Introduction
The invention process is a complicated and time-consuming phenomenon. J. Tidd and J. Bessant (2009) propose this theory concerning the concept of innovation. It starts with an image that might be considered a vision by others. And then, can the tiresome method of continuous checking and error occur as this proposal is introduced? To make this idea a possibility, people would need to work with intense commitment day and night. People spend their entire lives making their thoughts concrete or useful in certain situations. Innovation can primarily be divided into two major types:
- Discontinuous innovation: In this style of advancement, it is often considered a “breakthrough moment” or a “radical breakthrough” since creativity is typically not detached in this situation.
- Continuous innovation: After numerous trials and a smaller number of almost unnoticeable promising activities, this type of progress reaches the ultimate target. The mechanism of the two described is more structured and reliable.
Strategic Innovation
Strategic creativity means that an organization is prepared to select innovative or creative strategies, whether in a marketing or managerial field. Additionally, this is used by businesses to improve their credibility in front of their customer base. The organization changes its main policies and uses new techniques. It is not necessarily clear that tactics of this sort will succeed. They can also reverse fire and have a detrimental impact on the company’s profile.
Tidd and Bessant’s Four-Step Innovation Process
The most wonderful thing about achievement is that there is no specific road to take an individual or an organization to it. The goal remains the same, so there could be 100 or 1000 ways to get to it, and in this case, the way is innovation. Different organizations follow diverse models of creativity based on the convenience of the concept for the business. However, each design has similar features, as each model aims at the same specific thing, namely creativity. Almost every innovation strategy follows a simple and widespread Tidd and Bessant model (2009). This model is made up of 4 fundamental steps:
Search
In this phase, fresh ideas will be developed and given a realistic and concrete structure. Moreover, there is an ocean of opportunities to be explored. This is a crucial step in the technique since it sets the tone for everything else. The Board, therefore, must accept the idea as practical. Other learning methods include logical thinking, brainstorming, and evaluating changing conditions. Brainstorming entails recognizing relevant thoughts, selecting the best phrases, and constructing logic. Analysts believe Samsung’s high-end smartphones herald innovation for the companies a whole One of Samsung’s best hopes is a foldable phone that most of the world lacks (Choudhury, 2021). Even on the second generation, Samsung is moving into third-generation items. Apple redefined how customers buy music with iTunes. The iPhone introduced a new application segment — the smartphone. A new revolution is underway as their leaders create high-end headphones.
Select
As the process progresses, each option is examined in depth, which is based on utility. So far, the best solution for the company has been chosen. To make an organization’s decision, several analytical methodologies, such as cost and time analysis, are frequently employed. This should show the organization’s top leaders why they chose a particular solution. From low labor rates to international brands, the first step to global competition requires mass customization of advantages. With a large workforce and low labor costs in industrialized countries, SEC chose the television industry as its first target market. Samsung has carefully calibrated its pricing approaches to match its market positioning. Samsung selects projects that are both short- and long-term. Apple creates new products using a framework based on functional knowledge. To have the right of judgment alongside those who know the most in this field. It has two axes: Deuxièmement, Apple operates in marketplaces fraught with technological disruptions, requiring both intuition and judgment from personnel highly versed in the rogue technologies.
Apple’s commitment to the finest products will be undermined if the short-term expense and benefit targets become the sole criteria for rating executives and investments. In the short run, brand decisions are unconnected to financial concerns. Not individual product expenditures or sales, but overall production metrics drive top R&D executives’ incentives. As a functioning company, Apple relies on its individual and team reputation. For example, a portrait mode dual-lens camera on the iPhone 7 Plus was added in 2016 (Chen et al., 2018). In order to justify the camera’s high pricing, it had to have a significant impact on purchasers.
Implement
It is the four steps that include strategic planning that is the most difficult. It is challenging since the organization must adapt to get the result. This approach generally takes longer to work because nothing is short of what is called in those phases. Testing and failures are part of the creative process. Due to the execution being meant to demonstrate creativity, it will likely fail a few times unless you have the luck of a first-timer.
Apple’s devotion to innovation is fueled by this ongoing focus on making things easier for the public. Apple performs innovations by picking and appointing the right people. The result is a robust hiring process that matches expertise, competence, and talent to a role or task collection. Apple wants to operate inside established parameters and build new products and services with predictability. The continuous production process decreases the chance of defective items and humiliating failures.
SE (Samsung Electronics) has consistently used innovative approaches in production. The Value Improvement Program (VIP) Centre was founded in SE in 1998. This Center has extended research and development concepts. Using helpful innovation methods aided several innovations, according to a top SE researcher (Jang et al., 2019). With this strategy, all participants can contribute to what is achievable, regardless of prior success. Due to the way SE conducts both innovation growing and harvesting, coordinating the two creative approaches is difficult. The importance of inter-organizational collaboration cannot be overstated. Therefore, SE has found a way to simultaneously establish and regenerate innovation through engagement with stakeholders.
