(pdf) the rapid innovation cycle—an innovation and market testing process for new products and services development
how to successfullylaunch new companies, fewer have
practical experience; and thus success rate of new
companies is low (a rule of thumb success rate often cited
by Venture Capital partners is about 1 in 10). The Rapid
Innovation Cycle seeks to provide a low-risk method to
practice business thereby ideally improving the success
rate of entrepreneurial startup companies and / or
intraprenurial corporate projects.
The conventional hurdles to enter the marketplace are
sufficiently large to prevent the majority of people
interested in innovation from ever attempting to start a
business that revolves around a product or service idea.
Typical factors affecting innovation are a region’s
education and human capital, governance and corruption,
macroeconomic management, regulatory framework and
gender equity (López-Claros, 2021).
It is unclear how reducing the barriers to creating
innovative companies via innovation processes like the
RIC might impact the public—would quality decrease?
Would people’s safety be put at risk? Would innovation
happen at a faster rate? Would large companies be
challenged by underdogs, thereby improving product and
service offerings in general?
However, it is hypothesized that the Rapid Innovation
Cycle can actually help answer these questions in the
sense that if an entrepreneur and their team execute
successful market tests that suggest positive return on
investment for their business opportunity, they can be
more confident about investing more into their customers,
the product, the service and the business in general rather
than lose it investing in an unwanted product or service
solution.Venkataraman (2003) describes that “a fear of
realizing the downside of creating a new business biases
one towards analysis. A bias for analysis significantly
decreases the probability of business entry, but increases
the probability of success.” The data collected from the
RIC should assist these types of analyses and therefore
increase the probability of building a successful business.
A.Opportunity Recognition (OR)
The first phase of cycle allows anyone using the RIC to
identify market opportunities.Sarasvathy (2002)
describes “opportunity recognition”as an obvious
existence of both supply and demand that is identified
and is consequently brought into existence by a new or
existing firm. In the context of the RIC, this phase
typically includes effective brainstorming, seeing
problems as opportunities, constantly looking at the world
with fresh eyes, asking questions like: “what bothers you?
What causes you pain in your business? What keeps you
up at night?”,looking for workarounds (Figure 5),
traveling and any other form of seeing the world around
the observer as a source for numerous market
opportunities.
Figure 5: An example how looking for workarounds can help
identify a problem and define a market accepted solution.A
simple door wedge is nothing new, but applying it to a different
problem and adding features that may be interesting to different
customers present new business opportunities. People exposed to
this “market experiment” subjectively said they would pay about
$US 4.00 for a gadget that costs less than $US 0.40 to produce. The
next step would be to actually sell at that price and see what
percentage of people would actually pay the “claimed” buying
price of $US 4.00.Also a price skimming strategy could also be
used.
“Entrepreneurial opportunities are rarely found,
they have to be created and earned.”
(Venkatamaran, 2003)
Sarasvathy (2002) further identifies an entrepreneurial
opportunity consisting of three key characteristics: 1) A
new idea / invention that will possibly lead to the
achievement to one or more economic ends, 2) beliefs
about things favorable to the achievement of these
possible valuable ends, and 3) actions that generate and
implement those ends through specific new economic
artifacts.
At the end of the Opportunity Recognition phase, the user
has a large number of recognized market opportunities
and some ideas of technical solutions for them. But now,
the participants need to choose the best or most promising
opportunity depending on their goals. This filtering
process happens in the Solution Selection phase.
B.Solution Selection (SS)
Amongst the number of potential market opportunities
generated in the previous OR phase, the RIC participants
evaluate which idea is best suited for market testing. The
plethora of ideas is quickly filtered by time limitations,
financial constraints, the team’s technical abilities and the
availability of other resources. All filtered ideas should
be saved for future venture development.
The “typical” market study which assesses competition,
market size (both in revenue and people), trends, and
other information relevant to a market / industry
represents one component of solution selection but are far
from the most important selection criteria. Traditional
marketing studies are conducted with the assumption that
the customers within this segment actually know what
they want from a product or service. Consumers however
have been academically proven to be unpredictable when
they make purchase decisions (Armstrong, 1991). In fact,
a typical quote (often referred to as the business tycoon
Henry Ford) that describes such situations is
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Our mission is to build client revenue and value while mitigating risk and minimising waste associated with unnecessary or uncommercial development. We work with our clients to ensure their technologies grow to fulfil genuine industry needs, to develop scalable revenue-winning capabilities, and to engineer transformational deals.
We help our clients to make best use of their funds and achieve the proof they need to drive their valuation, secure additional funding where necessary, and execute an optimal outcome. Our clients aim for market leadership, and we measure our success in terms of their growth.