Asian Execs Pick Top 20 Most Innovative Companies 27 April 2008
Posted by Michael in China, India, Innovation, News, Opinion.add a comment
In a 22 April post, BusinessWeek columnist Bruce Nussbaum lists 20 most innovative companies as selected in a poll of Asian executives. An interesting, divergent list and series of comments, especially about why no Chinese companies made it.
Taiwan Wants To Build Their Own Brands 15 April 2008
Posted by Michael in Branding, Innovation, Observation, Opinion, Products, Services, Taiwan.add a comment
Huang Der-Ray, director general of the Hsinchu Science Park Administration, said companies in the park had steadily increased spending on research and development from 4 percent of total revenue in previous years to 7 percent in the past three years.
Companies have also begun to focus on innovation and building their own brands. Mediatek, a chip design company that initially focused on optical storage drivers’ chips, has ventured into other areas, including designing chips for wireless communications and high-definition digital televisions. The company is one of the most profitable in the science park and is considered a pioneer in its designs.
Several companies in the science park have focused on research into new technologies, including solar energy. Just in the past two years, more than 15 companies in Hsinchu have invested in solar research, Huang said. One, Gintech Energy, has been successful in designing solar panels, which it sells to power companies around the world.
More companies are also moving toward design instead of just manufacturing. A decade ago, only about 20 or 30 companies in the Hsinchu Science Park were chip design companies, with most being contract manufacturers. Now, there are 80 companies whose focus is IC design, Huang said.
“This is Taiwan’s Silicon Valley,” Huang said. “This park is not just a manufacturing base. It wants to design new products. We are now going toward this direction, creating Taiwan’s own brands.”
Analysts said one of the biggest challenges Taiwan companies faced in developing a global brand is overcoming the label-consciousness of consumers here, who prefer internationally recognized brands rather than domestically designed products. Other than Acer and ASUS, which are laptop brands of Taiwan, few homegrown Taiwan high-tech products are known around the world, unlike in South Korea.
[From the IHT]
Taiwan’s Acer keeps three brands, but should they? 20 March 2008
Posted by Michael in Branding, News, Opinion, Products, Strategy, Taiwan.add a comment
Taiwan PC brand Acer conducted a splashy, first-ever US press conference last week while also announcing the acquisition of Packard Bell. Last year Acer picked up US PC-maker Gateway. Now, with three challenger brands with footholds in different regional markets, Acer is pushing a strategy of supporting all three. Additionally, they announced they would keep the designs relatively the same. Although they certainly reviewed the optional brand strategies extensively, it seems like viable alternative approaches are to: One, make a clear bold investment in building a single, world-class brand leveraging the IP and assets of all the brands or Two: Better addressing design, performance or usage segments using the different three brands. More from PC World.
Risk, commitment and process 10 March 2008
Posted by Michael in Innovation, Opinion, Process.add a comment
Like any great human endeavor, innovation isn’t necessarily simple or straightforward. It involves a number of forces coming together. A great innovator is an alchemist. Some of these forces are risk, commitment and process. In a conventional sense, innovation can be thought of as commercializing a creative idea. One way to mitigate risk may to run small, nimble tests alongside the more complete and robust innovation efforts to confirm/deny the risks and opportunities before things get too far down a path. Another alternative thought may be to reduce the consumer-centrism of many innovation efforts and rely more on vision or commitment to drive an idea. An idea with strong company commitment, even in the face of weak consumer feedback, may stand a better chance of success than a clear consumer opportunity with anemic support.