lee cheng voon (15632087), moi, 2014
DESCRIPTION
Management of Innovation, Digital Multimedia Report, GroupMapTRANSCRIPT
GroupMap1
Management of Innovation 301
Digital Multimedia Report
Semester 1, 2014
Name : Lee Cheng Voon
Student ID : 7E1A8580 / 15632087
Tutor : Mr. Adriel Sim
Tutorial time : Thursday, 4.30-7.30pm
Company Name : GroupMap
Total file word count 4107
Less: Cover Page 65
Less: direct quotes 119
Less: tables of content 265
Less: heading 284
Less: reference lists 625
Total net word count 2749
GroupMap2
Table of Contents1.0 Executive summary....................................................................................................... 4
2.0 Company Profile & Background .................................................................................. 5
3.0 Establishing an environment for innovation ................................................................. 7
3.1 Intellectual Property Protection (IPP) ........................................................................ 7
3.1.1 Copyright ............................................................................................................. 7
3.1.2 Trademark ............................................................................................................ 7
3.1.3 Patent.................................................................................................................... 8
3.2 Managing organizational knowledge and innovation strategies................................ 8
3.2.1 Definition of managing organizational knowledge.............................................. 8
3.2.2 Core competencies ............................................................................................... 8
3.2.3 Organizational knowledge and knowledge base.................................................. 9
3.2.4 Absorptive Capacity............................................................................................. 9
3.3 Collaboration strategies ........................................................................................... 10
3.3.1 Licensing............................................................................................................ 10
3.3.2 Collaboration (non-joint ventures)..................................................................... 10
3.3.3 Scope of collaboration strategies ....................................................................... 11
4.0 Implementing Innovation............................................................................................ 12
4.1 Managing innovation and operations management ................................................. 12
4.1.1 Pearson’s uncertainty map ................................................................................. 12
4.1.2 Organizational characteristics that facilitate the innovation process................. 12
4.2 Managing the New Product development process................................................... 13
4.2.1 New product development (NPD) as a strategy for growth............................... 13
4.2.2 Network model of NPD ..................................................................................... 13
4.2.3 Generation business opportunities ..................................................................... 14
4.2.4 Screening of business opportunities................................................................... 14
5.0 Questions from CEO................................................................................................... 16
5.1 Product development ............................................................................................ 16
5.2 Business development........................................................................................... 16
5.3 Marketing.............................................................................................................. 16
5.4 Other commercialisation....................................................................................... 16
GroupMap3
6.0 Conclusion and recommendation................................................................................ 17
7.0 Reference List ............................................................................................................. 18
8.0 Appendix..................................................................................................................... 22
8.1 Appendix 1: Jeremy Lu’s Timeline ......................................................................... 22
8.2 Appendix 2: Jeremy Lu’s Honors & Awards .......................................................... 23
8.3 Appendix 3: GroupMap’s logo ................................................................................ 24
8.4 Appendix 4: The knowledge base of an organization.............................................. 24
8.5 Appendix 5: Core competencies, imitability and profits ......................................... 25
8.6 Appendix 6: Pearson’s uncertainty map .................................................................. 26
8.7 Appendix 7: Ansoff matrix ...................................................................................... 27
8.8 Appendix 8: Network model of NPD ...................................................................... 28
8.9 Index of exhibits ...................................................................................................... 29
8.9.1 Video: Introduction of GroupMap..................................................................... 29
8.9.2 Blog: Tumblr~ Information about GroupMap................................................... 29
8.9.3 Pinterest: Pictures slides show for the GroupMap............................................. 29
GroupMap4
1.0 Executive summary
This report represents an overview of the GroupMap Technology Pty Ltd and
analyses how the founders of GroupMap develop, manage and implement innovation.
The company profile and background will be provided.
The next section will identify how GroupMap establishes an environment for
innovation such as IP strategies, manage organizational knowledge and innovation
strategies, and collaboration strategies. IP strategies should be utilized in order to protect
GroupMap’s innovation. A recommendation will be given to patent their innovation.
Besides, the report highlights how GroupMap applies collaboration strategies to
create strong external collaboration to obtain advantages on resources, knowledge and
skills sharing. A recommendation of collaboration strategies will be discussed.
The next section will discuss about operation management and New Product
Development process of GroupMap to implement innovation. A recommendation will be
given to implement innovation to enter new market.
