 !nvent!on !s constr@!ned look!ng !nto !t of rese@rch @nd the !

mprovement bure@u of
the @ssoc!@t!on. Wh!le !nnov@t!on don't h@ve @ny bound@ry or cutoff they spre@d
everywhere throughout the comp@ny.
 !nvent!on fund@ment@lly h@ppens when new thought struck @ chord. However,
!nnov@t!on h@ppens when comp@ny @cknowledged new !tem requ!re !n the m@rket
or ex!st!ng !tem need to m@ke str!des.
Th!s sep@r@te !n @bove h@s cl@r!fy !t @ppropr!@tely th@t !nvent!on @nd !nnov@t!on !s
ent!rely unexpected from e@ch other by the !de@, prep@re @nd by the !tem. !nvent!on !s truly
v!t@l to m@ke the w@ys of l!fe more cre@ted then @g@!n, !nnov@t!on !s essent!@l to
m@ke the !tem helpful for the cl!ent by enh@nc!ng them or by present!ng new !tem !n the
m@rket. !n !nvent!on rese@rcher need to concoct the thought, !de@ @nd process wh!le !n
!nnov@t!on, comp@ny enh@nce those !nnov@t!on !tem. !nvent!on @nd !nnov@t!on both
@ssume @ cr!t!c@l p@rt !n the gener@l popul@t!on w@ys of l!fe.
 B@S!S FOR !NVENT!ON !NNOV@T!ON
COMP@R!SON

Me@n!ng !nvent!on refers to the occurrence of !nnov@t!on !mpl!es the !mplement@t!on of !

@n !de@ for @ product or process for product or process for the very f!rst t!me.
th@t h@s never been m@de before.

Wh@t !s !t? Cre@t!on of @ new product. @dd!ng v@lue to someth!ng @lre@dy ex!st!n

Concept @n or!g!n@l !de@ @nd !ts work!ng Pr@ct!c@l !mplement@t!on of new !de@.
!n theory.

Sk!lls requ!red Sc!ent!f!c sk!lls Set of m@rket!ng, techn!c@l @nd str@teg!c

sk!lls.

Occurs when New !de@ str!kes @ sc!ent!st. @ need !s felt for @ product or !mprovement
ex!st!ng product.

Concerned w!th S!ngle product or process. Comb!n@t!on of v@r!ous products @nd proc

@ct!v!t!es L!m!ted to R & D dep@rtment. Spre@d @cross the org@n!z@t!on.

!ntroduct!on
The founder of the essence dr!nk !s @ksh@y kum@r. Th!s essence dr!nk m@!nly focus on the
l@sss! product @nd m@ngo l@ss! dr!nk !s most f@mous fl@vor from the!r @ll the fl@vor.
The!r product w@s h@d l@unched !n UK @nd @ch!eve the domest!c r!se s@les !n the m@rket
th!s w@s poss!ble only bec@use of the!r !nnov@t!on formul@ !n the m@rket. They h@d the
!de@ th@t no one h@d !n the m@rket on th@t t!me. But on the!r th!rd ye@r they h@ve went
down !n the s@les @nd got m@ny compet!tors !n the m@rket. Th!s essence dr!nk comp@ny
h@ve the!r some number of br@nches !n the m@rket @nd they @re present !n the d!fferent
country !n the world. M@ny workers work for them !n order to m@ke the!r org@n!z@t!on
more successful.

Essence dr!nks @re enormously popul@r bever@ges cons!st!ng pr!m@r!ly of c@rbon@ted

w@ter, sug@r, @nd fl@vor!ngs. Ne@rly 200 n@t!ons enjoy the sweet, sp@rkl!ng sod@ w!th
@n @nnu@l consumpt!on of more th@n 34 b!ll!on g@llons. Soft dr!nks r@nk @s @mer!c@'s
f@vor!te bever@ge segment, represent!ng 25% of the tot@l bever@ge m@rket. !n the e@rly
1990s per c@p!t@ consumpt!on of soft dr!nks !n the U.S. w@s 49 g@llons, 15 g@llons more
th@n the next most popul@r bever@ge, w@ter.
The roots of soft dr!nks extend to @nc!ent t!mes. Two thous@nd ye@rs @go Greeks @nd
Rom@ns recogn!zed the med!c!n@l v@lue of m!ner@l w@ter @nd b@thed !n !t for
rel@x@t!on, @ pr@ct!ce th@t cont!nues to the present. !n the l@te 1700s Europe@ns @nd
@mer!c@ns beg@n dr!nk!ng the sp@rkl!ng m!ner@l w@ter for !ts reputed ther@peut!c
benef!ts. The f!rst !m!t@t!on m!ner@l w@ter !n the U.S. w@s p@tented !n 1809. !t w@s
c@lled "sod@ w@ter" @nd cons!sted of w@ter @nd sod!um b!c@rbon@te m!xed w!th @c!d
to @dd effervescence. Ph@rm@c!sts !n @mer!c@ @nd Europe exper!mented w!th myr!@d
!ngred!ents !n the hope of f!nd!ng new remed!es for v@r!ous @!lments. @lre@dy the fl@vored
sod@ w@ters were h@!led @s br@!n ton!cs for cur!ng he@d@ches, h@ngovers, @nd nervous
@ffl!ct!ons.
S!gn!f!c@nce of !nnov@t!on @nd !nvent!on
!nnov@t!on !s re@lly !mport@nt @nd !nnov@t!on !s pr!or!ty for the org@n!z@t!on 90 percent
bus!nesses bel!eve th@t. !t !s become cle@r th@t the !nnov@t!on le@ds to we@lth cre@t!on.
Org@n!z@t!on need to be effect!ve on eff!c!ency @nd !t !s essent!@l but st!ll they c@nnot
surv!ve !n the m@rket w!thout !nnov@t!on.
!ncre@se product!v!ty @nd reduce cost: process !nnov@t!on help org@n!z@t!on to reduce
the cost of the product!on. By us!ng the @dv@nce !nnov@t!ve product @nd th!s m!ght be
poss!ble by !mprov!ng the product!on c@p@c!ty @nd flex!b!l!ty of the bus!ness. Th!s w!ll
@lso g!ve org@n!z@t!on w!th the cho!ce of l@rge econom!c sc@les.
!nnov@t!on !s re@lly s!gn!f!c@nt for @ny org@n!z@t!on @s th!s help org@n!z@t!on to
m@!nt@!n good s@les !n the m@rket. To m@!nt@!n good s@les !n the m@rket !t’s re@lly
!mport@nt for essence dr!nk to br!ng !nnov@t!on !n the!r org@n!z@t!on. !nnov@t!on !n the
essence dr!nk w!ll help the!r org@n!z@t!on to !ncre@se the!r worker product!v!ty @s they w!ll
th!nk more @bout the !nnov@t!on @nd @lw@ys w!ll!ng to come up w!th new !de@. On the
other h@nd !nnov@t!on w!ll @lso help essence dr!nk to reduce the!r cost of product!on
bec@use !nnov@t!on w!ll help the!r employees to become more eff!c!enc!es !n the!r work @nd
!ncre@se product!v!ty w!ll help them to do the!r work !n t!me w!thout w@st!ng @ny r@w
m@ter!@l.
Better qu@l!ty: by !nnov@t!ng new product or by !mprov!ng ex!st!ng product @nd the
qu@l!ty of the product org@n!z@t!on c@n @ble to supply customer w!th the product they
w@nt. !nnov@t!on @lso help org@n!z@t!on to cre@te @ better br@nd !m@ge @s they @re
@ble to supply customer w!th l@test @nd h!gh qu@l!ty product. !n th!s w@y org@n!z@t!on
c@n enjoy the h!gh s@les @nd prof!ts for the org@n!z@t!on.
!nnov@t!on w!ll help org@n!z@t!on to d!fferent!@te the!r br@nd @nd cre@te @ strong
br@nd !m@ge for the org@n!z@t!on. !nnov@t!on !n the essence dr!nk comp@n!es w!ll help
them to g!ve @ better qu@l!ty product to the!r customer. !nnov@t!on w!ll help essence dr!nk to
prov!de the customer w!th the product wh!ch !s tot@lly d!fferent from the!r compet!tors.
!nnov@t!on w!ll @lso help essence dr!nk to rem@!n compet!t!ve !n the m@rket by s@t!sfy!ng
the!r customer.
Bu!ld!ng product r@nge: the org@n!z@t!on wh!ch @re l!m!ted @t the product r@nge or
prov!de customer w!th s!ngle product these org@n!z@t!on c@n enjoy the m@rket @nd
rem@!n compet!t!ve !n the m@rket by focus!ng on the !nnov@t!on. Th!s help org@n!z@t!on to
d!fferent!@te the!r product from the!r compet!tors @nd get h!gher prof!ts @nd reduce r!sk for
the sh@reholders.
S!gn!f!c@nce of !nvent!on
!mprove l!fe styles: !nvent!on @llow people to get @ product or @ serv!ces wh!ch !s not
@v@!l@ble !n m@rket @nd !t !s the f@st t!me they !ntroduce !n the m@rket. Th!s help people
to surv!ve @ more modern l!festyles @nd m@ke the!r work more f@st d@y by d@y work.
!nvent!on g!ve them @ll the benef!ts hum@n w@nts to enjoy to m@ke the!r l!fe e@sy. Such
@s m@k!ng the new product l!ke, !nvent!on of telephone, w@tch @nd m@ny more wh!ch
m@ke l!fe more-e@sy.
!mprove technology: technology !mprovement m@ke th!ngs more e@sy wh!ch would not
otherw!se be poss!ble to do. !nvent!on connect people @nd m@ke !t e@sy to @ccess
!nform@t!on w!th the @!d of computer @nd !nternet. Now people c@n now se@rch !n @n
!nternet !f they w@nt to get @ny !nform@t!on @nd !t would not be poss!ble w!thout the
technology !nvent!on. People use to use letter to send some mess@ge !n !ncent t!me but now
they use !nternet wh!ch let the mess@ge tr@nsfer !n @ m!nutes @nd m@ke l!fe e@sy for the
org@n!z@t!on @s well @s @ll other people. Now org@n!z@t!on c@n send the!r mess@ge
e@s!ly w!thout w@st!ng the!r t!me @nd no need to w@!t for m@ny d@y for the reply they
c@n get !n !nste@d.
H!gh prof!t: !nvent!on c@n help the org@n!z@t!on !n m@ny w@y to !ncre@se the!r
prof!t@b!l!ty, product!v!ty @nd reduce the w@st@ge of the r@w m@ter!@l. !nvent!on @lso
help org@n!z@t!on to h@ve less cost of product!on of the!r product bec@use of the !nvent!on
of the product. Org@n!z@t!on c@n use m@ch!ne th!s d@y to do the!r product!on wh!ch w@s
not poss!ble !n p@st th!s w@s just poss!ble bec@use of the !nvent!on !n the m@rket. Those
!nvent!on !n the m@rket !s such @s tyres th!s help org@n!z@t!on to come up w!th the c@r
@nd tr@nsfer the!r product e@s!ly from one pl@ce to @nother wh!ch reduce the cost of
tr@nsport@t!on @nd @lso s@ve t!me for the org@n!z@t!on.

@ns2.
V@lue of !nnov@t!on
There @re s!x core v@lue of !nnov@t!on th@t @n org@n!z@t!on need to underst@nd !n the
order to underst@nd the !nnov@t!on v@lue !n the org@n!z@t!on.
 Opportun!ty
Through the @ppl!c@t!on of exper!ence @nd knowledge hum@n c@n !dent!fy the!r
opportun!ty !n !nnov@t!on for the!r org@n!z@t!on @nd hum@n sh@pes the !nnov@t!on
opportun!ty !n the w@y wh!ch th@t en@ble the !nnov@t!on !n @ct!on.
 Sust@!n@b!l!ty
!nnov@t!on c@n help @n org@n!z@t!on to h@ve @ sust@!n@ble future for the
org@n!z@t!on @nd work of !nnov@t!on c@n m@ke @ sust@!n@b!l!ty through the w@y of
!nvest!ng well pl@ce !nvestment !n the resources.
 C@p@b!l!ty
C@p@ble !s how @nd wh@t org@n!z@t!on !s c@p@ble of do!ng someth!ng !n order to
m@ke the!r org@n!z@t!on more success. !nnov@t!on help @n org@n!z@t!on become more
strong @nd c@p@ble org@n!z@t!on. To bu!ld c@p@c!ty for the !nnov@t!on org@n!z@t!on
requ!re to h@ve !ntell!gence, str@teg!es, @nd d!sc!ple @ppro@ch.
 !nclus!v!ty
!nnov@t!on !s the !ntr!ns!c@lly soc!@l @nd coll@bor@t!ve process !n the org@n!z@t!on.
Everyone !n the org@n!z@t!on h@ve to pl@y @ role !n the !nnov@t!on. Web technolog!es
en@ble to open @nd d!str!bute the p@rt!c!p@t!on !n glob@l sc@les.
 Poss!b!l!ty
Poss!b!l!ty !s prec!ous g!ft of hum@n !m@g!n@t!on. !nnov@t!on m@ke the th!ngs come
re@lly by d!scover!ng wh@t !s poss!ble for the org@n!z@t!on. Those !m@g!n@t!on could be
f@!l or r!sky @s @ result.
 Respons!b!l!ty
!t c@n be d!ff!cult for the respons!ble le@ders to do !nnov@t!on of cr!t!c@l elements. Who
must be concern @bout the he@lth @nd s@fety of the employees @nd well-be!ng of the!r
org@n!z@t!on?

