product and services innovation

8/11/2019 Product and Services Innovation

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Assessment 2: Phase B

Kinect for Xbox 360

BHO 2259 PRODUCT & SERVICE INNOVATIONS

Names: Cheong Chee Wing 3902623

Aw Dee Ean 3928050

Lee Yi En 4100331


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1.0 Present Scenario Summary ............................................................................................................... 2

Executive Summary ................................................................................................................................. 3

2.0 Technological viability ....................................................................................................................... 4

2.1 Firm Related Factors ..................................................................................................................... 4

2.1.1 Organisational Culture ........................................................................................................... 4

2.1.2 Organisational Structure ........................................................................................................ 4

2.1.3 Innovation Experience ........................................................................................................... 4

2.1.4 Research and Development (R&D) ........................................................................................ 5

2.1.4.1 R&D Team ....................................................................................................................... 5

2.1.4.2 R&D Intensity .................................................................................................................. 5

2.1.5 Strategy towards Innovation .................................................................................................. 5

2.2 Project Related Factors ................................................................................................................. 5

2.2.1 Complementarity ................................................................................................................... 5

2.2.2 Innovation Management Style ............................................................................................... 6

2.2.3 Top Management Support ..................................................................................................... 6

2.3 Summary Analysis of Technological Viability ................................................................................ 6

3.0 Commercial Viability ......................................................................................................................... 7

3.1 Product Related Factors ................................................................................................................ 7

3.1.1 Relative to Competitors ......................................................................................................... 7

3.1.1.1 Relative Pricing ................................................................................................................ 7

3.1.1.2 Relative Quality ............................................................................................................... 8

3.1.2 Uniqueness and Degree of Innovation .................................................................................. 8

3.1.3 Technological Advanced ........................................................................................................ 8

3.2 Market related Factors ................................................................................................................. 9

3.2.1 Concentration of Target Market ............................................................................................ 9

3.2.2 Timing of Market Entry .......................................................................................................... 93.2.3 Competitive Pressure ........................................................................................................... 10

3.2.4 Marketing ............................................................................................................................. 10

3.3 Summary Analysis of Commercial Viability ................................................................................. 11

4.0 Future Pathways ............................................................................................................................. 11

4.1 Opportunities .............................................................................................................................. 11

4.2 Challenges ................................................................................................................................... 12

4.3 Team Reflection .......................................................................................................................... 12

List of References .................................................................................................................................. 13


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1.0 Present Scenario Summary

The Kinect is a peripheral device for the Xbox 360, it features a motion sensing input system

for the console. The motion sensing technology of the Kinect is built upon three sensors

located at the front of the device. It has a depth sensor, infrared laser projector as well as a

RGB camera capable of tracking motion as well as facial recognition. The hardware runs on a

proprietary software that allows advanced gesture recognition and is able to track 6 people at

once with a motion analysis of up to 20 joints per person.

The Kinect is designed to appeal to a much larger market compared to the Xbox 360. Instead

of the hardcore gamers that the Xbox 360 is targeting, the Kinect enters the realm of the

casual gaming market following the success of the Wii. Within this casual gaming market

segment, the Kinect has targeted several of its sub-segments based on their demographics,psychographics, consumption patterns, buying habits as well as hobbies and interests. The

segments are Family Timers market (Family size of 3-5 with young children or tweenagers),

Hyper Social female market (Social butterfly female aged 14-40) and the Hanging Out

market (Male and female age 13-40 that seeks social acceptance). The Kinect has positioned

itself as a system that facilitates social bonding between friends and family members.

The Kinect faces fierce competition with the market pioneer, Nintendo Wii and their fierce

rival, Sony Playstation Move. Both the Move and Kinect followed the Wii into the casual

gaming market after its incredible success. Before Sony and Microsoft launch the Move and

Kinect, the Wii was leading the sales chart by a very large margin and taking up the majority

of the market share within the industry. As of 2012, the market share of the three companies

has been somewhat equalise with no clear market leader. Besides that, the Kinect also faces

an indirect competition from smartphones and tablets as a platform for gaming as the trend in

the casual gaming market has been slowly shifting to mobile device due to convenience.

Microsoft has a large budget of US$500 million for the marketing campaign of the Kinect.

