Innovator competition

Ballance, R., J. Pogan and H. Forstner (1992), The World s Pharmaceutical Industries an International Perspective on Innovation, Competition and Policy, Aldershot, UK and Brookfield, US I idward 11 gar. 

It is too presumptuous to recommend that the promotion of competition should be introduced as one of the most important measures to drive innovation. Competition is a decisive motor, but it tends only to increases the pressure and cannot always improve the ca-pabihty for innovation at the same time. In some cases, havens appear to be important for the development of innovation. It is no coincidence that the application areas of the military, medicine and sport are highly significant areas for technical innovation. In these areas, the cost push tends to be secondary with the result that technical effectiveness can be concentrated on fully, at least for some of the time. The concept of regulatory induced initially limited lead markets for environmentally friendly innovations also refers to such learning areas where new ideas and concepts can develop first of all (cf on this latter subject e.g. Beise, Reimings 2003). 

Griffin JP, Griffin TD, The economic imphca-tions of Therapeutic conservatism. In George Teeling Smith ed., Innovative Competition in Medicine A Shumpetarian analysis of the Pharmaceutical industry and the NHS, London Office of Health Economics Whitehall, 1991 85-96. 

The value of finished plastics products shipped by U.S. polymer processors was 330 billion. Polymer processing companies are large in number and of small-to-medium size. They are specialized, have only modest financial and research resources, but are by-and-large innovative, competitive, entrepreneurial, and seemingly in constant forward motion, which is characteristic of the first period of development of the rubber and plastics industry. 

Manyika J., Chui M., Bughin J., Brown B., Dobbs R., Roxburgh C., and Byers A., Big Data The Next Frontier for Innovation, Competition, and Productivity. McKinsey Global Institute, May 2011, http //www.mckinsey.com/insights/business technology/big data the next frontier for innovation. Accessed on August 30, 2014. 

The benefits of cost control can either improve directly the profit margin or reduce the consumer price. In the first case, it is assumed that the collaboration firms benefit from the first mover advantage and can set their prices above the marginal costs. However, their competitors will take over this innovative competitive advantage on a very short notice. In the second case, the increased demand by lower prices should contribute to better profits. Secondly, the two sources of cost control that will be taken into account require successfully applying the aforementioned factors that determine a successful collaboration. Otherwise the cost control can not be managed effectively. 

Utterback, James M., Fernando F. Suarez, 1993, Innovation, Competition, and Industry Structure, Research Policy 22, 1-21. 

Asahi s innovations have done much to transform the cuprammonium process from an uneconomic competitor for viscose and synthetics into the fastest wet-spinning system in the world. They now cl aim it to be competitive both economically and environmentally with the viscose filament process. 

Nonchemical or traditional practices, such as weed seed removal, optimal crop seeding rates, crop selection, enhanced crop competitiveness, crop rotation, and mechanical weed control are all important components of an effective weed management program (458,459). In the context of modern intensive chemical herbicide appHcation, nonchemical practices may even represent an innovative approach to weed management and should receive careful consideration. 

A researcher studying a specialty chemical business or a specific specialty chemical company should pay particular attention to these nidiments innovative talents, service faciUties and performance, marketing abiUties, and responsiveness to customer needs. Of these, the last may be the key criterion in most cases. A company that frequendy is first with the solution to a customer s problem (even if the solution is sometimes less than perfect) usually holds the customer and a dominant market share against future competition. 

Etom the customer s point of view, there is an optimal level of standardization. Increased standardization lowers costs but restricts choice. Furthermore, if a single minimal performance product standard is rigorously invoked in an industry, competition in a free market ultimately may lead the manufacturer of a superior product to save costs by lowering his product quaHty to the level of the standard, thus denying other values to the customer. Again, excessive standardization, especially as appHed to design or how the product performance is to be achieved, effectively can limit technological innovation. 

Technology leaders must pioneer discontinuous/radical changes along with continuous/incremental innovations. Radical innovation estabUshes and periodically renews the competitive advantage incremental innovations sustain it. Pressures on the leaders are to focus on only the near-term incremental efforts. Technology leaders must, however, build the will within the business leadership to recognize that both are necessary (35). 

C. W. Prather and L. K. Gundry, Blueprints For Innovation How Creative Processes Can Make You And Your Company More Competitive, American Management Association, New York, 1995. 

The lift-truck industry is competitive, with innovations being introduced frequently. Competent sales and service are available at low cost from most manufacturers or their dealers. Application sales engineering (a very worthwhile service) is generally supplied at no cost. 

At this stage a prototype product is produced, and its performance in the market is assessed. If this is satisfactory, full-scale production is established. But the designer s role does not end at this point. Continuous analysis of the performance of a component usually reveals weaknesses or ways in which it could be improved or made more cheaply. And there is always scope for further innovation for a radically new design, or for a radical change in the material which the component is made from. Successful designs evolve continuously, and only in this way does the product retain a competitive position in the market place. 

The supplier does not need to own research and development facilities and may subcontract conceptual or complex design work to design studios. Clearly customers in the automotive sector are seeking new solutions to engineering problems and in order to capture the competitive edge, innovation is paramount. 

Where the organization desires to be, in markets, in innovation, in social and environmental matters, in competition, and in financial health. 

Thus, invention may start in , move into with expansion, and then move into COW if competitiveness is maintained or DOG if it is not. A good supply of COWS are needed to finance a substantial series of innovative enterprises starting in . 

The proceeding chapters give wimess of an overwhelming scientific development. Antiviral intervention has become a standard, and the worldwide availability of this innovation is perceived as a humanitarian matter of course with a value of its own. However, such an important therapy progress has to be seen in competition with other allocations of scarce funds. Health care resources are Umited - in one country more than in another, but in principle funds invested to antiretroviral intervention will not be available for prevention of HIV/AIDS or for the cure of other diseases. This fundamental scarcity calls for a rational utilization of existing resources and a scientific calculation of the socio-economic impact of antiretroviral intervention. 

There is a temptation to fix problems when they occur rather than to eliminate the source of the problem. End-of-pipe or end-of-Iife solutions are superficially attractive because you don t have to go back and repeat work which has already been done. However, it is often both environmentally and financially inefficient. Often technical fix is piled upon technical fix until the entire system coUapses. Deep innovation thinking is more demanding but offers fhe chance fo leapfrog competition. 

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