!mport@nt of !nnov@t!on
M@ny org@n!z@t!on @re @dopt!ng me@sure to strengthen the!r @b!l!ty @nd c@p@b!l!ty to
!nnov@te. Those org@n!z@t!on m@!nly dependence the!r oper@t!ng system for !nnov@t!on.
To surv!ve !n the m@rket compet!t!vely @nd successfully org@n!z@t!on need to be
!nnov@t!on. !nnov@t!on pl@y @n !mport@nt role !n the org@n!z@t!on to m@ke the bus!ness
more successful.

To meet customer expect@t!on: customer @lso @ re@sons why org@n!z@t!on w@nts to do

!nnov@t!on !n the m@rket. Customer @lw@ys l!ke to use the product wh!ch @lw@ys !mprove
@nd cont!nu@lly ch@nge the!r product @nd m@ke more !mprovement @nd product !s f@st to
use. Modern customer @lw@ys try to look!ng for the product wh!ch h@ve more benef!ts @nd
keep @ll the !nform@t!on @bout wh@t they buy @nd who they buy !t from. !f org@n!z@t!on
f@!l to meet the customer expect@t!on they w!ll f@!l !n the m@rket wh!ch mot!v@te them to
do !nnov@t!on.

Meet!ng customer expect@t!on !s the f!rst pr!or!ty of @ny org@n!z@t!on so !t !s not d!fferent
for the essence dr!nk org@n!z@t!on they @lso w@nt to come up w!th the product wh!ch w!ll
meet the!r customer expect@t!on. S@t!sfy!ng customer w!ll help them to get the!r des!re s@les
@nd @lso the prof!ts. To meet the customer expect@t!on essence dr!nk org@n!z@t!on h@ve to
look for the customer preference @nd study @bout the!r t@rget m@rket @nd the!r customer.
Th!s w!ll help them to prov!de the!r customer w!th the product they re@lly need @nd w@nt.

To compete w!th compet!tors: org@n!z@t!on @lso need to be !nnov@t!ve to rem@!n

compet!t!ve !n the m@rket @s the!r compet!tors @lw@ys try to come up w!th developed
product or new product to get more customer. @nd !nnov@t!on !s !mport@nt bec@use th!s !s
the pr!m@ry w@y to d!fferent!@te the product from compet!tors. @s @n org@n!z@t!on !f they
f@!l to compete w!th the compet!tors w!th the pr!ce they need to come up w!th some
!nnov@t!on wh!ch w!ll help the!r bus!ness out from the crowd.

Essence dr!nk h@ve lots of compet!tor !n the m@rket who h@ve !ntroduce or come up w!th
the s@me k!nd of product l!ke essence dr!nk. To compete w!th the!r compet!tors !n the m@rket
essence dr!nk comp@ny need to be more !nnov@t!ve !n the m@rket @s !nnov@t!on help
org@n!z@t!on to d!fferent!@te the!r product from the!r compet!tors @nd th!s help
org@n!z@t!on to get more customer. !nnov@t!on @lso !mport@nt for essence dr!nk to
!ncre@se the!r s@les !n the m@rket !f they f@!l to !nnov@te @nd s@t!sfy the!r customer they
w!ll not @ble to run the!r bus!ness successfully !n the m@rket.
Be the f!rst one !n !nnov@t!on: !nnov@t!ng product !s re@lly !mport@nt for @ny
org@n!z@t!on but org@n!z@t!on need to m@ke sure they come up w!th the !nnov@t!on before
the!r compet!tors do. Compet!tors @lso dr!ve some @mount of !nnov@t!on !n the bus!ness. !f
the bus!ness !s @ble to !nnov@te f!rst they c@n get m@ny @dv@nt@ge by t@k!ng the f!rst
entry !n the m@rket @nd th!s @lso help bus!ness to cre@te @ good br@nd !m@ge @nd get
loy@l customer.

Before the compet!tors of essence dr!nk come up w!th some !nnov@t!on product or !de@ they
h@ve to m@ke sure they h@ve the !de@ before the!r compet!tors. Th!s w!ll help essence dr!nk
to !ntroduce the product !n the m@rket before th@n the!r compet!tors @nd th!s help essence
dr!nk to @ttr@ct the!r customer tow@rds the!r org@n!z@t!on @lso help them to m@ke strong
br@nd !m@ge for the!r org@n!z@t!on by @dd!ng someth!ng new w!th the!r product or
develop the!r ex!st!ng product for more better qu@l!ty product.

!nnov@t!on to grow !n bus!ness: org@n!z@t!on need to be !nnov@t!ve !n order to grow !n the

bus!ness @nd run @ successful bus!ness. Org@n!z@t!on need !nnov@t!on to perform better
@nd effect!ve th@n the!r compet!tors !n the m@rket. D!srupt!ve !nnov@t!on c@n spo!l the
successful bus!ness prof!le th@t run !n the m@rket. To grow !n the m@rket org@n!z@t!on
need to be !nnov@t!ve @nd try to c@pture more customer.

To !ncre@se s@les !n the m@rket !t !s s!gn!f!c@nt for the essence dr!nk comp@n!es to h@ve
@n !nnov@t!on culture !n the!r org@n!z@t!on. Customer @lw@ys l!ke to buy the product
wh!ch !s better !n qu@l!ty @nd @lso s@t!sfy the!r dem@nd. So to s@t!sfy the!r customer
essence dr!nk need to !nnov@te @nd th!s w!ll let the!r org@n!z@t!on to !ncre@se !n s@les
@nd !ncre@se s@les w!ll result @s !ncre@s!ng m@rket sh@re. Over@ll !nnov@t!on w!ll help
essence dr!nk org@n!z@t!on to grow the!r bus!ness f@ster @nd expend the!r bus!ness !n
d!fferent loc@t!on @s well @s !n d!fferent country.

Embedded v!s!on, te@mwork, le@dersh!p @nd culture @t essence dr!nk

The CEO of the essence dr!nk need to h@ve cle@r v!s!on @bout the org@n!z@t!on future
go@ls, m!ss!on @nd the v@lue of the!r org@n!z@t!on. Those key element of the essence dr!nk
w!ll help the!r employees to gu!de @nd the v!s!on of the essence dr!nk w!ll help to
commerc!@l!z@t!on. The worker of the essence dr!nks need to know the!r org@n!z@t!on@l
v!s!on so th@t they get mot!v@ted @nd works tow@rds the!r go@ls.

!n essence dr!nk the le@ders need to m@ke sure the!r employees @re work!ng effect!vely @nd
eff!c!ently @s le@ders @re judge @ccord!ng to the!r te@m work. Le@ders c@n be only good
when the!r te@m member @re good. The le@ders of the essence dr!nk need to f!nd out the!r
employees who only not h@ve the r!ght techn!c@l sk!lls but @lso w@nt to @dopt @nd work
well w!th the te@m !s necess@ry for success. The le@ders of the essence dr!nk c@n try to
cre@te @n env!ronment th@t !nsp!re !nnov@t!on by h!r!ng people from the d!verse
b@ckground. Essence dr!nk c@n cre@te th!s env!ronment by g!v!ng everyone the r!ght to r!se
the!r vo!ce, @nd @llow the!r employees t!me @nd energy to exper!ment.

Essence dr!nks comp@n!es c@n @lso cre@te @ work!ng env!ronment or culture by m@k!ng
the!r workers to work @s @ te@m @s th!s w!ll help employees to m@!nt@!n good rel@t!on
w!th other employees @nd @lso th!s w!ll help them to d!str!bute !de@, knowledge @nd more.
Essence dr!nks comp@n!es c@n @lso h!re the work!ng culture for the employees l!ke Google
@nd 3M g!v!ng some free t!me to th!nk @bout the !nnov@t!on. Good work!ng culture w!ll help
org@n!z@t!on to h@ve the employees who @re s@t!sfy @bout the!r work @nd !ncre@se the!r
product!v!ty.

Te@mwork
Org@n!z@t!on@l v!s!on

Le@dersh!p

Org@n!z@t!on culture
v!s!on st@tement te@mwork !s @ org@n!z@t!on
or @ v!s!on !s le@dersh!p !s
the process of culture !s
someth!ng wh!ch work!ng someth!ng wh!ch
@n educ@t!on@l m@n@gement coll@bor@t!vely v@lue the
!nst!tutes or @ny st@ff th@t w!th the group of beh@v!or of the
org@n!z@t!on use trop!c@lly people !n order to org@n!z@t!on
to descr!be the!r prov!de @ch!eve the wh!ch contr!bute
h!gh level of go@l !nsp!r@t!on,
th@t they w@nt to
go@ls. them !n soc!@l
@ch!eve !n future. oper@t!on, Te@mwork !s @nd
V!s!on !s @ long object!ves, @nd often @ cruc!@l psycholog!c@l
term pl@n or other serv!ces p@rt of @ env!ronment of
str@tegy @bout they prov!de to bus!ness, !t !s @n
the org@n!z@t!on. the necess@ry !n org@n!z@t!on.
V!s!on descr!be @dm!n!str@t!on bus!ness th@t @ll Org@n!z@t!on@l
wh@t w!ll be the!r the colle@gue culture !ncludes
of the bus!ness. work together the expect@t!on,
future go@ls @nd
where they w@nt Effect!ve @nd they work exper!ence, v@lue
to see the!r le@dersh!p help well together, @nd ph!losophy
org@n!z@t!on !n @n try!ng the!r best wh!ch hold !t
future. V!s!on of org@n!z@t!on @t @ny together @nd self-
the org@n!z@t!on to pr!or!t!ze s!tu@t!on. !m@ge. Effect!ve
m@!nly set by the org@n!z@t!on Te@mwork work!ng
@ll core person of object!ves for me@ns people org@n!z@t!on@l
@n w!ll use the!r culture help
org@n!z@t!on. the!r employees
@nd prov!de !nd!v!du@ls sk!ll org@n!z@t!on to
V!s!on should be to work together !ncre@se the!r
re@l!st!c so th@t gu!d@nce
@nd prov!de employee
org@n!z@t!on tow@rd the feedb@ck @nd product!v!ty by
c@n m@ke !t @ch!evement of
poss!ble to show
desp!te @ny s@t!sfy!ng them
org@n!z@t!on person@l !ssues !n the work.
the re@l result !n @l v!s!on.
future. w!th !nd!v!du@ls.

Sources of !nnov@t!on
The unexpected: m@rket !s the f!rst pl@ce @n org@n!z@t!on c@n look for the opportun!ty.
@ good @nd effect!ve m@n@ger need to const@ntly try to study!ng @bout the m@rket @nd
the!r opportun!ty. Org@n!z@t!on need to expect !n unexpected pl@ce !n order to m@ke the
org@n!z@t!on @ successful org@n!z@t!on. Those unexpected f@ctor could be f@!lure,
success, surpr!sed @nd m@ny more. Org@n!z@t!on need to m@ke them @lw@ys re@dy for
the dr@m@t!c@lly ch@nge by the people unexpected dec!s!on.

Essence dr!nk @lw@ys h@ve to be re@dy for @ny ch@nges !n the m@rket. Those ch@nges
c@n be ch@nge !n customer t@ste @nd preference or some econom!c ch@nges such @s
recess!on. They need to see the!r opportun!ty !n the m@rket how essence dr!nk c@n use the!r
m@rket opportun!ty to success !n the bus!ness. They h@ve to h@ve expect@t!on from @ll the
pl@ce from opportun!ty c@n come from @ny pl@ce @ny t!me. @nd the org@n!z@t!on who
knows how to use those opportun!ty only @ble to run successful bus!ness !n the m@rket.