Within the campaign, Microsoft has used IMC campaign named You Are the Controller,

advertisements on television targeted at young children or tweenagers as well as

advertisements on cereal boxes, pepsi bottles and various magazines. Other than that,

Microsoft have also invited a number of celebrities to endorse in the Kinect as part of their

PR strategy. On the launch day of the Kinect in 2010, Microsoft has held a major event in the

Times Square, New York. During the event, free Kinects were given away to the attendees.


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Executive Summary

The success of a new innovation can be boiled down into how viable the product is in terms

of technology and commercial. A products technological and commercial viability can be

split up into 4 factors; firm related factors, project related factors, product related factors as

well as market related factors.

The technological viability of MicrosoftsKinect for Xbox 360 is very good. It has a very

conducive organisational culture that encourages innovation due to its well managed

leadership and collaboration between employees. The organisational structure also supports

innovation as it encourages interdepartmental co-operations with its function based

departments. Microsoft has a long history of innovation experience through internal research

as well as getting knowledge and experience through acquiring other firms. Although itsR&D team lacks individuals that are extremely passionate on specific areas, Microsoft are

willing to spend a lot of money on R&D. Microsoft mainly adopts a fast follower strategy

towards innovation as this complements their resources in terms of marketing, research,

advertising, sales and distribution. Projects in Microsoft is managed with a sound

management plan of planning, brainstorming, phases of screening and evaluation,

development and market research and then finally the market introduction. The project also

receives a lot of top management backing as long as it has commercial results.

The commercial viability of the Kinect is good. Relative to its competitors, the Kinect has a

very good pricing for higher number of players as well as superior quality product with very

good technical specifications although it loses out on group related games. Among its

competitors, it is the only one using a controller free motion sensor. This is made possible by

its superior technological advancement. Due to the low concentration of their target markets,

communications to the target markets would be quite costly and difficult. The competitive

pressure in the market is very intense and competitive and although it entered the market

approximately 5 years after the Wii, but it did not suffer much financial loss because they

already have an established install base of Xbox 360.


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2.0 Technological viability

2.1 Firm Related Factors

2.1.1 Organisational Culture

Leadership and collaboration within a company are important aspect in an organisational

culture. Microsofts CEO, Satya Nadella, said in an interview that he places a higher

emphasis on the discovery muscle, the exploration and innovation of the company rather

than the delivery muscle, product development driven by market research (Bryant 2014).In

2013, Microsoft has abolished its stack ranking system where employee performance are

reviewed and poor performers will likely be sacked (Warren 2013). What used to happen was

employees are rewarded not just for good performance but also making sure their colleagues

failed (Hanft 2013). This is very conducive to innovation as it encourages collaboration ratherthan innovation.

2.1.2 Organisational Structure

The departments in Microsoft used to be organized in product-based divisions where each

division will only take responsibility for their own products. Recently Microsoft has

reorganized its structure by function such as marketing, business development, finance, legal,

and HR (Bright 2013). This change meant that there would be much more co-operations

between department as there are much lesser interdepartmental competition for resources

such as budget and competencies. Since there are lesser competition and more co-operations

between departments, the interdepartmental communications will also likely to improve. This

organisational structure is highly conducive for innovation.

2.1.3 Innovation Experience

Since the launch of the first Xbox in 2001, Microsoft had formed its own video game

production and publishing studio, Microsoft Studios, for research and innovation. Microsoft

Studios has been acquiring various studios and companies such as Lionhead Studios(game

developer for Black & White and critically acclaimed Fable series), Massive Incorporate(in-

game advertising company) (Microsoft 2006) as well as forming new smaller studios focused

on specific product such as Good Science Studio(Kinect Software). This meant Microsoft

have bought large amount of their technology innovative personnel and while these

knowledge and experience are not inherently developed from the company, Microsoft has

possessed a vast amount of knowledge through vertical and lateral integrations.


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2.1.4 Research and Development (R&D)

Microsofts own research and development department, Microsoft Research was founded in

1991 and has laboratory all over the world. It doesnt focus on specific research but on broad

categorized areas such as hardware and software (Microsoft Research n.d.).