The answers will be provided to solve the questions from CEO. The conclusion
would be a summary of each subtitle as stated. The reference list is an evidence of the
report. Lastly, the appendices show the multimedia exhibits.
GroupMap5
2.0 Company Profile & Background
GroupMap is founded by Jeremy Lu and Brad Ward in 2012, a web tool for
online group brainstorming, consensus building and share ideas (How to Collect, store
and Sort Your Ideas 2012). GroupMap designed to make collaboration easy, improve
effectiveness and speed of teamwork who come together to work, learn, idea sharing or
solve problems.
During the time Jeremy worked in Curtin University, he recognized the
collaboration problems among the students. Jeremy wanted a way for his students to be
more fully engaged, participate in ideas sharing, submit ideas quickly and encourage
collaborative in a large group (Claire 2014).
Brad has over 8 years’ great experiences in agile software delivery (About 2013).
He thinks that sticknotes and butchers papers to collect information are too slow and time
consuming. Using of technology advantages can quickly share knowledge and ideas
(Claire 2014).
Consequently, they come out the idea to develop social brainstorming software to
improve the effectiveness and productivity of the team activities. In 2012, Jeremy and
Brad founded GroupMap Techonlogy Pty Ltd.
Today, GroupMap has had over 21000 users (Lu, 2014). Currently, GroupMap
broadly used by collaborative teams and managers, educations and trainers as well as
workshop facilities (Learn More 2013). GroupMap has been awarded in year of 2012 and
2013. Click here to view GropMap’s Awards.
GroupMap6
Click Here to view my timeline.
Click Here to view my honors and awards.
Click Here to view the idea of GroupMap
to view my honors and awards.
o view the idea of GroupMap.
GroupMap7
3.0 Establishing an environment for innovation
3.1 Intellectual Property Protection (IPP)
The IPP methods used to protect GroupMap’s innovation are copyright, patent, trademark,
Domain URL and Methodology (Lu 2014).
3.1.1 Copyright
Copyright protects an individual’s literary or artistic productions from being
communicated or reproduced without the permission of the copyright holder (Trott 2012,
181). To obtain copyright protection, the works must be in a tangible form and
independently created by its author (Spinello 2007, 14).
GroupMap provides SAAS (Software-as-a-Service) collaborative brainstorming
software. They are concern about the illegal copying or stealing by other IT companies
(Terms of service 2014). GroupMap obtains copyright protection to avoid third parties to
copy, display or reproduce any of the information from their site. In the presentation,
Jeremy mentioned that IT companies should not steal others ideas which can affect their
reputation (Lu 2014). Therefore, Jeremy is on the right track to protect the copyright of
his innovation.
3.1.2 Trademark
Trademarks are important in the world of business. Trademark related with
business image, goodwill and reputation (Trott 2012, 173). Trademark protects the
exclusive right of sellers to prevent competitors from using their mark and ensure that
mark is protected from free riders (Spinello 2007, 14).
Jeremy has trademarks GroupMap’s Logo under GroupMap Technology. Jeremy
is on the right track with this. Because, Jeremy ensures third parties will not use their
trade dress and copy the design of the website (Terms of service 2014). It can prevent
free riders from using their business image, goodwill and reputation.
GroupMap8
3.1.3 Patent
Patent protection is to protect machines, articles of manufacture or compositions
of matter form imitation (Spinello 2007, 16). Patent protects inventions that have utility,
novelty and are non-obvious (Reed and Storrud-Barnes 2011, 367).
Brad Wrad has had knowledge about patent protection and wanted to patent their
innovation. During the time enter into market, some of their customers actually not care
whether this computer software is patented or not. Therefore, the founders keep the
choice to patent GroupMap.
From the research, there is an increases in the use of patents among the larger
firms aim to block rivals. A firm which has acquires a patent to protect their technology
innovation offers a competitive advantage (Reed and Storrud-Barnes 2011, 368). There
are a positive relationship between patents and corporation’s sale growth, market value
and financial performances (Cao and Zhao 2013, 289). However, it is time and cost
consuming.
In my opinion, Jeremy is on the right track. As patent is not a costless protection.
Thus, GroupMap is suggested to implement patent protection when they become a larger
corporate.