The !ncongru!ty: !ncongru!ty !s some wh!ch me@n th!nk!ng someth!ng d!fferent. Th!s not just
th!nk!ng d!fferent from the compet!tors but @lso from the soc!ety. Org@n!z@t!on need to get
@ cre@t!ve @nd d!fferent w@y to sells the product th!s c@n only be poss!ble when employees
th!nk d!fferently @nd d!scover for new !de@ @nd !nnov@t!on. !nnov@t!on m@ke the product
from d!fferent from the compet!tors. The best ex@mple of th!s d!fferent th!nk!ng w!ll be steve
job who h@ve !nnov@ted @pple product @nd got @ huge success !n the m@rket.

Process need: process need !s the s@me l!ke the !ncongru!ty org@n!z@t!on need to th!nk
d!fferent from the other. @s @n org@n!z@t!on they need to see wh@t !s m!ss!ng !n the
m@rket or !n the soc!ety wh!ch people need !t @nd org@n!z@t!on need to f!nd @n !nnov@t!ve
w@y to f!x those problems. Those !nnov@t!on c@n be !mprove the process of the
org@n!z@t!on. for ex@mple !f @ny product h@ve the dem@nd !n the m@rket but the process
!s not re@lly good org@n!z@t!on need th!nk !n d!fferent w@y to s@t!sfy the!r customer !n
less t!me.

To m@ke the org@n!z@t!on more successful essence dr!nk need to th!nk d!fferently from the!r
compet!tors @s well @s from others. They h@ve to do m@rket rese@rch @nd study @bout the
m@rket to see wh@t !s m!ss!ng @nd !n wh!ch @ngle they c@n !mprove the!r product @nd
come up w!th new @nd better product. !f the rese@rch @re t@k!ng !n @ppropr!@te w@y @nd
@ble to f!nd out the!r customer dem@nd essence dr!nk comp@ny w!ll @ble to success !n the
m@rket @s they w!ll come up w!th the product wh!ch !s dem@nded by the!r customer @nd
compet!tors d!dn’t !ntroduce th@t product !n the m@rket.

Ch@nge m@rket or !ndustry structure: the fourth one of sources !nnov@t!on !s ch@nge !n
m@rket or !ndustry structure. Th!s top!c !s rel@ted to the top!c of unexpected !nnov@t!on
sources to be @ bus!ness owner they need to expect the unexpected !n the!r m@rket @nd
!ndustry. M@rket c@n ch@nge @nyt!me th@t could be h@ppen !f the compet!tors entry !n the
m@rket or w!thout enter!ng. To de@l w!th the m@rket ch@nge org@n!z@t!on need to be
cre@t!ve @nd !nnov@t!ve @nd m@ke some !nnov@t!on wh!ch w!ll help to @djust w!th the
ch@nge.

Demogr@ph!cs: !n th!s demogr@ph!cs top!c the m@!n th!ng !s the popul@t!on th!s !s
essent!@lly the ch@nge of the popul@t!on. For ex@mple ch@nge !n the number of k!d r!d!ng
the b!kes, ch@nge !n the women over the 60. Those ch@nges d!rectly @ffect the !n the
!nnov@t!ve bus!ness how they should run the!r org@n!z@t!on. Bec@use those ch@nges
@ffect !n the consumer buy!ng dec!s!on @nd org@n!z@t!on need to !nnov@te the product
wh!ch w!ll s@t!sfy them.

!ncre@s!ng the s@les of the goods @nd the serv!ces m@!nly depends on the customer @nd the
popul@t!on !n the country. the country wh!ch h@ve more youth @nd the m!ddle @ge people
@nd the we@ther !s k!nd of hot w!ll be better opt!on for the essence dr!nk comp@n!es to
!ntroduce the!r l@ss! dr!nk over th@t pl@ce. Th!s w!ll help essence dr!nk comp@n!es to get
more customer @nd @ble to s@t!sfy the!r customer to !ncre@se s@les.

Ch@nge !n percept!on: the s!xth top!c !s percept!on th!s top!c !s m@!nly how consumer h@ve
perce!ve @bout the org@n!z@t!on. Consumer m@y h@ve @ percept!on @bout the
org@n!z@t!on !n the w@y wh!ch m!ght be good or the b@d. For ex@mple, before people use
to not h@ve much knowledge @bout the T@b@co @nd the!r s!de effect but d@y know more
@bout T@b@co @nd st@y!ng @w@y from T@b@co. So to de@l w!th th!s percept!on @nd
ch@nges org@n!z@t!on need be come up w!th some !nnov@t!ve product @nd !de@.

!t !s re@lly !mport@nt for @ny org@n!z@t!on to see the!r customer percept!on tow@rds the!r
org@n!z@t!on. to !ncre@se s@les @nd to cre@te @ better customer percept!on essence dr!nk
org@n!z@t!on need to be very c@reful @bout the!r product. They should not do someth!ng or
produce someth!ng wh!ch w!ll h@rm the soc!ety @nd cre@te @ b@d percept!on tow@rds the
customer.

New knowledge: l@st but not the le@st !s the new knowledge @bout the technology. Both
sc!ent!st @nd non- sc!ent!st org@n!z@t!on need to h@ve the knowledge @bout technology.
Org@n!z@t!on need use the technology !n the!r bus!ness to be more !nnov@t!ve @nd run the
bus!ness more smoothly. Those technology @re @lw@ys help to d!scovery new th!ngs of the
@ll the t!me wh!ch c@n @ffect the bus!ness. for ex@mple US h@ve d!scover they h@ve bunch
somewhere @nd o!l comp@ny st@rted to d!gg!ng to get the o!l.

Develop env!ronment @nd !nnov@t!on culture !n org@n!z@t!on

Be on purpose: org@n!z@t!on need to know the!r purpose cle@rly !n the bus!ness @nd t@ke
t!me to cl@r!fy the mot!v@t!ng v@lue @nd compell!ng purpose of the !nd!v!du@l or
collect!vely !n the org@n!z@t!on. !f org@n!z@t!on know the!r purpose @nd the!r c@n cl@r!fy
th!s w!ll cre@te v@lue wh!ch w!ll help org@n!z@t!on to mult!ply!ng l!fe force of !nnov@t!on.

R!sk exper!ment: org@n!z@t!on need to !n cour@ge the!r employees to t@ke r!sk !n order to
!nnov@te someth!ng. Org@n!z@t!on need @llow the!r employees to f@!l to t@ke @ foot step
forw@rd to @ch!eve go@ls of the org@n!z@t!on. R!sky exper!ment help employees to come
up w!th someth!ng gre@t. !f org@n!z@t!on don’t @llow them to f@!l they w!ll not try
someth!ng gre@t @nd b!g wh!ch w!ll help org@n!z@t!on to !nnov@te gre@t product.

Org@n!z@t!on l!ke essence dr!nk need to encour@ge to exper!ment some r!sky project @s th!s
w!ll help the!r employees to th!nk more deeper @nd w!ll @llow them to get better @nd gre@t
!de@ from th@t project. !f essence dr!nk don’t h@ve @ culture wh!ch promote r!sk exper!ment
w!ll not be @ble to exper!ence !nnov@t!on !n the org@n!z@t!on @s the employees w!ll be
@lw@ys worry @bout the!r work @nd w!ll not feel to do someth!ng gre@t by th!nk !t m@y
c@uses problem for them.

Cre@te structure for unstructured t!me: !nnov@t!on need t!me to develop. No one do some
!nnov@t!on !n short t!me bec@use they need t!me to th!nk @bout the !nnov@t!on @nd how
they c@n m@ke !t come true. G!v!ng control to the employees when the pressure !s gre@test !s
the ult!m@te !nnov@t!on p@r@dox. The b!g !nnov@t!on comp@ny @lw@ys promote those
free t!me such @s Google g!ve 10%, @nd 3M !nnov@t!on comp@ny g!ve 15% free t!me to
the!r employees to th!nk @bout the !nnov@t!on @nd exper!ment w!th new !de@. Us!ng t!me
w!sely help org@n!z@t!on to cre@te m@jor !ncent!ves to get more t!me to pl@y.

!nnov@t!on !s not poss!ble !f the org@n!z@t!on g!ve no r!ghts or @uthor!ty to the!r employees
the w@y they w!ll work. To m@ke sure essence dr!nk h@ve @n !nnov@t!ve culture they need
to !nsp!re the!r employees to t@ke the!r dec!s!on @nd do the work the w@y they feel !t better
w!thout g!v!ng them @ny pressure. For th!s essence dr!nk c@n g!ve the!r employees some free
t!me @nd m@ke @n org@n!z@t!on env!ronment !n the w@y wh!ch w!ll s@t!sfy the!r
employees @nd mot!v@te them to work h@rd.
Quest!on @nd l!sten: to !nnov@te someth!ng !n the org@n!z@t!on they need to @sk the
quest!on @nd l!sten the!r employees @nd t@ke the suggest!on. Th!s w!ll help org@n!z@t!on to
bu!ld @ good org@n!z@t!on culture bec@use employee know the!r own s@t!sf@ct!on. !f the
employee !s s@t!sfy by the culture @nd the env!ronment they w!ll @ble to work more
product!vely @nd !nnov@te someth!ng gre@ter. @sk deep quest!on help org@n!z@t!on to
t@ke ch@llenge @nd know wh@t need to be come up w!th.

@ns3.
4ps of the !nnov@t!on
a) Product !nnov@t!on
Product !nnov@t!on !s the !ntroduct!on of new goods @nd serv!ces or !mprovement of new
product w!th respect to th!s ch@r@cter!st!c @nd wh!ch customer w!ll be @ble to use. Those
product !nnov@t!on could be !nclud!ng such @s; techn!c@l !mprovement, m@ter!@ls @nd
components, user fr!endl!ness or other funct!on@l ch@r@cter!st!cs. Those product !nnov@t!on
!ncludes both new uses for ex!st!ng product @nd new product.

o New product: those @re the product wh!ch h@d been !nnov@ted newly !n the m@rket
@nd wh!ch d!ffer s!gn!f!c@ntly from the other product !ntend use wh!ch h@s not been
produce before !n th@t org@n!z@t!on. Those !nnov@t!on could be done by us!ng new
technology or ex!st!ng technology. For ex@mple; f!rst m!croprocessor @nd d!g!t@l
c@mer@ h@s been !nnov@ted by us!ng new technology.

@s essence dr!nks comp@n!es h@s go!ng through @ t!me where the!r s@les h@s reduce
comp@re w!th the!r p@st ye@r. Th!s could be h@ppen bec@use of the new compet!tors !n the
m@rket or m@ybe they @re not @ble to !nnov@te @nd br!ng some !nnov@t!on !n the!r
product. To m@ke the!r bus!ness more successful @nd !ncre@se s@les l!ke before or more
th@n th@t essence dr!nk comp@ny need to come up w!th the !de@ of !nnov@t!ng new
product. Wh!ch product !s not yet be!ng !ntroduced !n the m@rket by the!r compet!tor? Wh!ch
w!ll represent the!r essence dr!nk product @s well @s br!ng new v@r!ety !n the product.

o New uses for ex!st!ng product: those @re the product wh!ch h@s been m@de by the
org@n!z@t!on by ch@ng!ng some m!nor ch@nges on the product wh!ch w@s @lre@dy
presented !n the m@rket. @nd those @re the product wh!ch org@n!z@t!on h@s
 @lre@dy produce !n the!r org@n!z@t!on. For ex@mple; m@k!ng new detergent from
ex!st!ng chem!c@l compos!t!on wh!ch h@s been @lre@dy uses by the org@n!z@t!on
@s @n !ntermed!@ry for co@t!ng product!on.

b) Process !nnov@t!on
Process !nnov@t!on !s !mplement@t!on of @ new or s!gn!f!c@nt !mprovement of product!on
or del!very method. Those process !nnov@t!on !s the s!gn!f!c@nt ch@nges !n the techn!ques,
equ!pment @nd m@ny more. Process !nnov@t!on c@n be to reduce the cost of the product!on
or cost of del!very @nd to !ncre@se the qu@l!ty of the product. Process !nnov@t!on method
could be product!on method @nd del!very method or both of them.

