Seven steps to become a destructive innovator (Part 1) - How to start a destructive new business to learn with Dr. Shunka (Shunpei Tamada -4th)

Last time, we, destructive innovation, is a type of innovation that is a type that "at least the performance that the main customers of existing products are emphasized" from an existing company.If you show it to your own, the lack of performance they want is lacking.

"That's a toy, I don't need it."

I learned to be told.I also learned that the major companies have a "reasonable decision -making mechanism", so the destructive ideas that are not required are rejected and cannot make decisions to work on destructive innovation.

And in order for a small company to grow significantly, it is essential to create "destructive new products and new services", which have the characteristics of not entering or giving up the way.understood.

From now on, let's learn how to understand the characteristics of destructive innovation and how to become a true innovator that can actually cause destructive innovation.

There are three main ways to deliver new products and services to many customers.That is one "royal road" and two "hamichi".

If you draw the "royal road" in Kojien, you will find "(1) political roads that book the human virtue executed by the ancient king, (2) the most legitimate path and method."Speaking of the "royal road" in innovation management, there is "sustainable innovation" that provides better performance products and services that are more satisfying and happy to buy at a high price for existing customers.It will hit it.

Figure 1 Royal Road

But at first glance, this road, which looks the most fun, is actually the most competitive and difficult road.

In the past, a steel manufacturer, which had been panting in the recession due to the appreciation of the yen, has entered the following "rice in the industry" and has entered the semiconductor industry, which was predicted a large market.

Even in white paper issued by government agencies at that time, the future information and communication industry is expected to expand the market, and it is a rational "royal road" management judgment to enter the semiconductor industry, which supports it.I saw.That is why the decision to enter the semiconductor industry has been passed, and a decision to enter the semiconductor industries has been passed.

So what were the results of this semiconductor industry?

Was the Blue Ocean, a well -opened manner, who was expanding to the advancement?

Unfortunately, it was not.

When the steel manufacturer entered the semiconductor, it was the world's strongest competitiveness in the semiconductor market (see the table below).

Top 10 of the semiconductor maker sales in the top world (1990)

Material: Created the author based on "Wikipedia"

I know or know the semiconductor division of a short -born steel manufacturer, and when I loosen my hands on R & D and capital investment, I jumped in the middle of a fierce competition that I can keep in mind.is.Naturally, they were not welcomed, but were beaten by existing semiconductor manufacturers with goo.

The semiconductor market, which had been expected to grow in everyone's eyes, was a hell red ocean in which the existing big players washed blood with blood with everyone to enter.

"The strategy targeting customers and markets that look attractive to proven track record (sustainable innovators) is a new business for our company, but the winning is weak."So, at first glance, it looks like a "royal road", and the "sustainable innovation" that everyone aims for is actually a ruthless weak meat -and -hard food that has more management resources, and wins it quickly.

By the way, if the "sustainable innovation strategy", which looks like a royal road that everyone should go to, is actually a difficult way to win, what kind of way is other strategies?

That is the two "Hado" to be introduced in the future.Haikichi is described as "to rule the country using conspiracy" (Kojien).This section explains that the two ways that seem to be evil and destructive innovation are the shortest route in which small -scale companies survive and grow.

Above all, Professor Kristensen's most recommended is a simple solution that finds a status of no consumption (non -consumption), which does not use products or services due to some "constraints" and solves it.It is a road that causes the "new market type destructive innovation" provided.

Figure 2 Haikido Part 1

A typical example of new market destruction is Canon Minicopia.At that time, the copier was only set up in a large company's copy room, and in order to get a copy, I had to go there.

The maintenance was also difficult for amateurs to regularly clean the light -sensitive drums and replenish them with copier to avoid spilling toner powder.