3.2 Managing organizational knowledge and innovation strategies
3.2.1 Definition of managing organizational knowledge
Organizational knowledge defined as the internal systems, routines, shared
understanding and practices within the organizational. The tangible organizational
knowledge such as minutes of meetings, research notebooks and operating procedures, as
well as less tangible representations such as operational routines (Trott 2012, 206).
3.2.2 Core competencies
Core competencies defined as the main strengths or strategic advantages of your
business which are hard for competitors to replicate (Siddiqi 2000, 93). Understanding
and developing core competencies are able to sustain organization’s long-term success
and create competitive advantages. Today, many organizations implementing knowledge
GroupMap9
management strategy to build competitive advantages (Shaabani, Ahmadi, and Yazdani
2012, 311). The core competency of GroupMap is a web and cloud based operational
system.
According to the core competencies, imitability and profits model, it is identifies
whether a business has the ability to generate long-term profits based on their core
competencies and imitability of their activities (Trott 2012, 202). GroupMap is falls
under “short-term profits” with the competence is core but easily imitated by competitors.
This means that GroupMap is able to generate profits, but most likely to be temporary
due to competitors will quickly imitate their activities.
3.2.3 Organizational knowledge and knowledge base
Jeremy is develops resource-based perspective (RBP) by collecting tangible and
intangible resources within the organization. The concept of RBP based on the
recognition of resources such as information, knowledge and skills (Trott 2012, 199). Ng,
Macbeth and Southern (2014, 3) have borrowed the Wernerfelt’s idea about the business
will be analyzed on their competitive advantage through the sufficient resources rather
than products or services.
Jeremy has a background in education, health management and business
consulting (About 2013). Brad has great experiences in agile software delivery. He also
works in various professional capacities such as developer, agile coach, iteration manager,
product manager and lead consultant (About 2013).
Having the rich experiences and collaborative of knowledge between the founders
and employees will create competitive advantages. Therefore, GroupMap can be
identified as a company which has considers the five dimensions of organizational
knowledge base.
3.2.4 Absorptive Capacity
“Cohen and Levinthal (1990) coined the term of “absorptive capacity” and has
been defined as the ability of a firm to recognize the value of new, external information,
assimilate it, and apply it to commercial ends” (Natti, Laukkanen and Johnston 2014,
175). A firm with high absorptive capacity can increase corporate innovation
GroupMap10
performance, achieve the product effectiveness and market value since it has more
resources and prior related experiences (Tseng, Pai and Hung 2011, 975)
Jeremy has variety experiences on education, health management and business
consulting. He also as a CPA member and participates leadership camps (Jeremy Lu
2014). Moreover, during the time he worked as lecturer in Curtin University, he
recognized the problem about lack of effectiveness on teamwork. He also worked as a
business consultant and business manager. This meant that he acquires sufficient business
knowledge. This gives him the potential of strength to come out the idea to develop an
online brainstorming tool.
3.3 Collaboration strategies
“Strategic alliance defined as an agreement between two or more partners to share
knowledge or resource, which could be beneficial to all parties involved” (Trott 2012
234). Nowadays, alliance brands are become popular in business sector as a marketing
strategic tool (Yan 2009, 226). Business are seeks strategic alliances to get business
opportunities and achieve competitive advantage with the exchange of access of
knowledge, resources and skills (Gravier, Randall and Strutton 2008, 117). Collaboration
strategies bring benefits and dangers to GroupMap.
3.3.1 Licensing
Licensing defined as giving another business permission to use own intellectual
property (Trott 2012, 239). Licensing can be the main income generator for the firms.
GroupMap is partners with leadership WA, consulting team, other collaboration tool
companies, online meeting tool companies and universities (Lu 2014). For instance,
during GroupMap was invited by Digital Creative Festivals Organizers, GroupMap
worked together with “Powtoons” to show their business on the Piazza screen (Lu 2013).
3.3.2 Collaboration (non-joint ventures)
This alliance strategy exists between GroupMap and Curtin University. Curtin
University is using GroupMap as a teaching and learning material (Curtin teaching and
learning 2014). GroupMap helps to facilitate large groups of students and gather their
GroupMap11
ideas. Using GroupMap has improves effectiveness and speed of teamwork, all responses
are saved safety and time saving. Therefore, cooperation may create benefits to both
parties.