2.1.4.1 R&D Team

A product champion is a key characteristic that would greatly affect the R&D team. A

product champion is the key individual that would play the dominant role in a specific

research and are greatly passionate about the project (Chakrabarti 1974). Due to how the

R&D department is structure, Microsoft do not possess such an individual. The research are

sparse across multiple areas with no focus on the video game industry or any sector of

technology.

2.1.4.2 R&D Intensity

The amount of financial resource spent on R&D is a great indication of the research intensity

a firms dedication on innovation (Panne et al. 2003). Studies have shown that substantial

financial resources are needed for success (Page 1993). In 2011, Microsoft has reported spent

up to $9 billion on R&D, second highest only behind Samsung (Schofield 2011). Microsoft

Research has hired up to over 850 PhD-level researchers as well as over 40,000 developers

for product developments that year. With so much spent on R&D, Microsoft wants to keep

themselves on the forefront of technology. In 2013, Microsoft has reported spent $10.6

billion on R&D (Pepitone 2013).

2.1.5 Strategy towards Innovation

The four main innovation strategies are market leader, fast follower, cost minimisation and

market segmentation (Trott 2012). Microsoft is a huge company with multiple products and

hence they would have different innovation strategy with different products. However, a large

percentage of their products are developed as a result of a fast follower strategy (Enright

2013). For example, Windows Phone 7 followed iOs into the smartphone market and Xbox

was a result of Playstation and Nintendo (Forbes 2012). A fast follower strategy requires the

firm to quick to response to competitors and Microsoft has the appropriate resources such as

capital, R&D and marketing to achieve that.

2.2 Project Related Factors

2.2.1 Complementarity

A project needs to be compatible with a firms resource such as marketing, distribution, andproduction (Panne et al. 2013). Overall, the project of Kinect complements very well in terms


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of distribution and sales. Firstly, the distribution channels used to distribute Xbox 360s are

also compatible with distributing Kinects. They have partners such as DHL for international

logistics and Toys R Us and Best Buy for retailing that could easily distributes Kinects as

well (Howard 2010). Secondly, due to the nature of Kinect being a peripheral to the Xbox

360, sales strategies such as bundled promotions would fit well. The Kinect would not only

complement but also enhance the sales strategy.

2.2.2 Innovation Management Style

The success of a project is often very heavily influence by its management style. Well

managed projects are mainly split into 6 phases of planning, brainstorming, phases of

screening and evaluation, development and market research and finally market introduction.

As previously mentioned, Microsoft is a very big companies that works on multiple projects

with multiple different teams, thus the management style will vary upon different projects. In

the case of the Kinect, the management style of it very closely resembles the one above

where Xbox lead designer, Don Mattrick, starts off with the planning on a new way of

playing games (Business Insider 2014). They later came up with motion sensors based on

market research after brainstorming and screening ideas.

2.2.3 Top Management Support

Innovative projects demands a long-term commitment from the top managements to prevent

viable projects to be aborted prematurely (Brenner 1994). Microsofts top management has

always been very supportive of their innovation projects that have seen commercial success,

such as the Kinect, with a much higher risk tolerance for these projects during innovations of

new features (MacCormack 2009). In January 2014, there has been reports of shareholders

within Microsoft wanting to sell off its Xbox division, however CEO Satya Nadella has come

out and said that Microsoft is very committed to the business and a good supporter of

Microsoft Studios and the Xbox division (Makuch 2014).

2.3 Summary Analysis of Technological Viability

Overall, the firm and project related factors affecting the technological viability are very

good. Microsoft has a very good organisation culture and structure that is very technological

viable. They have vast amount of innovation experience by acquiring other studios. A slight

downside is that they do not possess strong R&D in a specific segment but on the flipside

they are spending over $9 billion on R&D each year. This reflects their innovation strategy to

be a market follower. The Kinect is very complementarity to the firms distribution and sales

and the project receives good top management support and a sound management style.


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3.0 Commercial Viability

3.1 Product Related Factors

3.1.1 Relative to Competitors

The two main competitors to the Kinect are the Nintendo Wii and Sony Playstation Move.

This section will discuss about the relative price and relative quality of the Kinect in

comparison with its 2 main competitors.