o Product!on method: !n product!on method org@n!z@t!on use techn!ques, equ!pment

@nd softw@re wh!ch org@n!z@t!on use to produce @ goods or @ serv!ces.
To m@ke the!r bus!ness more successful @round the world essence dr!nk @lso need to
m@!nt@!n @ good process !nnov@t!on to supply the!r product to the customer. Essence dr!nk
c@n !mprove the!r ex!st!ng product!on method @nd @pply new technology to m@ke the
product!on more-f@ster @nd s@ve t!me for the org@n!z@t!on. However, th!s s@v!ng t!me
w!ll help essence dr!nk to produce more product !n less t!me @nd @lso help to reduce the cost
of the product!on @s new technology help them to produce the!r product f@ster.
Essence dr!nk m@n@ger c@n work w!th @ del!very str@tegy how they w!ll @ble to del!ver
the!r product or m@ke the!r product re@ch to the!r customer more -f@ster by us!ng the
technology. M@ke @ long term str@tegy how they w!ll contr@ct the!r customer @nd try to get
the feedb@ck from the customer. To !ncre@se s@les essence dr!nk w!ll need to m@ke sure
they supply enough product to the ret@!l m@rket th@t whenever customer @sk for the product
they c@n supply them !mmed!@tely. Th!s w!ll help essence dr!nk to br!ng more success !n the!r
org@n!z@t!on.

c) Pos!t!on !nnov@t!on
Re-pos!t!on!ng !s the th!rd expect of the !nnov@t!on th@t @n org@n!z@t!on focus to re-
pos!t!on!ng the percept!on of the ex!st!ng product or serv!ces or to process some spec!f!c
context. Pos!t!on!ng- b@sed !nnov@t!on focus to refer th@t how the product or process !s
perce!ve represent@t!vely @nd how org@n!z@t!on c@n @ch!eve the!r des!re go@ls.

d) P@r@d!gm !nnov@t!on
The f!n@l p !s the p@r@d!gm of the !nnov@t!on model wh!ch !s rel@ted to the !nnov@t!on
wh!ch def!nes or redef!nes the dom!n@nt the p@r@d!gm of the org@n!z@t!on or the ent!re
sector. P@r@d!gm !nnov@t!on !s the ment@l model sh@pes wh!ch shows wh@t
org@n!z@t!on or the bus!ness !s @bout.

 M@rket!ng !nnov@t!on
@ m@rket!ng !nnov@t!on !s someth!ng wh!ch me@n to !mplement the new m@rket method
those method !nvolve !n ch@ng!ng !n some des!gn of the product, p@ck@g!ng, pl@cement
@nd product promot!on @nd pr!ce. M@rket !nnov@t!on !s when org@n!z@t!on w@nt to
!mprove the!r !nnov@t!on to s@t!sfy the!r customer more th@n before or open!ng up new
m@rket, or pos!t!on!ng the!r product org@n!z@t!on m@!nly do th!s m@rket!ng !nnov@t!on to
!ncre@se the!r s@les. Th!s m@rket!ng !nnov@t!on m@!nly to d!st!ngu!sh!ng the fe@ture of
the m@rket!ng !nnov@t!on to comp@re w!th the other ch@nges th@t org@n!z@t!on h@ve not
m@de prev!ously !n the org@n!z@t!on. New m@rket!ng method c@n be !nnov@ted by the
org@n!z@t!on or @dopt from other org@n!z@t!on. New m@rket!ng method c@n be
!mplemented for the both product e!ther new or ex!st!ng product !n the m@rket.

Essence dr!nk c@n g!ve more focus on the!r m@rket!ng !nnov@t!on. M@rket!ng !nnov@t!on
w!ll help essence dr!nk to choose the!r new m@rket or !mplement new m@rket for the!r
org@n!z@t!on. Essence dr!nk c@n !mprove the!r current m@rket!ng pos!t!on by do!ng
m@rket!ng !nnov@t!on wh!ch w!ll help essence dr!nk org@n!z@t!on to s@t!sfy the!r customer
more th@n before. Th!s m@rket!ng !nnov@t!on w!ll @lso help essence dr!nk org@n!z@t!on to
!ncre@se the!r s@les. !n m@rket!ng !nnov@t!on essence dr!nk c@n !mprove the!r
p@ck@g!ng, pr!c!ng @nd promot!on of the!r product. P@ck@g!ng pl@y @n !mport@nt role
to cre@te @ br@nd !m@ge for the org@n!z@t!on @s customer l!kely to buy the product wh!ch
look more @ttr@ct!ve @nd eye c@tchy. P@ck@g!ng w!ll @lso help org@n!z@t!on to
d!fferent!@te the!r product from the!r compet!tors. @s essence dr!nk comp@ny !s not st!ll well
known comp@ny !n the m@rket they c@n @lso promote the!r product more on soc!@l med!@,
telev!s!on, b!llbo@rd @nd m@ny other pl@ce. Th!s w!ll help customer to get to know the!r
product @nd @lso help them to re@ch the!r t@rget customer e@s!ly @nd !ncre@se s@les.

 Org@n!z@t!on@l !nnov@t!on
Org@n!z@t!on@l !nnov@t!on !s @ new !mplement@t!on of org@n!z@t!on@l method th@t
org@n!z@t!on pr@ct!ce, !n workpl@ce or to m@!nt@!n extern@l rel@t!ons w!th others.
Org@n!z@t!on@l !s the new methods of d!str!but!ng respons!b!l!ty @nd dec!s!on m@k!ng
@mong workers of the org@n!z@t!on for the d!v!s!on of work w!th!n the org@n!z@t!on @nd
structure the @ct!v!t!es such @s !ntegr@t!on of d!fferent bus!ness @ct!v!t!es.

Org@n!z@t!on@l !nnov@t!on w!ll help essence dr!nk to structure the!r bus!ness @ct!v!t!es
newly. Th!s org@n!z@t!on@l !nnov@t!on w!ll @lso help them to d!str!bute the respons!b!l!ty
of the!r employees wh!ch w!ll help them to m@ke the!r worker more product!ve @nd
mot!v@ted @nd th!s w!ll @lso help org@n!z@t!on to become more conf!dent @bout the!r
t@sk @s they know the!r t@sk. Org@n!z@t!on@l !nnov@t!on @lso help essence dr!nk
org@n!z@t!on to !nvolve the!r employees !n the dec!s!on m@k!ng @nd more.
 Technolog!c@l !nnov@t!on
Technolog!c@l !nnov@t!on !s the comp@r!son of new product @nd process th@t
org@n!z@t!on ch@nges some s!gn!f!c@nt ch@nge !n the technolog!c@l product @nd process.
Product !nnov@t!on h@s been !mplemented !n !t h@s !ntroduce !n the m@rket.

 Soc!@l !nnov@t!on
Soc!@l !nnov@t!on !s someth!ng wh!ch w!ll be @n !nnov@t!on th@t h@s been !nnov@ted !n
order to do someth!ng good for the soc!ety. @ soc!@l !nnov@t!on !s @ novel solut!on the
soc!@l problem th@t !s more effect!ve, eff!c!ent @nd sust@!n@ble for the current problems
solut!on. Th!s soc!@l !nnov@t!on cre@te v@lue for the soc!ety or publ!c benef!ts r@ther th@n
just pr!v@te !nd!v!du@l.

Essence dr!nk comp@n!es should !mprove the!r product @nd process !nnov@t!on. Product
!nnov@t!on w!ll help them to br!ng d!fferent!@te !n the!r org@n!z@t!on @nd help to c@pture
more customer. Essence dr!nk c@n come up w!th the product wh!ch w!ll be prefer by the!r
customer @nd these w!ll br!ng v@lue to the!r purch@se. Process !nnov@t!on w!ll help to
m@ke the!r product re@ch to the!r customer properly @nd when customer w@nt they w!ll
@ble to get !t e@s!ly. Process !nnov@t!on w!ll help org@n!z@t!on to del!ver the!r product !n
less t!me @nd s@ve t!me !n order to m@ke more product!on !n less t!me @nd @lso help to
br!ng eff!c!ency !n the work.

Essence dr!nk c@n @lso eng@ged !n the org@n!z@t!on@l @nd m@rket!ng form of
!nnov@t!on. Th!s w!ll help essence dr!nk to !mprove the!r current org@n!z@t!on@l s!tu@t!on.
Org@n!z@t!on@l !nnov@t!on w!ll help essence dr!nk to eng@ge the!r workers !n dec!s!on
m@k!ng @nd structure the!r org@n!z@t!on @g@!n th!s w!ll @lso help org@n!z@t!on to
d!str!bute the!r employees dec!s!on properly. Where@s m@rket!ng !nnov@t!on w!ll help
essence dr!nk comp@n!es to br!ng more @ttr@ct!veness !n the!r p@ck@g!ng @nd promot!on
w!ll help essence dr!nk to re@ch the!r t@rget m@rket @nd help them to !ncre@se the!r s@les.

 !nnov@t!on m@n@gement @nd c@p@b!l!ty

!nnov@t!on m@n@gement !s the process of the c@ptur!ng @nd m@n@g!ng the
org@n!z@t!on@l !nnov@t!on. Tr@d!t!on@lly org@n!z@t!on use to use only rese@rch @nd
development te@m for the !nnov@t!on but !n tod@y comp@n!es h@ve the!r w!de
org@n!z@t!on !nnov@t!on m@n@gement. Th!s !s m@!nly h@ppen bec@use !nnov@t!on !s
re@lly !mport@nt !n order to m@!nt@!n growth @nd get compet!t!ve @dv@nt@ge !n the
m@rket. Successful progr@ms helps org@n!z@t!on to c@pture the cre@t!v!ty of the
employees @t every level so th@t the !de@ for new product, process !mprovement c@n be
qu!ckly d!scovered @nd !mplement for m@x!mum v@lue of the product.

 Opt!m!ze not control

@n effect!ve !nnov@t!on m@n@gement !n the org@n!z@t!on requ!re three th!ngs: @ def!ne
process model, r!ght tools to m@n@ge !t @nd the focus on the !nnov@t!on. However !t !s
!mport@nt to m@ke sure !nnov@t!on m@n@gement @re opt!m!ze not controll!ng them. @
str!ct h!er@rch!c@l ch@!n of comm@nd c@n st!fle the !nnov@t!on. To @vo!d @ny
bound@r!es between the employees th!nk!ng @nd w@y of work!ng org@n!z@t!on need to
m@ke the!r employees feel empowered to dr!ve @ny ch@nges @nd recogn!zed for the!r
!nnov@t!on !n the org@n!z@t!on.

!nnov@t!on c@nnot be success or gre@t !de@ c@nnot come !n the org@n!z@t!on wh!ch try to
control the!r employees. To @llow !nnov@t!on !n the org@n!z@t!on essence dr!nk
org@n!z@t!on need to @vo!d @ll the bound@r!es between the!r employees @nd the!r
m@n@gement @nd @lso the w@y they w!ll th!nk @nd work. Essence dr!nk comp@n!es need
to m@ke the!r employees feel v@lu@ble @nd they need to feel free to come up w!th gre@t
!nnov@t!on !de@. G!v!ng every employees the!r own freedom help !n !nnov@t!on @nd @llow
to h@ve @ gre@t !nnov@t!on culture.

Bottom up emergence @nd top down m@n@gement

Gre@t !de@ @lw@ys don’t come from @ gre@t person or @ spec!f!c prescr!bes
br@!nstorm!ng sess!on !nsp!r@t!on c@n come from @nywhere @nd @t @ny t!me. To
m@n@ge !nnov@t!on properly !n the org@n!z@t!on they need to support !de@ c@pture from
bottom up, by the employees @s well @s from the top down m@n@gement request. Th!s
flex!b!l!ty !n the org@n!z@t!on help to solve the known problems @nd c@pture more
unsol!c!ted spont@neous !de@ to !nnov@te someth!ng !n the org@n!z@t!on. Org@n!z@t!on
c@n @sk the!r employees to g!ve !de@ to help them to @ddress the!r ex!st!ng problems @nd
@lso subm!t the!r @ny !de@ by s!tt!ng @t @nywhere @ny t!me just by us!ng the !nternet.

!nnov@t!on funnel to sh@pe !nnov@t!on

 !nvest!g@t!on
The @!m of @ny product or the process development !n the org@n!z@t!on !s to t@ke some
!de@ from the concept to the re@l!ty to coveted those product !nto the product or the process
wh!ch c@n meet the m@rket need @nd @ble to s@t!sfy the customer.
Before !ntroduce @ny product !n the m@rket essence dr!nk need to do some !nvest!g@t!on on
the!r t@rget m@rket to get the result @bout the product @nd wh@t k!nd of product the!r
customer w@nt from them. @nd t@ke some !de@ rel@ted w!th the!r product th@t they w@nt
to produce to !ntroduce !n the m@rket. Th!s w!ll help essence dr!nk to get !de@ @bout the
product they need to !ntroduce !n the m@rket @nd @ble to meet the!r customer dem@nd.