3.3.3 Scope of collaboration strategies
Using GroupMap, individual and teams get their space to think. For suggestion,
GroupMap should go beyond collaboration with university or other collaboration
companies. It is because social network become a teaching and learning material in the
education sector. Using GroupMap can understand how the class is thinking and whether
students are in the right way. GroupMap is able to guide and help students to share ideas,
learn and get feedback. Besides, GroupMap can collaborate with Google Hangout and
Yammer.
GroupMap12
4.0 Implementing Innovation
4.1 Managing innovation and operations management
4.1.1 Pearson’s uncertainty map
Through Pearson’s uncertainty map, business can analysis and understand
uncertainty and the innovation of output and process. Pearson’s framework applies on the
nature of the uncertainty and the way it changes (Trott 2012, 86).
The innovation of GroupMap is under Quadrant 4. Under this situation, it is
covers innovative activities with most certainty and focus on speed of development. To
develop a new product, it needs to combine market opportunities with technical
capabilities while the uncertainty about output and process are at the low level (Trott
2012, 88). Jeremy has decided to develop GroupMap as an online brainstorming tool to
improve effectiveness and speed of teamwork.
On the other hand, Jeremy understands on the business vision vividly and at the
right way to archive the goals. GroupMap’s vision is “create a simple, effective tool for
great teams to think, share, talk and decide based on quality insights, focused
conservations and collaborative outcomes” (Lu 2014) Therefore, GroupMap has partners
with their strategic alliances to achieve their goal.
Under Quadrant 4, GroupMap’s innovation activities are depends on the speed of
development. Thus, GroupMap requires a team of people with experiences and high
achievement.
4.1.2 Organizational characteristics that facilitate the
innovation process
GroupMap classified as growth orientation business which aim to seek profit, plan
for the long run and grow the business (Trott 2012, 93). GroupMap willing to reach as
business facilitators and consultant, education sector, collaborative works teams,
conference sites and market research firm. GroupMap is motivated by the great feedback
from customers (Lu 2014).
GroupMap13
As GroupMap is in growing stage, they may not have sufficient technology to
develop innovation. Thus GroupMap has high level of receptivity with increasing the
number of alliances (Trott 2012, 96).
According to the research, entrepreneurial leadership defined as the combination
of strategies, leadership and entrepreneurship to manage the growth ventures (Kuratko
and Audretsch 2008, 6). An effective strategic leadership enable Jeremy to decide the
firm’s purpose or vision, develop the core competencies, and manage business resources.
4.2 Managing the New Product development process
4.2.1 New product development (NPD) as a strategy for
growth
The continuous development of new product provides opportunities for business
growth, increases profitability and survival. NPD teams are crucial of firm’s marketing
strategy and business growth (Badrinarayanan and Arnett 2008, 242). Currently, firms are
usually collaborating with suppliers in NPD to reduce development cost, time and
improve product designs. However, this may bring conflicts in managing collaborative
NPD (Lam, Chin and Pun 2007, 892).
Ansoff matrix identified about increase in market and product opportunities for
business growth. Ansoff matrix suggested four strategies for business growth: market
penetration, market development, product development and diversification strategy (Trott
2012, 422).
Today, a variety of software applications are used as a teaching and learning tool.
Furthermore, social network become more and more popular among the society. Jeremy
is suggested to improve the quality and additional functions of their innovation.
4.2.2 Network model of NPD
Network model of NPD is knowledge build up with marketing and sales, finance,
engineering and manufacturing and research and development (Trott 2012, 442).
GroupMap is still a growing business. Therefore, they are difficult to compete with other
companies due to lack of several capabilities and resources.
GroupMap14
GroupMap shows a network model underlines the external linkage link with the
internal activities in order to improve successful of product development (Trott 2012,
442). Strategic alliances can bring additional knowledge and capabilities to GroupMap.
Through external linkage can enhance successful of NPD process (Trott 2012, 442).
4.2.3 Generation business opportunities
“Generation business opportunities are the process of collecting possible business
opportunities that could realistically be developed by the business into successful
products “(Trott 2012, 561).
Jeremy mentioned that feedbacks from users are motivating them to work better.
According to research, Customer Relationship Management (CRM) strategy able to
understand customer’s needs, contribute feedback and operational efficiencies
(Herhausen and Schogel 2013, 1692). Hence, GroupMap collects users’ feedback to seek
for improvement and updated them with the trend.