Capture
This is the last stage of the method, which evaluates the actions taken to achieve the desired outcomes. The missed and good steps are considered and noted to support the next researchers and inventions. It also reflects on the value of innovation for the organization, as this study helps assess the effectiveness of innovation. This move lets us figure out whether the hard work and cost/time improvements are worth even the consequences of creativity. If the findings are exceptional, the organization’s turnaround would otherwise be embraced.
Practitioners can acquire lectures from the findings of the study. They could recognize that SE, a past emerging economy firm, distributed risks of investment by cooperating with diverse participants to contrivance innovation. To realize the two types of inventions with limited resources, it is crucial to merge internally and external views from distributors, academia, other businesses, and clients. Moreover, innovators must develop innovative functionality for all internally and external players. This will enable companies to achieve innovative market dominance.
The concept does not suggest that Apple would be imitated. Instead, get a feel of what Apple or some other popular enterprise is doing well and find innovative ways of doing the same in your company that still bring the target market in line with Apple products. Apple will still learn a great deal about the contest. Analysis of the rivals will teach what they do best and what they can practice and use their own messaging.
Recommendations to Improve the Innovation Management of the Two Organizations
In addition to competitive challenges, companies need to defend themselves from future external dangers. The continued pandemic of COVID-19 has prompted numerous organizations worldwide to change their activities and focus on their actions. Worldwide organizations, their profits, the morale of staff, and productivity have hit massively. The dramatic decrease in consumer spending is motivated by widespread quarantines, travel bans, and social distance interventions (Craven et al., 2020). Bust and bankruptcy contracts are now flourishing, and the banking and financial system have been highly pressured.
Although the pandemic has a mounting influence on the world budget, it needs overnight interruptions to fix it. With rising distrust and worry between workers and clients, leaders need to step up to shield their employees and clients by taking different steps to dissociate themselves from society. For company workers to require ‘no travel’ to work from domestic policy or to physically remove themselves from work if appropriate. A corporation like Apple, which is proud of its high-quality workforce, should align its market criteria with aspirations and moral growth.
Those threats to its achievement remain, given Apple’s evident investments in its future. The company seems to be threatened because relying on iPhone sales amounts to more than half of Apple’s sales and operating profit. In qualitative approaches such as AR and self-driving vehicles, Apple should continue to develop new technology to maintain its growth rate in this sector (Wharton, 2017). The section Wearables, Home, and Accessories gain traction and helped to reduce losses of iPhone revenue.
Therefore, the emphasis on artificial intelligence increases reality, as well as self-driving vehicles will create more opportunities for additional profits. Apple is developing a new framework for customers to communicate with cars with early investments in automated software through Project Titanis (Business Insider Intelligence, 2019). This move could allow Apple to win a substantial share of the world autonomous vehicle market, worth five hundred and fifty-six billion dollars by the year 2030.
Conclusion
Apple, Inc. and Samsung Electronics Co. Ltd are in a global business struggle that began in 2010. Both businesses are continually converging and changing from a business model standpoint. With more companies under its power, Samsung has become a lengthier multinational force. The growth of Apple was comparatively meteoric and concentrated. In all this, the study did not talk about Innovation and Customer Satisfaction since these two topics are extremely subjective to each individual. But both Apple and Samsung are incredibly creative businesses that implement their innovation goals a little uniquely. There are folding phones and panel designs with Samsung, while Apple is in the creation of chips, computer learning, in wearable tech, and in audio.
Two giants with a worldwide presence and dedicated customers are Samsung and the Apple consumer technology industry. The corporate model for Samsung centered on integrating supply chains in vertical terms and increased production volume. On the other hand, Apple Company has established a model of business that emphasizes externalizing factors like production architecture and customer interface. Both firms are involved in court struggles over intellectual property and patent struggles.
References
Business Insider Intelligence. (2019). The future of Apple. Business Insider.
Chen, C., McCloskey, S., & Yu, J. (2018). Focus manipulation detection via photometric histogram analysis. In Proceedings of the IEEE Conference on Computer Vision and Pattern Recognition (pp. 1674-1682).
Choudhury, S. R. (2021). An analyst says that Samsung’s high-end smartphones signal the innovation it has in store for the rest of its products. CNBC. Web.
Craven, M., Liu, L., Mysore, M., Singhal, S., Smit, S., & Wilson, M. (2020). COVID-19: Implications for business. McKinsey & Company.
Jang, S.H., Lee, S.M., Kim, T. & Choi, D. (2019). Planting and harvesting innovation – an analysis of Samsung Electronics. International Journal of Quality Innovation 5(7),
Tidd, J. and Bessant, J. (2009). Managing innovation: Integrating technological, market and organizational change. Chichester: John Wiley
Wharton. (2017). How can Apple remain on top? Knowledge@Wharton.