 Development
The over@ll product or the process development st@rt from the b@s!c bro@d r@nge of
!nform@t!on @nd !nputs. Those !nputs org@n!z@t!on collect by do!ng !nvest!g@t!on !n the
current m@rket where they w@nt to l@unch the!r new developed product. Org@n!z@t!on c@n
choose !nputs by gr@du@lly ref!ned @nd select!ng from @mong them, cre@t!ng @ h@ndful
of form@l development project w!ll help org@n!z@t!on push the!r !nnov@t!on to r@p!d
complet!on @nd !nstruct!on.
@fter collect!ng @ll the !nform@t!on @nd !de@ by !nvest!g@t!ng essence dr!nk need to work
on those !de@ to develop those !de@ @nd get the!r t@rget m@rket to l@unch the!r product.
Th!s development w!ll help essence dr!nk to !mprove the!r product qu@l!ty @nd supply the!r
customer w!th @ product th@t customer w@nt @nd the!r dem@nd.

 Sh!pp!ng product
@fter develop!ng product @nd process !nnov@t!on funnel !t !s t!me for the org@n!z@t!on to
t@ke the!r l@st step !s sh!pp!ng the!r product. Sh!pp!ng !s when consumer cons!der to buy the
product @nd org@n!z@t!on need m@n@ge the!r !nnov@t!on funnel properly to m@ke the!r
product !nnov@t!on successful !n the m@rket.
The l@st p@rt of the !nnov@t!on funnel to sh@pe the!r org@n!z@t!on w!ll be the sh!pp!ng
product. Th!s me@n essence dr!nk org@n!z@t!on !s re@dy w!th the!r product @nd they w!ll
not @ble to l@unch the!r product !n the!r t@rget m@rket to c@pture more customer. To m@ke
the!r product successful essence dr!nk h@ve to work on the!r funnel step properly.

@ns4.
Process !nnov@t!ve !de@s
@ny org@n!z@t!on c@n try to cre@te new !de@ to do !nnov@t!on but the cr!t!c@l s!tu@t!on
occurs when org@n!z@t!on th!nk @bout those !de@s to !mplement !n @n !nnov@t!on.
Org@n!z@t!on c@n work w!th the youth, just!ce, @nd employees sector not just to des!gn
!nnov@t!on but @lso to test @nd !mplement them. Org@n!z@t!on c@n follow those steps on
the!r !nnov@t!on !de@.

!de@s @nd !nnov@t!on

The f!rst steps of @ny !nnov@t!on !s to collect or gener@te !de@. No !de@ !s less !mport@nt
@nd !t !s cr!t!c@l to process @s m@ny people eng@ged together to g@ther !de@s !ntern@lly
@nd extern@lly. Gener@t!ng !de@ process should consult p@rtners, employees, customer,
sh@reholders @nd @lso compet!tors. @fter collect!ng the !de@s they need to pr!or!t!es @nd
m@ke sense of those !de@s. Those !de@s should be rel@ted w!th the org@n!z@t!on go@ls
structure !n the w@y th@t org@n!z@t!on c@n pr!or!t!es @nd c@tegor!es those !de@s !n
shortl!st.

!n th!s !de@ @nd !nnov@t!on essence dr!nk org@n!z@t!on w!ll collect @s m@ny @s !de@
they c@n collect !n order to m@ke the!r product!on better @nd develop more product. More
!de@ w!ll g!ve them more ch@nces to choose @nd select the gre@t !de@ for the further
select!on. !n th!s collect!ng !de@s steps essence dr!nk org@n!z@t!on c@n !nvolve the!r
employees, sh@reholder, customer @nd @lso the!r compet!tors @s th!s w!ll g!ve them more
!de@.

!ncub@t!on
The second process !n !nnov@t!on !de@ !s !ncub@t!ng the !de@ wh!ch h@s been selected.
Org@n!z@t!on c@n do th!s by develop @ concept of p@per @nd use th!s to record @ll the
st@keholder on th@t. !ncub@t!ng could be @ theoret!c@l development or !t could be just move
p!lot!ng or !n!t!@l roll out of the !de@s @nd test them see wh@t works @nd wh@t don’t works
@nd @gree when the !de@ tot@lly s@t!sfy. Me@sur!ng success by us!ng !ncub@t!on !s k!nd
off d!ff!cult @nd org@n!z@t!on should not let the !nnov@t!on to be @n endless !de@s fest for
them.

!mplement@t!on
@fter gener@t!ng the !de@ @nd !ncub@t!on !t !s t!me for org@n!z@t!on to !mplement those
!de@s wh!ch !s the best !de@s, !n th!s org@n!z@t!on c@n focus on some p@rt!cul@r !ssues,
solut!on, set of sens!ble p@r@meters @nd @lso !mplement those !de@s fully. For ex@mple !f
the org@n!z@t!on use the!r !nnov@t!on !de@ to !nnov@te some product wh!ch w!ll s@t!sfy
the!r customer needs @s well @s br!ng more prof!t @nd cre@te strong br@nd !m@ge !t w!ll @
better for org@n!z@t!on to choose th!s !de@ r@ther just see!ng the prof!ts.

Th!s !s the step where essence dr!nk w!ll be !mplement those !de@s wh!ch w!ll be best f!t to
the!r t@rget m@rket @nd w!ll @ble to m@ke @ su!t@ble product wh!ch meet the!r customer
dem@nds @nd need. essence dr!nk w!ll only see the !de@ wh!ch w!ll help to s@t!sfy the!r
customer bec@use s@t!sf@ct!on dr!ve @ bus!ness w!th the !ncre@s!ng s@les @nd th!s help
them to get more m@rket sh@re @s well @s prof!ts wh!ch !s !mport@nt @nd object!ves of @
bus!ness.

Ex!st or sust@!n
The l@st step of th!s !nnov@t!on process !de@s !s th@t ex!st or sust@!n by select!ng the best
!de@ from @mong @ll the !de@s. Org@n!z@t!on c@nnot m@ke the!r !nnov@t!on to go for
ever !t !s better for develop!ng @ pl@n for the ex!st or st@b!l!z!ng the !de@ wh!ch w!ll help
org@n!z@t!on to embedded w!th the!r d@y to d@y work!ng l!fe !n the org@n!z@t!on. !f
org@n!z@t!on dec!de to st@b!l!ty they need to th!nk @bout the long term ownersh!p. On the
other h@nd !d they dec!de to ex!st th!s w!ll g!ve them @ lesson to process !de@ !nnov@t!on !n
the future.

@fter the !de@ !mplement they w!ll see !f the product !s meet!ng the!r customer need @nd !f
the product w!ll @ble to m@ke success !n the m@rket or they h@ve to ex!st th!s m@rket !n
order to m@ke the!r product more better @nd not cre@t!ng @ny b@d !m@ge @bout the
org@n!z@t!on.

Frug@l !nnov@t!on
Frug@l !nnov@t!on r the frug@l eng!neer!ng !s some process wh!ch help to reduce cost @nd
complex!ty of goods @nd !ts product!on. Those frug@l !nnov@t!on m@!nly refers to the
remov!ng of the nonessent!@l fe@ture from the dur@ble goods such @s c@r @nd the mob!le
phone !n order to sell them !n develop!ng country.

Development !n frug@l !nnov@t!on

o The l!nk to respons!b!l!ty: The product wh!ch h@s low pr!ce @nd v@lue @lw@ys
be!ng thee @ttr@ct!ve tow@rd the customer @nd !mport@nt dr!vers of growth. But
they @re gener@lly !nsuff!c!ent !n @nd off of themselves. !f org@n!z@t!on w@nt to
@ttr@ct new customer they do exper!ment w!th the!r product. !ncre@s!ngly, the second
 f@ctor !s th@t consumer who !s rel@t!vely !n m@ture m@rket they @lw@ys see the
soc!@l @nd env!ronment@l f@ctor th@t @re embedded !nto the product @nd wh!ch
process org@n!z@t!on follow to m@ke those product. Org@n!z@t!on need to m@ke
sure when they do frug@l !nnov@t!on th@t don’t !mp@ct the!r env!ronment. For
ex@mple; !f org@n!z@t!on use some equ!pment !n wh!ch one p@rt of the equ!pment
bre@k r@ther buy!ng new one they c@n e@s!ly f!xed !t by buy!ng th@t p@rt from
some workshop.

o Bu!ld!ng @ frug@l c@p@b!l!ty: Growth opportun!ty !n frug@l !nnov@t!on !s cle@r

however !t’s @ d!srupt!ve me@ns th@t comp@n!es need to be very str@teg!c who they
w!ll @dopt @nd !mplement th@t !n the!r org@n!z@t!on. Org@n!z@t!on c@n @dopt
three entry po!nt for the comp@ny.

o Frug@l product @nd serv!ces: th!s !s @ good po!nt for the org@n!z@t!on to st@rt who
!s f@c!ng the st!ff pr!c!ng compet!t!on from low cost r!v@ls through th!s po!nt
org@n!z@t!on w!ll @ble to cre@te @ t@ct!c compet!t!ve @dv@nt@ge for those
problems. Th!s !s m@!nly for the org@n!z@t!on who sell f@st mov!ng consumer goods
@nd consumer h@s move pr!v@te l@bel product. Those @lso su!t@ble for the
comp@ny wh!ch h@ve h!gh env!ronment !mp@ct such @s @utomot!ve, chem!c@l
@nd electr!c power !ndustry @nd more.

o Frug@l bus!ness: the comp@ny wh!ch sells commod!ty product !n the m@ture or !n the
s@tur@ted m@rket @nd f!rms whose supply ch@!n depends on the cost or sc@re
resources such @s w@ter, wood @nd o!l @nd org@n!z@t!on get huge pressure to do
more w!th the less. To st@y compet!t!ve, those comp@n!es need seek @dv@nce
t@ct!c@l wh!ch w!ll help them to t@ke @dv@nt@ge to en@ble str@teg!c ch@nges.
Those org@n!z@t!on need to re!nvent the!r oper@t!on @nd pr@ct!ce system@t!c@lly
by us!ng both cost s@v!ng @nd reduce energy @nd reduce w@rm !n the env!ronment to
m@ke the!r org@n!z@t!on @ comp@ny wh!ch @vo!d @ny w@st@ge. Th!s !nvolve
go!ng beyond le@n m@nuf@ctur!ng eng!neer!ng, to redes!gn the!r comp@ny v@lue
ch@!n, rese@rch @nd development, product!on, d!str!but!on @nd customer serv!ce.
Org@n!z@t!on c@n only endur!ng compet!t!ve @dv@nt@ge !n 21th century just by
embedd!ng frug@l!ty !nto the corpor@te culture.

o Frug@l ment@l model: the t@rkett group h@s re!nvented !tself to meet to the dem@nd
of !t !s evolv!ng env!ronment str@tegy. The!r glob@l floor!ng @nd the surf@ce solut!on
the he@dqu@rter !n the P@r!s h@s @dopt the c!rcul@r economy pr!nc!ple. B!olog!c@l
element @re put !nto the b@ck of the ecosystem !n the sust@!n@ble th@t @ll the other
wh!le other m@ter!@l @re des!gned to be reused, use !n some other !ndustr!@l process
@nd recycle !nto new product. Oper@t!ng !n th!s w@y help org@n!z@t!on to k!nd of
openness to the outs!de world th@t @re r@re @mong bus!ness le@der. T@rkett work
 w!th other org@n!z@t!on to use frug@l !nnov@t!on to develop the!r eco-fr!endly
product m@de us!ng only r@p!dly renew@ble r@w m@ter!@l such @s p!ne res!n,
w@lnut shell, jute @nd m@ny more.

o Dec!de where to st@rt: frug@l !nnov@t!on !s re@lly good !n the b@s!s of the good
m@n@gement !n the org@n!z@t!on. !ndeed org@n!z@t!on pos!t th@t frug@l
!nnov@t!on !s the p@rt of the good m@n@gement. Yet comp@n!es @cross !n the
!ndustry @nd reg!on don’t un!formly pr@ct!ce !t tenets. !n p@rt!cul@rly, f!rm
developed n@t!on leg well !n the f!rm beh!nd the!r peers !n emerg!ng m@rket !n the
frug@l !nnov@t!on journey. Org@n!z@t!on should cons!der k!ck-st@rt!ng the!r frug@l
!nnov@t!on w!thout del@y to !nnov@te !n the org@n!z@t!on more che@ply.

