Introduction
Toys “R” Us was once the largest toy retailer in the world, with over 800 stores across the globe. Its downfall can be attributed to several missed opportunities for innovation that negatively impacted the company (Dulle & Pine II, 2018). The corporation may create an environment where people are motivated to contribute their best ideas toward attaining corporate success by creating clear goals, establishing objective measures, and offering meaningful rewards.
Missed Opportunities for Innovation
One of Toys “R” Us’s most significant missed opportunities was its inability to adjust to the development of e-commerce. As more customers started making purchases online, Toys “R” Us neglected to invest in its web presence. Customers could not immediately find the needed things on their website since it was outdated and complicated to use (Dulle & Pine II, 2018). Training employees on the four kinds of design thinking to promote innovation within the firm is one of the options on how to resolve this issue (Dell’Era et al., 2020).
Additionally, they needed choices like buy-online-pick-up-in-store (BOPIS), which many other shops had previously provided. The need for more technological investment was another squandered chance for innovation. Toys “R” Us remained stale as other retailers experimented with virtual and augmented reality experiences in their locations.
They also should have used data analytics to understand their clients’ preferences and actions. Additionally, Toys “R” Us wasted a chance to enter foreign markets (Matias, 2019). Although they had some overseas stores, unlike other shops like Walmart or Target, they did not prioritize international growth. Their prospective consumer base and income sources needed to be more constrained.
Innovation Measurement and Reward Systems for Existing Employees
The first step in developing an innovation measurement system is to define the factor that constitutes innovation within the company. Setting objectives for creative initiatives or identifying particular areas where innovation is required can help achieve this aim. Metrics must be developed to track progress toward the goals once they have been set (Matias, 2019). These indicators should be measurable and objective so that they can be assessed with ease.
If the objective is to create ten new toy designs in a year, for instance, measures like the number of ideas created per employee or the proportion of concepts chosen for further development may be used to track success. Employees who bring creative ideas or solutions must be rewarded, and progress must be made toward innovation goals. Bonuses, promotions, recognition programs, and even time off the job are all examples of rewards. Employees whose suggestions are chosen may get monetary incentives or other benefits, like recognition in front of the public at business events.
Process for Creative Problem-Solving
The first step in developing a process for creative problem-solving is to define the problem. In this case, the Toys “R” Company needs to identify why it is struggling to develop new and innovative toys (Matias, 2019). Once the problem has been found, the company needs to gather information about the problem.
After gathering information about the problem, it needs to be analyzed. This process involves breaking down the problem into smaller parts and identifying possible solutions for each one. If one of the problems identified is a lack of creativity, possible solutions could include hiring more creative individuals or providing training programs for existing employees.
Implementation and Evaluation of Innovation
At Toys “R” Company, innovation is implemented throughout numerous stages. Ideation is the initial step, during which workers discuss ideas or obtain them from outside sources like clients or vendors. The second stage is screening, when concepts are assessed for viability and possible commercial effect.
Development is the third step, where chosen concepts are turned into prototypes or minimum viable products (MVPs) (Matias, 2019). The fourth step is testing when target consumers are used to assessing the viability and market acceptance of MVPs. Efficient innovation measurement and reward systems account for the full innovation process (Dziallas & Blind, 2019).
One of the most significant innovations that Toys “R” Company implemented was the creation of interactive toys that could be controlled using smartphones or tablets. This innovation was aimed at tapping into the growing trend of mobile technology usage among children and young adults. The evaluation of this innovation involved several metrics, such as sales revenue, customer feedback, and market share growth rate.
External Technology Acquisition and Implementation Processes
Toys “R” Company has been acquiring new technologies from various companies to improve its operations. For instance, the organization has recently implemented a new inventory management system that allows it to track its inventory levels accurately. The system also helps the company identify slow-moving products so that it can take appropriate action. Responsible innovation strategies should be analyzed, including risk analysis and stakeholder involvement (Gurzawska, 2021). The acquisition of new technologies has enabled Toys “R” to streamline its operations and reduce costs significantly.
However, while external technology acquisition is essential for improving a company’s operations, implementing these technologies can be challenging. Implementation refers to the process of integrating new technologies into an organization’s existing systems and processes (Matias, 2019). Employee resistance resulting from unfamiliarity with the new systems is one of these difficulties. Workers may be resistant to change because they worry about losing their employment or because they find it challenging to adopt new systems.
Organization’s Ecosystem in Terms of Innovation
The two components of Toys “R” Company’s innovation approach are product innovation and process innovation. To respond to shifting customer requirements, product innovation entails creating new products or refining current ones. On the other side, process innovation entails enhancing internal processes to increase efficiency and cut expenses. For instance, the business debuted its private label brand Imaginarium, which provides distinctive toys that are unavailable elsewhere (Dulle & Pine II, 2018). The business has also improved its customer relationship management system, which enables it to monitor consumer preferences and provide tailored recommendations.
Conclusion
In conclusion, the collapse of Toys “R” Us served as a wake-up call for both the business and the retail sector as a whole. However, there is still a chance that the brand will revive itself by embracing innovation and entrepreneurial transformation. Toys “R” Us has the potential to once again become a well-liked destination for kids and families all around the world, whether through e-commerce, experiential retail, or new product categories.
References
Dell’Era, C., Magistretti, S., Cautela, C., Verganti, R., & Zurlo, F. (2020). Four kinds of design thinking: From ideating to making, engaging, and criticizing. Creativity and Innovation Management, 29(2), 324–344. Web.
Dulle, K. M., & Pine II, B. J. (2018). What a Toys “R” Us comeback could look like. Harvard Business Review. Web.
Dziallas, M., & Blind, K. (2019). Innovation indicators throughout the innovation process: An extensive literature analysis. Technovation, 80-81, 3–29. Sciencedirect. Web.
Gurzawska, A. (2021). Responsible Innovation in Business: Perceptions, Evaluation Practices and Lessons Learnt. Sustainability, 13(4), 1826. Web.
Matias, D. (2019). Toys R Us is coming back but with a different approach. Npr.org. Web.