HOW IPOD INNOVATES

Abhi Rajeev Rejji

Sept. 08, 2005

Innovation Methods

Enclosed find

• a page from a recent issue of Business Week
• a tabulation comparing JAM with iPOD

Business Week has identified 10 areas/aspects in which a innovator can innovate. BW claims that, iPOD has excelled in 7 out of of these 10 (circled in tabulation).

As far as JAM is concerned, only future will tell whether we have done a good job (of innovating) or not.

But similar to iPOD, our weaknesses are also

Enabling Process

Core Process

Which, any Competitor can COPY/IMPROVE.

If Global Recruiter succeeds it will dramatically reduce our dependence on (Downloading) Monster/Naukri etc. and replace this Core Process.

Again, if we succeed in tying up with all MSPs first, before a potential competitor takes notice, then we would have raised "entry barrier" for competitors.

(Signature)

(Magazine Page - "The Solution")

The Solution

A radical approach to innovation based on new research in design strategy and innovation methods and metrics can dramatically improve innovation success rates, sometimes by a factor of 10 or 20. Innovation consultant Doblin Inc. has many of the most sophisticated tools.

STEP ONE: CHANGE THE GAME

There are at least 10 types of innovation. Using them in combination can change an entire product category. Apple's iPod wasn't just "cool," it broke the existing MP3 mold by excelling in at least seven types of innovation (red bullets). It did less well in three others.¹

• BUSINESS MODEL Negotiated a way for musicians, music publishers, and Apple to profit from downloads. Apple also gains from sales of iPods.²
• NETWORKING Partnered with publishers to sell ³music legally, and worked with accessory producers to extend iPod's market and brand.⁴⁵
• ENABLING PROCESS Built interfaces and software for people to connect with Apple that can be emulated.⁶⁷
• CORE PROCESS Based core strengths on culture and talent that ar⁸e open to rivals smart enough to match them.⁹
• PERFORMANCE Created a line of hardware that is easy to ¹⁰use, wonderful to see and touch, and is clearly differentiated in the marketplace.¹¹
• PRODUCT SYSTEM Has a seamless web of iPod hardware and software, iTunes Internet commerce, and retail Apple stores—plus, a world of accessories.¹²
• SERVICE Has great Genius Bars but there are problems servicing iPod batteries.¹³
• CHANNEL Made a breakthro¹⁴ugh to sell music legally over the Web and build a multichannel network to sell hardware on the Web, electronics, and Apple stores.¹⁵
• BRAND Bolstered Apple's image with great interface and intuitive iTunes music software.¹⁶
• CUSTOMER EXPERIENCE Shapes powerful emotional responses by allowing people to download, store, and share personal music collecti¹⁷ons.

Data: Doblin Inc.

STEP TWO: KNOW YOUR COMPETITIVE INNOVATION LANDSCAPE

Companies tend to compete in the same innovation arenas, especially in new products and services. But investing in overlooked areas, such as better consumer experiences, can often yield a greater return on innovation investments. Building innovation topographies can reveal gaps in your rivals' game and show you where you can differentiate.

Computers & Peripherals

• Big peaks show the level of investment in one kind of innovation is extremely high. In the PC business, everyone is slugging it out in dware and systems. Going elsewhere offers more opportunity.

Passenger Airline Services

• Valleys and flat areas reveal overlooked areas of innovation. Jet Blue succeeded by focusing on the traveler's experience. Consumer experience may be the most promising place for innovation.

DESIGN STRATEGIES AND INNOVATION METHODS

Sept 08, 2005

	INNOVATION IN	iPOD	JAM/Job Alert On Mobile
(1)	Business Model	Negotiated a way for musicians, music publishers and Apple to profit from downloads. Apple also gains from sales of iPods.	Help Mobile Service Providers to make money/Create fantastic BRAND for photo/video uploads. To make money convenience and freedom from wires to Jobseekers who are always on the move. Free alerts/ 'Paid Application'.
(2)	Networking	Partnered with publishers to sell music online legally and worked with accessory producers to extend iPod's market and brand.	Partnered with Mobile Service Providers/Newspapers/TV channels to distribute Job related info to farthest corners of India-where Jobseekers are. Unheard of.
(3)	Enabling Process	Built Interfaces and software for people to connect with Apple that can be emulated.	Aggregation/Matchmaking/SMS-email delivery processes to connect jobseekers with Employers/Anyone can copy/improve on these processes/uses existing technologies known to competitors.
(4)	Core Process	Based core strengths on culture and talent that are open to rivals smart enough to match them.	Core strength is downloading/aggregating job-advts from a no. of job-sites. Anyone can duplicate this, and also tie-up with service providers for SMS delivery. Here is an obvious "weakness to overcome".
(5)	Performance	Created a line of hardware that is easy to use, wonderful to see and touch, and is clearly differentiated in the marketplace.	SMS delivery possible on any handset GSM/CDMA. Within 2/3 yrs. it will be possible to $\odot$ deliver full job advts. on mobile screen $\odot$ to deliver candidates photo $\odot$ Mobile-interviewing $\odot$ Interview-call SMS.
(6)	Product System	Has a seamless web of iPod hardware and software, iTunes Internet commerce, and retail Apple stores-plus, a world of accessories.	JAM is a convenience of Internet (worldwide - job-sites) and wireless telephony. Soon Global Recruiter will also become part of this system which will bring Corporates into "Active Interaction with Jobseekers."
(7)	Service	Has great Genius Bars, but there are problems servicing iPod batteries.	Handume (handsets) Servicing is not WWJ responsibility.
(8)	Channel	Made a breakthrough to sell music legally over the Web and built a multi-channel network to sell hardware on the Web, electronics and Apple stores.	JAM will be delivered thru multi-channel (MSP/Newspapers-TV). No copyright issues involved in downloading. Once GR gets launched. Newspapers will be able to upload their clients print-media job advts.
(9)	Brand	Bolstered Apple's image with great interface and intuitive iTunes music software.	Every Jobalert SMS will carry our brand - JAM.
(10)	Customer Experience	Shapes powerful emotional responses by allowing people to download, store and share personal music collections.	Small-town jobseekers (with literally no access to job-related info), either thru newspaper or thru internet (job-sites) should find JAM 'a "manna from heaven." Millions of these, termed "Non-Consumers" (of Job-info) will become "Consumers" thanks to JAM. For the first time, these "Info deprived" will get a level-playing field vis-a-vis their City cousins. Corporate employees will get exposed to the "Bottom of the Pyramid."
Source:		BUSINESS WEEK / AUG. 2005