3.1.1.1 Relative Pricing

Figure 1: Price comparison of Kinect, Wii and Move among existing console owners

(Examiner n.d.)

Figure 2: Price comparison of Kinect, Wii and Move among new console owners (Examiner

n.d.)

The figure on the left represents the number of player controller offerings. Since the Kinect

doesnt utilise any controllers, its price will be flat across all player offerings.Looking at the

price comparisons for existing console owners in Figure 1, the Kinect has the advantage of

having a static long-run cost at $149.99 while the Wii (comes with the console) and Move

($99.99) has the advantage in lower entry fee (1 player). In terms of selling the motion

controller with the consoles, Figure 2 shows that the Kinect lies in the middle in terms of

entry fee but also much cheaper than the other two when player counts goes up.


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3.1.1.2 Relative Quality

Product Technology Group Play Precision and

Response

Kinect A C B+

Move B+ B A

Wii B A C

Figure 3: Results of Sung (2010) Analysis of Kinect, Move and Wii

Some of the few determinants of product quality in motion sensing controllers are the

technology motion sensors, group play, precision and response of controller. According to

Sung (2010), the Kinects motion sensor technology is the best among its competi tors while

scoring the lowest in group play and mediocre in terms of precision and response. One of themain reasons Kinect has scored the lowest in terms of group play is because the Kinects

sensors is limited to only 2 players at once despite being able to track up to 6 people while

the other 2 utilises controllers and are able to have up to 4 players at once. Group play is an

important aspect with regards to the target market as this segments consumption pattern of

games usually consists of party games where multiplayer is necessary.

3.1.2 Uniqueness and Degree of Innovation

Although Microsoft is the first company to bring the technology of body tracking motionsensing to the video game industry, this technology is not new and has been use in other

technology industry. As previously mentioned, Microsoft is predominantly a fast follower in

the market and the Kinect is the result of such strategy following the Nintendo Wii. If the

metric degree of innovation is measured by how much a company invents new technology,

then the Kinect would be considered low innovative. However Microsoft has never really

been the company that invents new cutting edge technology but rather the one that innovates

through the application of existing technology into different industry or market. As of today,

the Kinect is still the only one that is capable of being controller-free.

3.1.3 Technological Advanced

Despite being group into the same category as the Nintendo Wii and Playstation Move as an

interactive motion sensing peripheral, the technology used in the Kinect is far more advanced

than its peers. While all three achieves the ability to interact with motion as the end result, the

technology used is actually quite different (Fleming 2014). Firstly, the Kinect is the only one

with a 3D depth sensor which can tell how far away things are in a 3D environment while the

other two only projects images into a 2D plane (Microsoft n.d.). Secondly, the Kinect is also


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the only one that uses infrared projector to calculate angle for 3D imaging by stereo

triangulation (Future Piece 2010). These two technology advancement enables the Kinect to

be used controller-free.

3.2 Market related Factors

3.2.1 Concentration of Target Market

As previously mentioned, the Kinect is targeted at the Family Timers segment, Hyper Social

Female segment and Hanging Out segment (Holmes Report 2011). These are all highly

specified target markets varying in age groups, psychographics tendencies, consumption

patterns, buying habits as well as interests and hobbies. Although all of these segments falls

into the casual gaming market, the market itself is very large. Hence, there is a very low

concentration of target market. The implication of this is that Microsoft has to spend much

more on marketing communication with different advertising strategy to target the different

segments. The communication message as well as media strategy needs to cater to the

specific segments.

3.2.2 Timing of Market Entry

Figure 4: Kinect install base (Bishop 2012)

The Kinect and Move was launched in 2010 on the 4thof November and 15thof September

respectively while the Playstation Move and Nintendo Wii was launched on 19 th of

November 2006 (Lowensohn 2011, Hachman 2010, Rudden 2006). Although the Kinect waslaunched slightly later than the Move and almost 5 year later than the Wii, Microsoft did not


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suffer much financially as the Xbox 360 itself was launch way back in 2005 (Surette 2005).

As shown in Figure 4, it already has an established install base of Xbox 360 users which

enables the Kinect to quickly regain back some of the market share that the Wii has held for

the 5 years.

