CASE STUDY ANALYSIS
TECHNOLOGY AND INNOVATION
MANAGEMENT
TANUMOY SARKAR
19021141124
1. UFO MOVIEZ – GENTLE DISRUPTION.
UFO Moviez is an Indian technology services provider that enables low-cost, digital delivery
of films to cinemas. UFO's satellite-based technology enables a significantly wider release of
films compared to traditional analog prints and standard, higher-resolution digital prints that
must be transported physically. By 2015, 54% of all cinemas in India were using UFO's
digital cinema system. UFO has achieved this without upsetting the industry's value chain of
producer-traditional distributor-cinema-owner. The company earns revenue through three
main streams: fees charged to the producer/distributor for converting films to digital format
and distributing them over satellite, fees charged to the cinema owner for leasing the
projection systems, and advertising revenue from ads shown during the screening of films.
With cinemas in India mostly digitized, however, UFO faces challenges for continual growth.
The question on hand was should UFO focus on increasing its advertising revenue,
leveraging UFO's core technology in other areas, or entering the business of film
distribution. Future of UFO is as follows:
1. New Hollywood films started release on non- DCI platforms
2. The company ventured into new business where classroom offerings by subject experts
were given through satellite to educational education, especially government schools.
3. UFO acquired VSPL with two primary operations
a) Club Cinema
b)Caravan Cinema
2. ChotuKool : ”Little Cool,”Big Opportunity
SECTOR ANALYSIS
1. India is the fifth largest consumer durable market in the world.
2. India is one of the largest growing electronics market in the world $12.5 billion market
size in FY16-E.
REFRIGERATOR MARKET (INDIA)
1. Refrigerator market consist of 31% of the consumer appliances
2. Market size is estimated to be $1.45 billion in 2015
3. Refrigerator segment is expected to grow at 10% from 2014 to 2020
GODREJ & BOYCE
1. Holding company of Godrej group which was established in 1897
2. 170 Billion (INR) conglomerate based in Mumbai
3. Founder – Ardeshir Godrej & Pirojsha Godrej
4. Diversified in 60 countries with 15 business divisions
5. Revenue 4.1 billion USD (2015)
CHOTU - KOOL
1. 1.5 feet tall and 2 feet wide
2. Weight around 7.8 kg with a capacity of 30 – 40 litres and it ran on 12 volt battery
3.30 litres price is 3000rs and 45 litres is 3500rs
DISRUPTIVE INNOVATION
1. In July 2006, selected 8 ideas with the help of INNOSIGHT
2. Sunderraman felt that management is supportive of a radical idea
3. After 5 months of work they found huge potential market
4. Team presented Chotu-kool to the chairman on May 19, 2007
MANUFACTURING PROCESS
1. Manufacturing hub established at Satara district, Maharashtra
2. Avoid using compressor Using thermo electrical or peltier cooling technology
3. Plastic injection modeling
4. Foaming which chemicals
CHALLENGES
1. How should they scale up operations?
2. Lower the price to increase affordability?
3. How should they segment market?
4. Right business model?
SOLUTION
1. Distribution via Retail channels
2. Dealership should be given in rural areas
3. Highly - Advertising campaign
3. Design Thinking and innovation at Apple
Design Thinking (Simplicity in Design & Use)
› Focus on what people need and want.
› Help people love their equipment & the experience.
› First do the design, then push engineers make it happen.
› Jobs’ design-sensibility: “Simplicity is the Ultimate sophistication”.
›In 1997 Steve Jobs returned after 12 years of being fired with a share worth of $ 5.
› Future was uncertain.
› In 2012 Apple’s share price was $ 600.
› Market capital was of $ 550 billion.
› Annual Sales exceeded $ 100 billion.
› Most valuable Publicly-traded company in history. “They do what they do best and leave
other things to others”.
Innovation, Prod Development, & Exec
› Firm’s history and co-founder Steve Jobs had pivotal influence on the corporate
performance.
› It had nearly 50% of education market & artistic enterprises.
› It had almost Zero penetration to Business market.
› Product idea inception should be non-typical to avoid confusion and complexity.
Apple’s Future
› Most of 2011 Steve Jobs was on medical leave.
› He passed away on October 5th 2011.
› Apple sold 172 million devices rather than PCs.
› It had 362 retail stores with <1million Daily visits. Since 2011 till 2015, Apple kept its
market leadership by development while being consistent with Jobs’-inspired culture of
unconventional way for innovation.
4. GE Healthcare in the Heart of India
Ingredients Characteristics of an innovating organization:
1. Shared Vision across organization.
2. Leadership plus will to innovate.
3. Key individuals.
4. Continuing and stretching individual innovation
5. Communication
6. External Focus
7. Learning organization
Performance
1. Skilled manpower
2. Value in developed 10%
3. Rural/developing 1%
Sustainability
Chances in developing countries is high
Regulatory
Regulations in developing countries is not strict
External Orientation
Rapid Innovation as per customer needs.
5. Cree Inc:Introducing the LED light bulb
1. Major player in the developing LED market market was Cree,Inc.,
2. It is a Durham, North Carolina-based LED chip and component
manufacturer.
3. Accordingly from its IPO in 1993 to 2006, Cree’s annual revenues grew
from $6.3 million to$423 million.
4. CREE’S STRATEGIES
Business-Level Strategies: Integrated Cost-Leadership Differentiation o Cree seeks to
provide a superior quality good at competitive prices. By taking advantage of E.O Scale in
input logistics and centralizing R&D with continuous innovation.
5. CREE SHOULD PURSUE BOTH MARKETS
Back lighting: Utilizing Cost-Leadership Management Strategy
LED General Lighting: Differentiation Management Strategy
6. MANAGING LEADERSHIP
• Make a significant investment in capital assets
• Innovate designs for a shorter assembly line
• Retain Experience and Skills of the organization
• ERP management and control over the supply and distribution chain.
6. Managing Innovation at Nypro,Inc.
Company Overview
1. The fifth largest custom injection molder in the world, and the largest non-automotive
molder.
2. Three divisions:
Health care
Electronics/communications
Customer/industrial
3. Strategically aligned with customers base
4. Building plants near customers in vital markets
5. Striving for uniform world-class technology at all plants.
6. Highly decentralized organization
Strengths
1. Most popular with senior management
2. Engineering efficiency
3. Centralizing development would facilitate personal oversight of project
4. Being done rather quickly
Weaknesses
1. Transportation costs
2. Against current philosophy of being decentralized
3. No successful experience
Process of implementing innovations
1.Find the actually occurred process innovations.
2. Select the most important innovations which can implement in other plants.
3. Find the ways to transfer the innovation from the original team to other teams and plants.
4. Nypro sets up the new rules of the innovation.