In the early 1990, quality management (QM) emerged as an important topic in
Research and Development (R&D). It has become a source of competitive advantage and
enables better firm performances (Kumar, Kim and Kumar 2012, 156). To efficiently
achieve the R&D goals, GroupMap should understand the core concept of QM and apply
it across their organisation.
Furthermore, GroupMap is suggested to implement brainstorming and synectics
with their employees or management team (Trott 2012, 563). To encourage people use
their own imagination and creativity to build a new idea. Employees should voice out
their idea for decision making.
4.2.4 Screening of business opportunities
Screening of business opportunities process is to identify whether the new idea is
success or fail. It is necessary to filter the ideas before start to develop it. After that,
choose the good idea and drop the bad idea (Trott 2012 564).
Jeremy is suggested to launch concept testing, technical testing and business
analysis (Trott 2012 566). Jeremy needs to collect customer’s feedbacks. By doing this,
Jeremy can understand the customers’ need and market trend. Moreover, technical testing
GroupMap15
is important for new idea evaluation. Concept testing is done after idea screening. The
idea should be analysed by the experts to increase success rate of the idea. Before the
NPD process, Jeremy should focus on marketing plan, technical plan, financial
performances and budgeting system.
GroupMap16
5.0 Questions from CEO
5.1 Product development
Jeremy is suggested to set a business plan to guide the management team to right
direction and ensure the decision making is based on customer requirements (Beaver and
Prince 2002, 82). Increase on technical supporting to monitor the process. Ensure the
software is run softly and high speed. GroupMap launches improvements such as desktop
notification for any new posts.
5.2 Business development
Jeremy is suggested to create partnerships with international schools or
universities. GroupMap can license to other collaboration companies such as Yammer
and Google Hangout. Yammer is a private company’s social network that allows
employees to collaborate across departments, locations and business apps. Yammer is
used by more than 200000 companies worldwide (The World Moves Fast. Move Faster
With Yammer 2014). To develop Human Resource Management (HRM) to acquire
sufficient human resources, match employees to right job situation, and motivate them
achieve the goal congruence (Dabic et al 2011, 27)
5.3 Marketing
Due to the advantage of internet, it changes how the business communicates with
their customers. An engagement-based marketing defined as offering something that
people actually want and benefit to customers (Mercer 2014). GroupMap cooperates with
social media interactions to promote the company. It is benefits for GroupMap to engage
in education fair to increase the users among the lecturers and students.
5.4 Other commercialisation
It is essentials to refresh advertisement and keep the company’s name to be
remembered by customers. GroupMap can create online video to reach and connect with
customers on a deeper level. The world of technology can change very fast. Thus,
GroupMap needs to excess into new market with a new software application.
GroupMap17
6.0 Conclusion and recommendation
In conclusion, GroupMap is effective and interesting innovative software. Most
importantly, it is helpful in education sectors as well as large group discussions.
The IPP strategy represented a crucial to protect this innovation from imitated by
third parties. Jeremy is on the right track in protecting his innovation by using copyright
and trademark. Jeremy is suggested to implement patent protection when they become a
larger corporate in future.
Furthermore, GroupMap has a good management of organizational knowledge
with rich experiences and collaborative of knowledge between the founders and
employees which can create competitive advantages. Through strategic alliance,
GroupMap can get business opportunities to make profit together and achieve
competitive advantage with the exchange of access of knowledge, resources and skills.
By doing this, GroupMap should collaborate with other collaboration companies and also
improve their operational.
Therefore, GroupMap can develop new products and maintain their core
competencies. Development of new product provides opportunities for business growth,
increases profitability and survival. Jeremy is recommended to manage the NPD process
effectively in order to improve the success rate of the new innovation.
GroupMap18
7.0 Reference List
About. 2013. GroupMap. Accessed May 11, http://www.groupmap.com/about/.
Badrinarayanan, Vishag and Dennis B. Arnett. 2008. “Effective virtual new product
development teams: an integrated framework.” Journal of Business & Industrial
Marketing 23 (4): 242–248. doi: 10.1108/08858620810865816.
Beaver, Graham and Christopher Prince. 2002. “Innovation, entrepreneurship and
competitive advantage in the entrepreneurial venture.” Journal of Small Business
and Enterprise Development 9 (1): 28-37. doi: 10.1108/14626000210419464.
Bragg, Claire. 2014. “MEMBER PROFILE; JEREMY LU AND BRAD- GROUPMAP.”