3.2.3 Competitive Pressure

Figure 5: Worldwide console market share from 2005 to 2012 (Hollensen 2013)

As shown in Figure 5, the market share of all three Xboxs Kinect, Playstations Move and

Nintendos Wii are all competing fiercely with no more than 40% market share each. The

Kinect is operating in a highly competitive industry. In markets with such intense

competition, Panne et al. (2003) has stated that would discourage radical innovations and

instead encourage incremental innovations due to the higher risk factor. This is actually

complementary to Microsofts strategy as a market follower as they prefer to others take the

risk and then quickly reacting to it.

3.2.4 Marketing

Although the research for the market interest in motion sensing device has been paved by

Nintendo, Microsoft has done a very thorough market research to ensure for the success of

the Kinect. Microsoft has used both primary and secondary research to garner insights to

consumers technology space as well as researching on its target markets media consumption

habits (Holmes 2011). These researches are normally conducted in focus groups and in-depth

interviews.


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3.3 Summary Analysis of Commercial Viability

Among its competitors, the Kinect has a good pricing strategy for consumers with high

amount of players. In terms of quality, it has the superior technical specifications but suffer in

terms of group play. It is unique in the sense that none of its competitors are using controller

free technology and it is the controller-free technology that makes them technological

advance compared to its competitors.

As for market related factors, most of its target market are not concentrated which makes it

difficult and costly for communication purposes. The Kinect is launched about 5 years after

the Wii but they already have a good install base of Xbox 360 to reduce financial loss. It is in

a very intense and fierce competition with both Nintendo Wii and Sony Playstation. Overall,

Kinects commercial viability is good.

4.0 Future Pathways

4.1 Opportunities

One of the biggest opportunities for the success of Kinect would be its application to systems

outside of the gaming industry (Campbell 2010). This is a mostly unintended as the Microsoft

developers has never planned for such applications of the product. Ever since the release of

Kinects SDK (Software Development Kit), people have been building systems for non-

gaming applications using its motion sensing technology. For example, the Kinect has been

rapidly adopted within the medical sector for medical uses (Gilpin 2014). Examples of

current usage are cognitive rehabilitation exercises, Parkinsons disease function retraining,

and autism screening and therapy (Ortega et al. 2014, Galna et al 2014, Comstock 2013).

Hence the biggest opportunity for Kinect would be expanding its market beyond the gaming

industry. If it manages to establish its position in this new market, it would be very tough for

competitors to remove its first-movers advantage. Similar to how Windows dominated the PCOS market, the applications built will be using Kinects SDK. Hence the developers are

already familiar with the kit and have not much incentive to change. Furthermore,

applications rarely stay the same and would have frequent updates and new features built into

it over time. It would be very costly to suddenly abandon everything and use a new hardware

even if the technology is slightly superior.


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4.2 Challenges

Recently in the USA, there has been a large scandal involving the NSA (National Security

Agency) Surveillance and issues of privacy invasion. Basically the gist of it is that the NSA

has been using the PRISM program to spy on its citizens by collecting electronic data from

Internet companies such as Google (Kurtz 2014). There have been leaks reporting that the

NSA has been considering of using Kinects camera to spy on its users. Microsoft has been

trying to distant itself from such accusations as well as trying to reassure its users that their

Kinect is not secretly recording them, storing, and sending any information over the internet

to the NSA (Langley 2013). Although this is largely just a USA scandal, it realization that the

Kinect is capable of such feat will have negative implications to its users worldwide.

Another possible challenges is that the target market of the Kinect, casual gamers, are startingto shift to mobile gaming. In the USA alone, mobile gaming is growing incredibly quickly

with market penetration is very close to 80% with almost $24 billion revenue (Galarneau

2014). This is simply a change in consumer preferences and there is not much the Kinect can

do about it.

4.3 Team Reflection

Over the course of this research, the group have learned a lot on the business side of the

Kinect especially the internal aspect. As consumers of the product itself, we often are only

exposed to the marketing side of it. The group has also learned about the critical factors for

innovation success based on Panne, Beers & Kleinknechts model of technological viability

and commercial viability. Like I mentioned earlier, the product and market related factors are

rather easy to research on while the firm related and project related factors are considerably

harder to research.

Word Count: 2744


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