Role of frug@l !nnov@t!on

o Focus on customer needs: s@t!sfy!ng the customer need !s one of the found@t!on or role
of the frug@l !nnov@t!on. Somet!mes consumer @re not @w@re of the product th@t
they need or w@nt wh!ch !s ethnogr@ph!c @nd consumer stud!es only c@n prove
!nv@lu@ble. For ex@mple, home @ccount@ncy f!rm h@d !ntroduce @ softw@re
c@lled follow me home !n th!s employees follow the!r customer to the!r home to see
how customer use the!r softw@re. They spend 10,000 hours to stud!es th!s project to see
wh!ch !n the softw@re !s c@us!ng the!r customer @nd @lso to work out on the fe@ture
th@t the!r customer need.

o Te@m up w!th !nnov@t!on p@rtner: re!nvent!ng the org@n!z@t!on ne@r the frug@l
!nnov@t!on c@nnot be h@ppen @t overn!ght, wh!ch !s where coll@bor@t!on or hyper
coll@bor@t!on !s cr!t!c@l. By p@rtner!ng w!th the n!mble entrepreneurs @nd
!nnov@t!on org@n!z@t!on wh!ch help to !nnov@te !n the org@n!z@t!on w!th less cost
@nd more- f@ster just l!ke st@rt up. To m@ke those work more effect!ve !t !s @ good
!de@ for org@n!z@t!on to cre@te @ broker!ng funct!on, !dent!fy @nd nurtur!ng those
p@rtnersh!p @nd relev@nt !de@s form extern@l ecosystem @nd br!ng!ng them out to
the comm!tted bro@d level st@keholders. Those @re the best for the hotel group te@m
up.

o F!nd !nsp!r!ng le@ders: the most !mport@nt f@ctor !n the c@se of the frug@l
!nnov@t!on !s th@t the !mplement!ng @nd re@l!z!ng the benef!ts of the frug@l
!nnov@t!on !n the org@n!z@t!on. To !nsp!re the people !n the org@n!z@t!on they need
h@ve @n !nsp!r@t!on@l le@ders who c@n m!ndset the!r ent!re org@n!z@t!on. Only
@ good le@ders c@n show the!r people how th!s frug@l !nnov@t!on help!ng the!r
org@n!z@t!on @nd help to reduce the cost of !nnov@t!on.

!ncrement@l !nnov@t!on
!ncrement@l !nnov@t!on !s the !nnov@t!on wh!ch !s seek to !mprove the product or the process
or the system wh!ch h@s been @lre@dy ex!st. Th!s !mprovement !s done by the org@n!z@t!on
m@!nly to m@ke those ex!st!ng system more better, f@ster @nd @lso m@ke those more
che@per for the customer.

 @dv@nt@ges of !ncrement@l !nnov@t!on

St@y!ng compet!t!ve: org@n!z@t!on need to be compet!t!ve !n the m@rket to rem@!n
compet!t!ve. To st@y compet!t!ve org@n!z@t!on need to !nnov@te new product or !mprove
the!r ex!st!ng product. !ncrement@l !nnov@t!on help org@n!z@t!on to rem@!n compet!t!ve by
!mprov!ng the!r ex!st!ng product or the process. Every next gener@t!on product need to be
compete !t !s must, so org@n!z@t!on need to evolve the!r product to @llow compet!t!on w!th
the prev!ous gener@t!on to roll on.

!de@ @re e@s!er to sell: !n the !ncrement@l !nnov@t!on !t !s @ b!g @dv@nt@ge for the
org@n!z@t!on to sell the!r !de@s e@s!ly. Sell!ng !de@ me@n !ncrement@l !nnov@t!on
@llow org@n!z@t!on to offer the!r !mprovement product to the!r ex!st!ng m@rket @nd th!s
m@ke !t more e@sy for the org@n!z@t!on to commun!c@te w!th the!r customer more e@s!ly
@nd sell the!r b!g !de@ !n the m@rket. !n the c@se of !ncrement@l !nnov@t!on
org@n!z@t!on h@ve the!r h!gh ch@nce th@t the!r !mprovement product @re @ccepted by
the!r customer @s they @re known !n the m@rket.

@fford@b!l!ty: @s !ncrement@l !nnov@t!on @llow org@n!z@t!on to just !mprove the!r

product or system r@ther m@k!ng new one !t !s much more @fford@ble for the org@n!z@t!on
to !mprove the!r product. !ncrement@l !nnov@t!on !s the e@sy w@y th@t org@n!z@t!on c@n
!mprove the!r product w!thout bre@k!ng the!r b@nk.

Everyth!ng h@ve the!r two s!des so th!s !ncrement@l !nnov@t!on @lso h@ve the!r some
d!s@dv@nt@ge !n the m@rket.
 Org@n!z@t!on need to be th@t gen!us to come up w!th the !de@ wh!ch w!ll m@ke
the!r product d!fferent!@te from the!r compet!t!ve. But !f org@n!z@t!on f@!l to m@ke
@ny !mprovement !n the!r product they w!ll def!n!tely f@!l to surv!ve !n the m@rket.

 To rem@!n compet!t!ve !n the m@rket org@n!z@t!on need to m@ke some b!g

ch@nges @nd come up w!th the gre@t !de@s wh!ch w!ll get @ccepted by the!r
potent!@l customer.

 The b!g ch@llenge for the org@n!z@t!on who do !ncrement@l !nnov@t!on !s to get the
not!ce by the!r customer !n the crowded @nd no!sy m@rket where the!r compet!tors !s
@lso pl@y!ng the s@me g@me !n the m@rket.

R@d!c@l !nnov@t!on
R@d!c@l !nnov@t!on !s @lso known @s d!srupt!ve !nnov@t!on @lso refer to @s
bre@kthrough, @nd d!scont!nuous. Th!s !nnov@t!on !s m@!nly to prov!de someth!ng new to
the world th@t l!ve !n by the uproot!ng !ndustry convent!on @nd by m@k!ng some s!gn!f!c@nt
ch@nges th@t customer expect !n pos!t!ve w@y. Ult!m@tely r@d!c@l !nnov@t!on end up by
repl@c!ng the!r ex!st!ng method or the technolog!es.

 @dv@nt@ge of r@d!c@l !nnov@t!on

F!nd the b!g !de@ th@t m@ke sense: org@n!z@t!on need to come up w!th the !de@ to do
r@d!c@l wh!ch m@ke sense !n the m@rket. @s r@d!c@l !nnov@t!on !s someth!ng where
org@n!z@t!on need to come up w!th the product wh!ch !s new to the m@rket @nd never ex!st
!n the m@rket before. To be success !n the !nnov@t!on they h@ve to see the customer needs
@nd wh!ch product they need to !nnov@te.

B!gger w!ns: w!nn!ng b!g !s the b!ggest @dv@nt@ge of the r@d!c@l !nnov@t!on. Every
org@n!z@t!on w@nt to come up w!th some product or the process but the org@n!z@t!on @ble
to come up w!th the product or the process @nd success !n the m@rket they @re the b!gger
w!nner !n the m@rket.

Own @b!l!ty: the org@n!z@t!on h@ve the !de@ of r@d!c@l !nnov@t!on @nd come up w!th
the !nnov@t!on they h@ve the @uthor!ty !n the m@rket pl@ce. @s th!s r@d!c@l !nnov@t!on
help org@n!z@t!on to cre@te @ br@nd new product @nd @ strong br@nd !m@ge for the
org@n!z@t!on. R@d!c@l !nnov@t!on help org@n!z@t!on to le@d @ m@rket @s @
monopoly w!thout h@v!ng compet!tors !n the m@rket. R@d!c@l !nnov@t!on @lso h@ve some
d!s@dv@nt@ge.
 T!m!ng !s re@lly !mport@nt !n r@d!c@l !nnov@t!on org@n!z@t!on need to be very
c@reful @bout the t!m!ng of the !nnov@t!on.

 Org@n!z@t!on need to come up w!th the product !n r!ght t!me !f they come e@rly w!th
the product when they supposed to not come !nnov@t!on w!ll f@!l !n the m@rket @s
customer w!ll not get !t.

 !f org@n!z@t!on !nnov@te the technology wh!ch !s underdeveloped th!s w!ll c@us!ng

slow @dopt!on !n the m@rket.

 Org@n!z@t!on need to develop the!r technology to meet the!r customer dem@nd @nd
!ncre@se the!r s@les.

Essence dr!nk org@n!z@t!on !s more l!kely to focus on the !ncrement@l !nnov@t!on to

!mprove the!r ex!st!ng product by @dd!ng some new v@r!ety on the!r menu. Th!s w!ll help
them to m@ke success !n the org@n!z@t!on @s they @re don’t ch@ng!ng the whole product or
com!ng up w!th new product they @re !mprov!ng the!r ex!st!ng product @nd th!s w!ll @dd
v@lue to the!r product. Customer w!ll more l!kely to @ccept the!r product @s they know the!r
product @lre@dy.
On the other h@nd essence dr!nk c@n @lso come up w!th someth!ng new !n the m@rket by
us!ng r@d!c@l !nnov@t!on !n the!r org@n!z@t!on. Th!s !nnov@t!on they c@n @pply m@!nly
@fter do!ng some m@rket rese@rch @bout customer t@ste @nd dem@nd @nd see the product
wh!ch need to be the!r need !n the m@rket. R@d!c@l !nnov@t!on h@ve to be someth!ng wh!ch
!s new @nd no one else h@ve come up w!th th!s !de@. So to come up w!th th!s !de@ essence
dr!nk w!ll need to h@ve m@ny expenses to c@rry out @ll the rese@rch @nd study the t@rget
m@rket. But !f they @ble to come up w!th the excellent product they w!ll @ble to m@ke
ch@nges !n the m@rket @nd @ble to s@t!sfy the!r customer @nd @lso !ncre@se s@les @s
they w!ll h@ve no compet!tors !n the m@rket.

!nnov@t!on funnel
@n !nnov@t!on funnel use to descr!be the step by step wh!ch t@ke pl@ce !n order developed @
product or @ process !n the org@n!z@t!on. The purpose of the !nnov@t!on !s to produce @
product or process wh!ch meet the m@rket needs !n econom!c@l or m@nuf@ctur@ble form. !n
the !n!t!@l st@ge of development some !de@s @re collected wh!ch need to go through @
ref!nery system. @fter ref!n!ng some of the !de@ @re left wh!ch org@n!z@t!on h@s
!mplement. Those rem@!n !de@ org@n!z@t!on comb!ne to come up w!th new concept.

Develop !nnov@t!on funnel

W!de mouth of funnel: !n th!s st@ge org@n!z@t!on mostly g!ve !mport@nt to !ncre@se
knowledge @nd !nform@t!on b@se. The @!m of th!s w!de mouth funnel !s to collect !de@ @s
much @s poss!ble the more the org@n!z@t!on collect !de@ the more they c@n developed the!r
product. @ pr!or st@ge where g@ther !nform@t!on together !s re@lly !mport@nt.
Org@n!z@t!on c@n g@ther those !nform@t!on from compet!tors, coll@ge, un!vers!ty @nd
!nst!tut!on, ex!st!ng p@rtners @nd more.

!n th!s st@ge !f org@n!z@t!on w@nt to move f@st they need to h@ve cle@r prospect!ve
@bout the!r object!ves. Org@n!z@t!on need to h@ve the re@son@ble underst@nd!ng @nd
c@p@b!l!ty @nd !ntend to underst@nd the @ctu@l!zed of the !de@. Rely!ng of the !de@ to
rece!ve @n object!ves w!ll force @n org@n!z@t!on to t@ke longer t!me to !mplement the!r
!de@s. @s soon @s org@n!z@t!on get the !de@ they need to explore them @nd rel@te them
w!th the!r object!ves to get d!fferent types of @l!gnment. H@v!ng @ cle@r !de@ @bout the
customers, m@rket, @nd the customer des!r@ble need @nd the @b!l!ty of the org@n!z@t!on
to !mplement those !de@s w!ll help org@n!z@t!on connect @nd explore the po!nts.

N@rrow!ng segment of funnel

The !de@ th@t org@n!z@t!on select from the f!rst step w!de mouth funnel go through
screen!ng. The process of the screen!ng !s the m@tch!ng w!th go@ls to see !f those @re rel@ted
w!th the go@ls. @fter th!s org@n!z@t!on need to c@rry out @n @ssessment of return @nd
r!sk to dec!de wh!ch !de@s to gener@te. !n th!s the st@ge where org@n!z@t!on need to test
the!r product @nd serv!ces w!th the @ctu@l customer.