Spacecubed. Accessed May 11, http://www.spacecubed.com/2012/11/19/member-
profile-jeremy-lu-and-brad-groupmap/.
Cao, Yong and Li Zhao. 2013. “Analysis of patent management effects on technological
innovation performance.” Baltic Journal of Management 8 (3): 286-30.
doi: 10.1108/BJOM-May-2012-0033.
Curtin teaching and learning. 2014. Curtin University. Accessed May 13,
http://otl.curtin.edu.au/teaching_learning_services/groupmap.cfm.
Dabic, Marine, Marta Ortiz De Urbine Criado, and Ana M.Romero Martinez. 2011.
“Human resource management in entrepreneurial firms: a literature review.”
International Journal of Manpower 32 (1): 14-33.
doi:10.1108/01437721111121206.
Gravier, Michael J., Wesley S. Randall, and David Strutton. 2008. “Investigating the role
of knowledge in alliance performance.” Journal of Knowledge Management
12 (4): 117-130. doi: 10.1108/13673270810884291.
GroupMap19
GroupMap Technology. 2014. Linkedin. Accessed May 11,
http://www.linkedin.com/company/groupmap-technology.
Herhausen, Dennis and Marcus Schogel. 2013. “Profiting from customer
relationship management.” Journal of Management History 51 (8): 1678-1700.
doi: 10.1108/MD-08-2012-0582.
How to Collect, Store, and Sort Your Ideas. 2012. IPAA. Accessed May 11,
http://www.wa.ipaa.org.au/How-to-Collect-Store-and-Sort-Your-Ideas.aspx.
Jeremy Lu. 2014. Linkedin. Accessed May 13, http://au.linkedin.com/in/lujeremy.
Kumar, Vinod, Dong-Young Kim, and Uma Kumar. 2012. “Quality management in
research and development.” International Journal of Quality and Service Science
4(2): 156-174. doi:10.1108/17566691211232891.
Kuratko, Donald F. and David B. Audretsch. 2008. “Strategic Entrepreneurship:
Exploring Different Perspectives of an Emerging Concept.” Entrepreneurship:
Theory & Practice 33 (1): 1-17. doi: 10.1111/j.1540-6520.2008.00278.x.
Lam, Ping Kit, Kwai Sang Chin, and Kit Fai Pun. 2007. “Managing conflict in
collaborative new product development: a supplier perspective.” International
Journal of Quality & Reliability Management 24 (9): 891–907. doi:
10.1108/02656710710826171.
Learn More. 2013. GroupMap. Accessed May 11,
http://www.groupmap.com/learn-more/
GroupMap20
Lu, Jeremy. 2013. “GroupMap to showcase innovative collaboration software
at Gartner IT Symposium.” GroupMap. Accessed May 13,
http://www.groupmap.com/2013/08/25/groupmap-to-showcase-innovative-
collaboration-software-at-gartner-it-symposium/.
Lu, Jeremy. 2013. “How we got 160 people to brainstorm on GroupMap.” GroupMap.
Accessed May 13, http://www.groupmap.com/2013/06/17/how-we-used-
powtoons-to-get-160-people-to-brainstorm-with-us-on-groupmap/.
Lu, Jeremy, interviewed by Curtin University. 2014. “Entrepreneurs & Enterprise
Presentation,” EchoCenter, podcast audio, March 19, 2014,
http://echo.ilecture.curtin.edu.au:8080/ess/echo/presentation/8031881d-4729-
4181-aae7-36ea905e531c/media.mp3?downloadOnly=true
Mercer, David. 2014. “In the Social Age, Don’t Advertise, Engage.”
Accessed May 14, http://www.entrepreneur.com/article/231490.
Natti, Satu, Pia Hurmelinna-Laukkanen, and Wesley J. Johnston. “Absorptive capacity
and network orchestration in innovation communities – promoting service
innovation.” Journal of Business & Industrial Marketing 29 (2): 173 – 184.
doi: 10.1108/JBIM-08-2013-0167.
Ng,A.W, Douglas Macbeth, and Geoff Southern. 2014. “Entrepreneurial performance
of early-stage ventures: dynamic resource management for development and
growth.” International Entrepreneurship and Management Journal 10 (37): 1-19.
doi:10.1007/s11365-014-0303-x.
OzAPP Award finalists GroupMap prove determination is key to success. 2014. OZAPP.
