A Quote by Mark Parker
Designers are by nature more inquisitive, more connected. They dig a little deeper in terms of insights. They turn those insights into innovation. That connection to the consumer is absolutely critical in driving innovation. It’s critical that design isn’t subjugated to the back room as a short order cook for marketing or for merchandising or sales. It has to be up front.
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Local brands evoke national pride, are seen as less profit-oriented, and are often formed on deep local insights. But quality worries persist, innovation is questioned, the information can be woefully inadequate, they are sometimes seen to be opaque and their advertising is clearly recognised as not being of a global standard. For local brands, quality, innovation and transparency are critical hills to climb.
If you look across the economy, if you have multiple players in an industry, you have more customization, more innovation, greater choice for consumers. The more you have consolidation, the less likely you are to invest in innovation. It becomes all about driving down cost and mass production. And that's not good for innovation in an industry.
The world of the consumer, the sheer innovation and dynamism of our culture has never been easy for marketing to keep up with, but now these are suddenly faster and much more powerful. We need a new idea and practice of marketing and of the brand.
There's so much innovation going on, and there are lots of people funding that innovation, but there's very little innovation on that infrastructure for innovation itself, so we like to do that ourselves to help companies create more tech companies.
Look at how many times we've improved on the Game Boy Advance in terms of the look, the feel, screen changes, and everything else. We believe that type of constant innovation is critical to driving this industry, and certainly if you look at the world wide sales of Game Boy Advance, I don't think anyone would disagree.
I think innovation as a discipline needs to go back and get rethought and revived. There are so many models to talk about innovation, there are so many typologies of innovation, and you have to find a good innovation metric that truly captures the innovation performance of a company.
I think garlic is absolutely critical. Lemon is absolutely critical to boost the immune system. Olive oil is absolutely critical ... just one teaspoon, it will last the whole month.
One learns much more by writing fiction, because the insights come from those deeper subconscious levels where the greater and more interesting truths lie.
Because the process of innovation often relies heavily on the combining and recombining of previous innovations, the broader and deeper the pool of accessible ideas and individuals, the more opportunities there are for innovation.
For Nintendo, we do believe the GamePad is a critical innovation, and we believe that integrated experience with a second screen is something that brings new propositions to the consumer.
Innovation is fostered by information gathered from new connections; from insights gained by journeys into other disciplines or places; from active, collegial networks and fluid, open boundaries. Innovation arises from ongoing circles of exchange, where information is not just accumulated or stored, but created. Knowledge is generated anew from connections that weren't there before.
Our alliance with AARP provides valuable insights into the critical 50- plus consumer segment. For more than two decades, The Home Depot has delivered home improvement know-how to customers of all ages. With the help of AARP, our newest workshops will address the specific interests of customers 50 and over.
We need to be in front of consumer trends and translate those trends into insights and foresights.
More process, less innovation. More operations, less innovation. More management, less innovation. More entrepreneurs, more innovation.
Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are 'costs'.
Whether you lead an early-stage startup or a well-established company, it is critical to challenge yourself and your team to prepare for the next disruptive force - be it a shift in the market, a new consumer trend, or a competing innovation.
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