The essence dr!nk org@n!z@t!on w!ll @lloc@ted the!r resources to those !de@ wh!ch @re
most @ttr@ct!ve prom!s!ng opportun!ty. Resources @re sc@res !n the bus!ness @s !t h@s
ch@nce of loss so !t !s better for the essence org@n!z@t!on to use the!r resources !n the pl@ce
where !t h@s gre@ter cho!ce of return. However, those !de@s need to h@ve the l!ne w!th the
org@n!z@t!on object!ves @nd they need to be relev@nt @nd connected w!th the
org@n!z@t!on object!ves.

N@rrow segment of funnel

Th!s !s the f!n@l st@ge where org@n!z@t!on ensure th@t the !de@s @re connected w!th the
comp@ny object!ves th@t they @nt!c!p@ted when the comp@ny h@s begun. !n th!s st@ge
org@n!z@t!on rele@sed the product @nd the serv!ces !n the m@rket. Th!s funnel st@ge @re
the s!mple st@ge wh!ch org@n!z@t!on c@n @dopt @nd m@ny comp@ny use those funnel
st@ge.

@ns5.

ST@GE 3:
ST@GE 1: ST@GE 2: Concept
!de@ Gener@t!on !de@ Screen!ng Development &
Test!ng

ST@GE 4 :
ST@GE 5 : ST@GE 6 :
M@rket!ng Str@tegy
Bus!ness @n@lys!s Product Development
@nd Development

ST@GE 7 : ST@GE 8 :
Test M@rket!ng Commerc!@l!s@t!on

New Product Development:

St@ge 1: the f!rst steps of the new product development !s the !de@ gener@t!on wh!ch me@n
cont!nues @nd system@t!c quest for the new product opportun!t!es, those !mprovement
!ncludes upd@t!ng or ch@ng!ng !n ex!st!ng product.

St@ge 2: !n the !de@ screen!ng org@n!z@t!on t@ke out the less @ttr@ct!ve, !nfe@s!ble @nd
unw@nted product !de@ from the runn!ng. Unsu!t@ble !de@s should be determ!ned through
object!ves cons!der@t!on.

St@ge 3: concept development !s the v!t@l !n the org@n!z@t!on the !ntern@l object!ves
@n@lys!s !s the step two to repl@ce by the customer op!n!on !n th!s st@ge. !n th!s st@ge !de@
or the product need to be tested !n the m@rket w!th the true customer b@se. Th!s test c@n be
further develop the concept @ccord!ng to the feedb@ck of the customer.

St@ge 4: m@rket str@tegy !s the compr!sed of the four p’s those @re product, pr!ce,
pl@cement, @nd promot!on.
 i. Product: the goods @nd the serv!ces wh!ch org@n!z@t!on des!gned to s@t!sfy the!r
customer test @nd the preference of the!r t@rget @ud!ence.
ii. Pr!ce: pr!c!ng !s the pr!ce wh!ch set for the product th@t org@n!z@t!on effect
everyth!ng such @s prof!t m@rg!n, supply @nd dem@nd @nd the m@rket str@tegy.
iii. Promot!on: the go@ls of the promot!on wh!ch !s present the product to the t@rget
@ud!ence to re@ch the!r customer e@s!ly @nd let the!r product known by the!r
customer. Promot!on @lso !ncre@se the knowledge @bout the product or the process to
the!r customer @nd educ@te the!r customer.
iv. Pl@cement: pl@cement where org@n!z@t!on pl@ce the!r product to m@ke @
connect!on w!th the!r customer. Tr@ns@ct!on m@y not occur on the web but they !n
tod@y world customer @re eng@ged @nd converted through the !nternet. Th!s m@ke
e@sy for the org@n!z@t!on to pl@ce the!r product @nd th!s !s the che@p w@y
org@n!z@t!on c@n connect w!th the!r potent!@l customer.

St@ge 5: bus!ness study !s the y!eld !nform@t!on wh!ch !s cr!t!c@l to the product success. !t !s
@n ent@!l wh!ch w!ll org@n!ze @ group by the org@n!z@t!on wh!ch w!ll test the bet@
vers!on or prototype of the product th@n they w!ll ev@lu@te the exper!ence !n the test p@nel.
Th!s feedb@ck commun!c@te the t@rget m@rket !nterest @nd des!red product fe@ture @s
well @s org@n!z@t!on get the !de@ !f they need to developed the product w!ll br!ng potent!@l
prof!t !n the org@n!z@t!on wh!le s@t!sfy!ng the re@l dem@nd from the t@rget m@rket.

St@ge 6: the feedb@ck @nd the bet@ test from the 5th st@ge !ntegr@te the result !nto the
product. Th!s st@ge cons!st of the turn!ng of the prototype or concept !n the work@ble m@rket
offer!ng. Des!gned the techn!c@l!t!es of the product @nd @lert!ng @nd org@n!z!ng the
dep@rtment th@t !nvolve w!th the product l@unch such @s rese@rch @nd development,
m@rket!ng @nd the oper@t!on.

St@ge 7: th!s st@ge !s the d!fferent from the concept or bet@ test!ng !n the prototype product.
The go@l of th!s st@ge !s to v@l!d@te the ent!re concept from the m@rket!ng purpose @nd
@lso the promot!on @nd d!str!but!on @lso the p@ck@g!ng properly. By test!ng the ent!re
p@ck@ge of the product w!ll help org@n!z@t!on to vet the recept!on before they go to m@rket
!nvestment !s m@de.

St@ge 8: commerc!@l!z@t!on !s the st@ge !n wh!ch product !s !ntroduce !n the m@rket. @ll
the d@t@ obt@!ned !n the prev!ous st@ge th!s w!ll @ppro@ch @re used to produce, @nd
m@rket @nd d!str!bute the!r f!n@l product through the!r @ppropr!@te ch@nnel.

Commerc!@l!z@t!on funnel
Commerc!@l!z@t!on requ!re th@t @ development of @ m@rket pl@n, determ!n!ng how
the product w!ll be supply !n the m@rket @nd @nt!c!p@te b@rr!er to the success. The process
of @ commerc!@l!z@t!on !s l!ke @ funnel org@n!z@t!on m@y h@ve m@ny !de@s to
l@unch!ng the!r product !n the m@rket. !n the funnel n@rrow comp@ny weed out the !de@
depends on the log!st!c @nd the cost, consumer @nd the econom!cs trend, @nd @lso the
fe@s!b!l!ty. Commerc!@l!z@t!on !s the p@rt of the l@rge feedb@ck loop for the product @s
org@n!z@t!on w!ll !ntroduce the!r product !n the m@rket m@y requ!re the @djustment to the
commerc!@l!z@t!on funnel @nd the process. Org@n!z@t!on need to h@ve @ product wh!ch
!s el!g!ble for the commerc!@l!z@t!on @nd could result !n over@ll prof!t@b!l!ty.

Pr!or to commerc!@l!z@t!on most new org@n!z@t!on subject to efforts des!gned to protect the
cre@tor r!ght !n the m@rket form the product quest!ons. Org@n!z@t!on c@n do th!s by
subm!tt!ng the!r document to obt@!n @ p@tent, tr@dem@rk, or copyr!ght. Those protect!on
@ssets @re the r!ghts of the ownersh!p of the product or the !de@s th@t the org@n!z@t!on
cl@!med or the by ent!rely present !tself @s the or!g!n@l sources of the !de@s.

m@rket!ng,l!cens
commerc!l!z@t!on cre@t!ng product
!ng

M@rket!ng, l!cens!ng @nd cre@t!ng of the product: once the org@n!z@t!on h@ve
secured the property r!ghts they c@n develop the!r pl@n to br!ng the!r product !n the
m@rket. Those product could be !ncludes !ntern@l product th@t org@n!z@t!on produce
themselves or l!cens!ng for outsourc!ng or the p@rtner w!th the purpose of the
product!on of the product.

@s the product become re@dy to !ntroduce or open !n the m@rket, @dvert!s!ng m@y be!ng to
promote the!r product @s th!s w!ll cre@te @n @w@reness of the product for the consumer !n
the t@rget m@rket. Org@n!z@t!on m@y cre@te d!str!but!on ch@nnel @s well @s they m@y
h@ve the p@rtnersh!p w!th the ret@!ler @s ret@!ler @re the best equ!pped to sell the product.
Product th@t c@n be produce, m@rket @nd sell c@n be m@!nt@!n @ h!gh level of person@l
prof!ts, but those prof!ts @lso the subject to the @ll of the!r @ssoc!@te expenses. The
org@n!z@t!on wh!ch outsource or h@ve l!cens!ng from the p@rtner to produce m@y h@ve
less prof!t m@rg!n, but they @lso l!kely to exper!ence lower cost to the compens@te.

Bus!ness c@se study

B!g !de@: promote product !n d!fferent med!@ such @s telev!s!on, newsp@per @nd @ll other
soc!@l med!@ to re@ch the!r potent!@l customer.
T@rget customer: @ll @ge people mostly youth @nd m!ddle @ge customer.
M@rket s!ze: mess m@rket, growth r@p!dly revenue for product product!on $30-50M much !s
unt@pped.

Support!ng trends: compet!t!ve !s grow!ng r@p!dly

 Need to !nnov@te d!fferent fl@vor.
 Need to reduce pr!ce to rem@!n compet!t!ve.

Compet!t!ve l@ndsc@pe: m@ny compet!t!ve h@s !ncre@se !n the s@me m@rket comp@re
w!th p@st ye@r.
Wh@t cre@te th!s opportun!ty? M@ny sponsor @s essence dr!nk !s dem@nded by @ll types of
customer.
V@lue propos!t!on: low pr!ce, opportun!ty to grow f@st @nd e@sy w@y !n the m@rket.
The revenue model: t@ke 50% m@rket sh@re, g!ve d!scount to the loy@l ret@!l customer.
M@rket @ttr@ct element: prov!de the best qu@l!ty product w!th less cost th@n compet!tors.
 Open up new br@nches !n d!fferent country to get more customer.
 Focus on the prof!ts @nd customer s@t!sf@ct!on.

Key m!lestones: w!th!n next two ye@rs open 3 thous@nd br@nches !n d!fferent country @nd
sell fr@nch!se.
The number: w!dely v@r!@ble revenue effect of the med!@ promot!on
2017 2018 2019 2020
product 5k 15k 25k 50k
Revenue $100k $250k $7M $12M
expenses $200K $500K $1M $1.5M
Over@ll $150K $0 $20M $50M

Solut!on summ@ry: open br@nches, rew@rd for the best worker,

Developed pl@n: developed the !nnov@t!on form to !nnov@te new product !n the m@rket.
Ch@nnel pl@n: bus!ness to bus!ness, sell d!rectly, @nd through ret@!ler @nd wholes@ler.
Customer v@l!d@t!on pl@n: !nterv!ew 50 customer to rese@rch @bout the product to
develop
 !nterv!ew 50 customer @fter the product developed to see the result.

The scored sc@les: the score sc@les 1:5(5 !s good)

Cr!ter! Sc@le
@ s
St@t!s 4
t!c f!t
Techno 2
 logy
r!sk
Comm 5
erc!@l
r!sk
Reven 3
ue
potent!
@l
Tot@l 14

M@tch go@ls to f!nd!ng resources

@ll the bus!ness need to h@ve some expenses !n order to run the!r bus!ness not only publ!c
comp@ny needs fund!ng but @lso pr!v@te comp@ny @lso need fund!ng. The bus!ness
m@!nly need the fund!ng !n the st@ge of growth ph@ses @nd !n the st@rtup of the bus!ness
they m@y @lso need fund!ng for the rese@rch @nd development @nd @lso for the equ!pment
@nd !nventory. The fund!ng !n pr!v@te comp@ny m@y come from person@l s@v!ng, fr!ends
@nd f@m!ly, b@nk lo@ns, pr!v@te equ!ty through @ngel !nvestor, @nd the venture
c@p!t@l!sts @re @ll opt!on for the fund!ng throughout the l!fe cycles of the pr!v@te
comp@ny.
Person@l s@v!ng
@ll new bus!ness h@ve the!r st@rtup cost wh!ch mostly come from the!r own person@l
s@v!ng fund!ng. Person@l s@v!ng @re the most commonly use !n the st@rtup bus!ness @s
they @re !mmed!@tely @v@!l@ble @nd @lso no need to p@y @ny !nterest to @nyone. !n
@dd!t!on, @ll the !nvestor @nd the lenders w!ll usu@lly see whether owner h@ve the!r
person@l !nvested !n the bus!ness before they w!ll prov!de f!n@nce.
@dv@nt@ge of person@l s@v!ng
 St@rtup funds c@n be enough from the person@l s@v!ng w!thout borrow!ng @ny
money from the other sources of f!nd!ng.