On the other hand, Canon's mini copia has been widely accepted in small offices and homes due to the simplicity of the maintenance by adopting a cartridge, which integrates the impressive drum and toner, and its low price and space -saving.。

Minicopia did not have functions such as double -sided copies or auto feeders, which were commonplace for large companies, but there have been accesses from home and small offices so far, so "Document""Copy" means that people who had nothing to do (without consumption) appeared at their easy -to -use copy machines at their reached prices, so many people bought them with their hands.Naturally.

Now, the personal computer, which is now the mainstream of computing, was a "consumer -free" hobbyist, which was impossible because of the restrictions on access at home, no matter how much he wanted to touch the computer.They were delighted with a microcessor with a toy -like performance, because of the unforeseen situation.

In order to find a consumption without consumption, it is a good idea to find a situation where there are some "skills", "access" and "time", despite the "job" that customers want to fulfill.

If so, that's the "consumptionless situation" and a chance to produce new market destructive innovation.

If you can't find a new market destruction opportunity, you can't find a new market destruction.

Figure 3 Hado Part 2

This strategy is particularly valid when the performance of products and services currently available is more than enough (over -satisfied) for many consumers.

For example, T-FAL's electric kettle, which suddenly appeared in the Japanese water heater pot market where performance competition was saturated, is a typical example of low-end destruction.This is the only function of this electric kettle, "boil a small amount of water quickly with electricity."Like a Japanese manufacturer's luxury water boiling pot, it does not have e -mail functions, energy -saving functions, water purification and electric pumps, but even heat retention.

However, what we noticed again with the appearance of this product is that if you drink tea or eat cup noodles together, you can boil it from the water because you can only boil the hot water.It doesn't take much time.If hot water is immediately boiled, there is no need to boil the water in advance and keep the electricity bill all day and keep it warm.

In addition, this electric kettle, which has a high -end water boiling pot of a major electronics manufacturer of 10,000 yen or more, is sold at a low price of around 3,000 yen.Simple and low -priced, for many customers, the function is "satisfied enough" and the design is fashionable.

Therefore, many customers who were "excessively satisfied" in the water boiled pot shifted to the T-FAL electric kettle and became a huge hit.T-FAL's electric kettle caused a "low-end destruction" in the water-boiled pot market where the performance of existing products has exceeded the level required by customers (in the "destructive innovation situation").It is.

In addition, Japanese companies, such as Haircut QB House, Book Off, Conveyor Sushi, and my French, have caused many low -end destruction.

Is there a product or service around you that has excessive functions, performance, and services?If so, it could lead to a new low -end destructive innovation.

If you want to deepen your study, please pick up my book, "Seven Steps for becoming a destructive innovator of Japanese innovation" at a nearby bookstore.

⇒ Shunhei Tamada's column "How to start a destructive new business learning with Dr. Shunka" If you want to read the 3rd

⇒The Tamada Shunpei -san's column "How to create a destructive new business learn with Dr. Shunpaita" Click here for more

⇒ To the top of the celebrity column "Ichibi Ichigo" who is active in the forefront of each field

Shunhei Tamada

Kwansei Gakuin University Graduate School of Management Strategy, Doctor (Academic) (University of Tokyo)

Born in Tokyo in 1966.After graduating from the University of Tokyo, he joined the Ministry of Trade, Industry (currently the Ministry of Economy, Trade and Industry).At the Graduate School of Harvard, he belongs to Professor Michael Porter's seminar, study the relationship between competitiveness and strategy, and provide guidance on destructive innovation from Professor Clayton Christensen.He is a full -time lecturer at the University of Tsukuba, and has been in his current position for Fellow, Economy, Trade and Industry.As a book, he wrote his book, such as "Seven Steps to Become a Destroyed Innovator of Japan's Innovation" (Shoimusha), "Economics Collaboration Innovation -Promotional Analysis with Japan Patent Data" (Kwansei Gakuin University Press).There are long -selling "Innovation Dilemma" (Shosha), "Solution to Innovation" (Shosha).

* This description is the view of an independent author who has nothing to do with us.* Please note that the information listed may differ from the latest product, law, tax system, etc.