Accessed May 11, http://ozapp.com.au/2013-ozapp-award-finalists-groupmap-
prove-determination-is-key-to-success/.
GroupMap21
Reed, Richard and Susan F.Storrud-Barnes. 2011. “Patenting as a competitive tactic in
Multipoint competition.” Journal of Strategy and Management 4 (4): 365-383.
doi: 10.1108/17554251111181016.
Shaabani, Esmaei, heidar Ahmadi, and HamidReza Yasdani. 2012. “Do interactions
among elements of knowledge management lead to acquiring core competencies?”
Business Strategy Series 13 (6): 307-322. doi:10.1108/17515631211286164.
Siddiqi, Shahid. 2000. “Customizing core competencies: The regional challenge.”
International Journal of Commerce and Management 10 (1): 91-104.
doi: 10.1108/eb047398.
Spinello, Richard A. 2007. “Intellectual property rights.” Library and Information Studies
25 (1): 12-22. doi: 10.1108/07378830710735821.
Terms of service. 2014. GroupMap. Accessed May 12,
http://www.groupmap.com/terms/.
The World Moves Fast. Move Faster With Yammer. 2014. Yammer. Accessed May 14,
https://www.yammer.com/.
Trott ,Paul. 2012. Innovation Management and New Product Development. Fifth edition.
England: Pearson Education.
Tseng, Chun-Yao, Da Chang Pai, and Chi-Hsia Hung. 2011. “Knowledge absorptive
capacity and innovation performance in KIBS.” Journal of Knowledge
Management 15 (6): 971 – 983. doi: 10.1108/13673271111179316.
Yan, Ruiliang. 2009. “Pricing strategies and firm performances under alliance brand.”
Journal of Product & Brand Management 18 (3): 226 – 232.
doi:10.1108/10610420910957852.
8.0 Appendix
8.1 Appendix 1: Jeremy Lu’s Timeline
Source: Jeremy Lu 2014
GroupMap22
Jeremy Lu’s Timeline
8.2 Appendix 2: Jeremy Lu’s Honors & Awards
Source: Jeremy Lu 2014
2006• Young Professional of the Year • Austalian Institute of Management
June 2006
• Top Student Award • Chamber of Commerce and Industry
2007
• Teaching Prizes x 6, Teaching Nomination• Curtin University• University of WA
2010• MBA Scholarship • CPA Australia/ U21 Global Group of Universities
2012• oZAPP Competition • oZAPP National Awards
December 2012
• PVC Excellent Award• Curtin University
GroupMap23
Jeremy Lu’s Honors & Awards
Young Professional of the Year - NFPAustalian Institute of Management
Top Student Award - Business Strategy and LeadershipChamber of Commerce and Industry
Teaching Prizes x 6, Teaching NominationCurtin University- School of Accouting University of WA- School of Economics and Finance
MBA Scholarship - CPA/ U21GlobalCPA Australia/ U21 Global Group of Universities
oZAPP Competition - 3rd placeoZAPP National Awards
PVC Excellent AwardCurtin University
Business Strategy and Leadership
8.3 Appendix 3: GroupMap’s logo
8.4 Appendix 4: The knowledge base of an organization
Source: Trott 2012, 208
GroupMap24
: GroupMap’s logo
Appendix 4: The knowledge base of an organization
8.5 Appendix 5: Core competencies, imitability and profits
Source: Trott 2012, 202
GroupMap25
Core competencies, imitability and profitsCore competencies, imitability and profits
8.6 Appendix 6: Pearson’s uncertainty map
Source: Trott 2012, 86
GroupMap26
Appendix 6: Pearson’s uncertainty map
8.7 Appendix 7: Ansoff matrix
Source: Trott 2012, 422
GroupMap27
Ansoff matrix
8.8 Appendix 8: Network model of NPD
Source: Trott 2012, 422
GroupMap28
Network model of NPD
GroupMap29
8.9 Index of exhibits
8.9.1 Video: Introduction of GroupMap
http://www.youtube.com/watch?v=oJilJBiDleE&rel=0
8.9.2 Blog: Tumblr~ Information about GroupMap
http://leechengvoon.tumblr.com/
8.9.3 Pinterest: Pictures slides show for the GroupMap
http://www.pinterest.com/chengvoon/space-to-think/
Log in with email address: [email protected]
Password: leechengvoon