benefit Cost Ratio 3:2 4:5
Net Present Value ($m) $78 $100
Intangible costs / benefits (e.g. small, med., large) $10 $10
Distributional impacts (e.g. small, med., large) $40 $60
…
Preferred option
Project option 1: Do Nothing Project option 2: Do Nothing
Analysis Period (years) Year 1 Year 2
Capital Costs ($m) $0 $0
Output Costs ($m) $100 $100
Present Value of Benefits ($m) $50 $80
Present Value of Costs ($m) $45 $90
Benefit Cost Ratio 3:2 4:5
Net Present Value ($m) $78 $100
Intangible costs / benefits (e.g. small, med., large) $10 $10
Distributional impacts (e.g. small, med., large) $40 $60
…
Preferred option

Bibliography
Avital, M., Andersson, M., Nickerson, J., Sundararajan, A., Alstyne, M. V., & Verhoeven, D. (2014). The Collaborative Economy: A Disruptive Innovation or
Much Ado about Nothing?.
Batra, R., & Keller, K. L. (2016). Integrating Marketing Communications: New findings, new lessons, and new ideas. Journal of Marketing, 80(6), 122-145.
Dawes, J., & Nenycz-Thiel, M. (2014). Comparing retailer purchase patterns and brand metrics for in-store and online grocery purchasing. Journal of
Marketing Management, 30(3-4), 364-382.
Joyce, A., & Paquin, R. L. (2016). The triple layered business model canvas: A tool to design more sustainable business models. Journal of Cleaner
Production, 135, 1474-1486.
King, A. A., & Baatartogtokh, B. (2015). How useful is the theory of disruptive innovation?. MIT Sloan Management Review, 57(1), 77.
Kleinknecht, A. (2016). Innovation patterns in crisis and prosperity: Schumpeter’s long cycle reconsidered. Springer.
Kogan, L., Papanikolaou, D., Seru, A., & Stoffman, N. (2017). Technological innovation, resource allocation, and growth. The Quarterly Journal of
Economics, 132(2), 665-712.
Lusch, R. F., & Nambisan, S. (2015). Service innovation: A service-dominant logic perspective. MIS quarterly, 39(1).
Newman, C. L., Wachter, K., & White, A. (2018). Bricks or clicks? Understanding consumer usage of retail mobile apps. Journal of Services
Marketing, 32(2), 211-222.
Osterwalder, A., & Pigneur, Y. (2013). Designing business models and similar strategic objects: the contribution of IS. Journal of the Association for
information systems, 14(5), 237.
Osterwalder, A., Pigneur, Y., Bernarda, G., & Smith, A. (2014). Value proposition design: How to create products and services customers want. John Wiley
& Sons.
Pappas, I.O., Kourouthanassis, P.E., Giannakos, M.N. and Chrissikopoulos, V., (2016). Explaining online shopping behavior with fsQCA: The role of cognitive
and affective perceptions. Journal of Business Research, 69(2), 794-803.
Porter, M. E., & Heppelmann, J. E. (2014). How smart, connected products are transforming competition. Harvard Business Review, 92(11), 64-88.
Porter, M. E., & Heppelmann, J. E. (2015). How smart, connected products are transforming companies. Harvard Business Review, 93(10), 96-16.
Serrat, O. (2017). Business model innovation. In Knowledge Solutions (pp. 499-507). Springer, Singapore.
Tanaka, T., Hamaguchi, T., Saigo, T., & Tsuda, K. (2017). Classifying and Understanding Prospective Customers via Heterogeneity of Supermarket
Stores. Procedia Computer Science, 112, 956-964.
Thananuraksakul, S. (2018). Factors influencing online shopping behavior intention: A study of Thai consumers. AU Journal of Management, 5(1), 41-46.
Thomsen, S. (2018). CHART: Here's how big Aldi now is in Australia. [online] Business Insider Australia. Available at:
https://www.businessinsider.com.au/chart-heres-how-big-aldi-now-is-in-australia-2017-5 [Accessed 8 May 2018].
Tukker, A., Charter, M., Vezzoli, C., Stø, E. & Andersen, M.M. eds., (2017). System innovation for sustainability 1: Perspectives on radical changes to
Avital, M., Andersson, M., Nickerson, J., Sundararajan, A., Alstyne, M. V., & Verhoeven, D. (2014). The Collaborative Economy: A Disruptive Innovation or
Much Ado about Nothing?.
Batra, R., & Keller, K. L. (2016). Integrating Marketing Communications: New findings, new lessons, and new ideas. Journal of Marketing, 80(6), 122-145.
Dawes, J., & Nenycz-Thiel, M. (2014). Comparing retailer purchase patterns and brand metrics for in-store and online grocery purchasing. Journal of
Marketing Management, 30(3-4), 364-382.
Joyce, A., & Paquin, R. L. (2016). The triple layered business model canvas: A tool to design more sustainable business models. Journal of Cleaner
Production, 135, 1474-1486.
King, A. A., & Baatartogtokh, B. (2015). How useful is the theory of disruptive innovation?. MIT Sloan Management Review, 57(1), 77.
Kleinknecht, A. (2016). Innovation patterns in crisis and prosperity: Schumpeter’s long cycle reconsidered. Springer.
Kogan, L., Papanikolaou, D., Seru, A., & Stoffman, N. (2017). Technological innovation, resource allocation, and growth. The Quarterly Journal of
Economics, 132(2), 665-712.
Lusch, R. F., & Nambisan, S. (2015). Service innovation: A service-dominant logic perspective. MIS quarterly, 39(1).
Newman, C. L., Wachter, K., & White, A. (2018). Bricks or clicks? Understanding consumer usage of retail mobile apps. Journal of Services
Marketing, 32(2), 211-222.
Osterwalder, A., & Pigneur, Y. (2013). Designing business models and similar strategic objects: the contribution of IS. Journal of the Association for
information systems, 14(5), 237.
Osterwalder, A., Pigneur, Y., Bernarda, G., & Smith, A. (2014). Value proposition design: How to create products and services customers want. John Wiley
& Sons.
Pappas, I.O., Kourouthanassis, P.E., Giannakos, M.N. and Chrissikopoulos, V., (2016). Explaining online shopping behavior with fsQCA: The role of cognitive
and affective perceptions. Journal of Business Research, 69(2), 794-803.
Porter, M. E., & Heppelmann, J. E. (2014). How smart, connected products are transforming competition. Harvard Business Review, 92(11), 64-88.
Porter, M. E., & Heppelmann, J. E. (2015). How smart, connected products are transforming companies. Harvard Business Review, 93(10), 96-16.
Serrat, O. (2017). Business model innovation. In Knowledge Solutions (pp. 499-507). Springer, Singapore.
Tanaka, T., Hamaguchi, T., Saigo, T., & Tsuda, K. (2017). Classifying and Understanding Prospective Customers via Heterogeneity of Supermarket
Stores. Procedia Computer Science, 112, 956-964.
Thananuraksakul, S. (2018). Factors influencing online shopping behavior intention: A study of Thai consumers. AU Journal of Management, 5(1), 41-46.
Thomsen, S. (2018). CHART: Here's how big Aldi now is in Australia. [online] Business Insider Australia. Available at:
https://www.businessinsider.com.au/chart-heres-how-big-aldi-now-is-in-australia-2017-5 [Accessed 8 May 2018].
Tukker, A., Charter, M., Vezzoli, C., Stø, E. & Andersen, M.M. eds., (2017). System innovation for sustainability 1: Perspectives on radical changes to
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