 G!ve more conf!dence !n the bus!ness @s person@l @nd w!ll help to th!nk @bout the
bus!ness !n d!fferent w@y r@ther just he@r!ng the !nvestor.

 Mot!v@ted to work h@rd for the bus!ness @s successful !n the bus!ness w!ll help to get
more prof!ts.

 No need to p@y @ny !nterest to @ny sources fund!ng @s !t !s person@l s@v!ng.

D!s@dv@nt@ge of person@l s@v!ng

 S@v!ng person@l fund!ng to st@rtup the bus!ness m@y t@ke @ lots of t!me @nd th!s
w!ll w@ste the t!me.

 Tempt@t!on !s to spend some of the person@l s@v!ng !n the bus!ness never too f@r
@w@y.
  !f the person don’t h@ve l@rge @mount of the person@l s@v!ng m@y result @s
b@nkruptcy.

F@m!ly @nd fr!ends fund!ng

Usu@lly the f!n@nce !n the form of lo@n bus!ness person get e!ther from fr!ends or from the
f@m!ly member to st@rtup the!r bus!ness or to growth of the!r bus!ness. @fter the fund!ng from
the person@l s@v!ng they @lw@ys look for the fund!ng from the fr!ends @nd f@m!ly. The
most common debt f!n@nc!ng !n the st@rtup bus!ness !s not @ny commerc!@l lend!ng
!nst!tut!on but from fr!ends @nd f@m!ly.
 @dv@nt@ge of f@m!ly @nd fr!ends fund!ng
 Fr!ends @nd f@m!ly people @lre@dy know you @nd you @lso know them.

 They w!ll l!sten the p!tch @s f@m!ly @nd fr!ends c@re for you.

 They w!ll help to bu!ld the own bus!ness w!th own schedules.

 They w!ll help to develop the v!s!on @nd recogn!ze sooth!ng others @nd v@lue those.

 Lower !nterest r@te comp@re w!th the b@nk @nd @ny other sources.

 More flex!ble p@yment term

 D!s@dv@nt@ge of f@m!ly @nd fr!ends fund!ng

 Fr!ends @nd f@m!ly member m@y not @dd v@lue to the bus!ness @s they don’t
underst@nd the bus!ness.

 They m@y not @pprec!@te the entrepreneur!@l dr!ve.

 They m@y put !n the r!sk !f they prov!de w!th the s!gn!f!c@nt port!on of the s@v!ng.

B@nk lo@n fund!ng

The extens!on of the money from the b@nk or other f!n@nc!@l !nst!tut!on to @nother p@rty
w!th the @greement th@t the money w!ll be rep@!d w!th!n @ cert@!n per!od of t!me w!th the
cert@!n !nterest @long w!th the f!n@nce. Some lo@ns @re for short per!od of t!me @nd some
@re for long per!od of t!me @fter th@t those f!n@nce need to get rep@!d. @ b@nk lo@n @lso
occ@s!on@lly c@lled @ b@nk @dv@nce.

 @dv@nt@ge of b@nk lo@n

 B@nk lo@n c@n e@s!ly procured.

 B@nk lo@n c@n be used @s @ short term or the long term f!n@nc!ng.
  !nterest th@t p@!d !n the b@nk lo@ns @re the t@x deduct!ble expenses.

 B@nk lo@n @llow @ sm@rt sources of f!n@nc!ng to develop the bus!ness @nd m@ke
p@yment w!th!n g!ven t!me.

 D!s@dv@nt@ge
 Some b@nk lo@n c@rry prep@yment pen@lty wh!ch !s the b!g d!s@dv@nt@ge of
b@nk lo@n.

 Borrow!ng too much from the b@nk @s @ b@nk lo@n c@n le@d to decre@se c@sh
flow.

 !n most of the c@se b@nk don’t p@y the ex@ct money th@t they @ppl!ed for, !t p@ys
c@sh lower th@n the lo@n dem@nded !n th@t c@se org@n!z@t!on need to look for
some other sources of fund!ng.

 B@nk lo@n !s not @ppropr!@te for @ll the org@n!z@t!on, b@nk don’t g!ve lo@n to
the st@rtup org@n!z@t!ons, @lso the org@n!z@t!on who shows losses every ye@r.

@ngel !nvestor
@ngel !nvestor @re the one who !nvest !n the sm@ll or the entrepreneurs bus!ness. Often
@ngel !nvestor @re from @mong f@m!ly @nd fr!ends of the entrepreneurs. The c@p!t@l th@t
@ngel !nvestor could be just for one t!me to help the bus!ness to c@rry out !n the!r d!ff!cult or
st@rtup t!me e@rly st@ge. @ngel !nvestor prov!de more f@vor@ble term comp@re w!th the
other lender, s!nce they !nvest !n the entrepreneurs st@rt!ng the bus!ness r@ther th@n just the
v!@b!l!ty of the bus!ness.

 @dv@nt@ge of @ngel !nvestor

 When entrepreneur !s exh@usted money from the fr!ends @nd f@m!ly, person@l
s@v!ng b@nk lo@n @nd more they c@n look for the @ngel !nvestor to prov!de the
need c@p!t@l for the st@rtup bus!ness.

 Bus!ness @ngel !nvestor @re free to m@ke @ny !nvestment dec!s!on qu!ckly.

 @ngel !nvestor don’t need to collect money from other sources they c@n prov!de those
fund from the!r own s@v!ng @s !t !s k!nd off sm@ll @mount.

 The st@rtup bus!ness or for the entrepreneur !s the best opt!on to look for the fund!ng !n
the bus!ness @s bus!ness don’t h@ve to rep@y those @ngel !nvestor @ny rep@yment
or !nterest.

 D!s@dv@nt@ge of @ngel !nvestor

  @ngel !nvestor @re not su!t@ble for the !nvestment of below $10,000 @nd @bove
500,000.

 !n bus!ness !t t@ke longer t!me to se@rch for the @ngel !nvestor @nd f!nd them.

 !n c@se @ngel !nvestor the support structure @re the less comp@re w!th the !nvest!ng
comp@ny.

 The d!s@dv@nt@ge of the @ngel !nvestor !s th@t they toler@te h!gh r!sk but the!r
expect@t!on @lso usu@lly h!gh !n c@se of @ngel !nvestor.

Venture c@p!t@l
Venture c@p!t@l !s @lso l!ke the @ngel !nvestor. Venture c@p!t@l !s the f!n@nc!ng th@t
!nvestor prov!de to st@rtup, sm@ll @nd emerg!ng f!rms who h@ve the long term growth
potent!@l !n the bus!ness. For the st@rtups w!thout @ccess to the c@p!t@l m@rket, venture
c@p!t@l !s the essent!@l sources of money. R!sk !s typ!c@lly h!gh for the !nvestor, but the
downs!de for the st@rtup !s th@t these @re venture c@p!t@l!sts usu@lly get @ s@y !n
comp@ny dec!s!on.

 @dv@nt@ge of venture c@p!t@l

 @s!de from the f!n@nc!@l b@ck!ng venture c@p!t@l c@n @lso prov!de st@rtup w!th
v@lu@ble resources @nd w!th the bus!ness gu!d@nce @nd consult@t!on.

 Th!s gu!d@nce w!ll help org@n!z@t!on to t@ke v@r!ety of bus!ness dec!s!on such @s
f!n@nc!@l m@n@gement @nd hum@n resources m@n@gement @s m@k!ng better
dec!s!on !n those v!t@l @re@ help org@n!z@t!on to grow !n future.

 !n the number of cr!t!c@l @re@s, !nclud!ng t@x, leg@l, @nd person@l m@tter venture
c@p!t@l c@n prov!de w!th @ct!ve support, @ll the key !mport@nt !s th@t the st@ge of
the growth of the young comp@ny.

 Venture c@p!t@l @re b@s!c@lly well connected w!th the bus!ness commun!ty those
connect!on w!ll help org@n!z@t!on to get tremendous benef!ts.

 D!s@dv@nt@ge of the venture c@p!t@l

 Depend on the venture c@p!t@l s!de of the st@ke !n the comp@ny they m@y
somet!mes get more th@n 50% @nd entrepreneur c@n lose the m@n@gement control
of the!r own bus!ness.

 Venture c@p!t@l m!ght w@nt to @dd member of the!r own te@m to the org@n!z@t!on
m@n@gement te@m, they m@!nly do th!s to ensure the success of the comp@ny but
th!s c@n cre@te !ntern@l problems.
  Other d!s@dv@nt@ge of the venture c@p!t@l !s th@t the owner m@y g!ve up the!r
m@ny oper@t!ng dec!s!on how the org@n!z@t!on w!ll oper@te. Th!s !s m@!nly
bec@use owner need to !nform the venture c@p!t@l before they t@ke @ny m@jor
dec!s!on @nd venture c@p!t@l h@ve @uthor!ty to overr!de such dec!s!on.

Fr@nch!s!ng
Fr@nch!s!ng !s the @rr@ngement where fr@nch!ser gr@nt to the fr@nch!see the r!ght to use
the!r tr@de m@rk @nd the!r tr@de n@me @s well @s some of the!r bus!ness process @nd
system, to produce or m@rket some goods @nd serv!ces @ccord!ng to the!r cert@!n
spec!f!c@t!on. Those fr@nch!see usu@lly p@y @ onet!me fees plus some percent@ge of the!r
revenue @s roy@lty, @nd g@!n.

 @dv@nt@ge of fr@nch!s!ng
 The r!sk of the bus!ness f@!lure !s reduce by the fr@nch!s!ng @s the bus!ness !s b@sed
on the proven !de@ @nd they h@ve the opportun!ty to see how other fr@nch!ses
successful before comm!tt!ng.

 Product @nd the serv!ces h@s been @lre@dy est@bl!sh !n the m@rket sh@re so there
w!ll be no need for @ny m@rket!ng test!ng to represent the product !n the m@rket.

 Use @ recogn!ze br@nd n@me @nd the tr@de m@rk @nd @lso get benef!ts from @ny
promot!on or @dvert!s!ng by the owner of the fr@nch!se.

 No pr!or exper!ence !s needed @s tr@!n!ng !s @lre@dy rece!ve from fr@nch!sor @nd

ensure th@t they c@n open up the!r or st@rtup the!r bus!ness.

 D!s@dv@nt@ge of fr@nch!s!ng
 Cost m!ght be much more- h!gher th@n the expect@t!on cost, @lso they need to buy the
l!cense from the fr@nch!sor to represent the!r product or the serv!ces. They @lso need to
p@y fees for the cont!nues m@n@gement serv!ces @nd m@y h@ve to buy the product
from the fr@nch!sor only.
 The fr@nch!se @greement @lw@ys restr!ct the fr@nch!se how they w@nt to run the!r
bus!ness @nd they m!ght not @ble to m@ke @ny ch@nges wh!ch su!t the!r loc@l
m@rket.

 Other fr@nch!sees !n the m@rket m@y do someth!ng b@d @nd g!ve b@d reput@t!on
@nd the recru!tment process m@y need to thorough.

 @s @ bus!ness person fr@nch!sor m@y not f!ve the @uthor!ty to sell the fr@nch!se
w!thout the perm!ss!on of the!r fr@nch!sor.
The essence need to h@ve some fund!ng to st@rt the!r bus!ness th!s fund!ng the owner of the
essence dr!nk c@n be come from d!fferent sources. The sources wh!ch w!ll be the f!rst opt!on
for the essence dr!nk owner w!ll be the person@l s@v!ng @s !t h@s no !nterest to p@y @nd no
need to be worry to rep@y the f!n@nce @g@!n. Th!s w!ll help essence dr!nk owner to be more
conf!dence @bout the org@n!z@t!on @nd @llow h!m to t@ke better dec!s!on @bout the
org@n!z@t!on. @long w!th the person@l s@v!ng essence dr!nk c@n @sk for some fund!ng to
the!r f@m!ly @nd fr!ends. @s h!s f@m!ly member know them very well @nd they c@n !nsp!re
h!m the w@y no c@n !nsp!re. Those funds @lso don’t requ!re @ny !nterest r@te or he !t !s not
requ!re get pen@lty @bout the rep@yment.

@s essence dr!nk !s now k!nd of well-known org@n!z@t!on @nd they h@ve growth !n s@les
they need to produce more product to meet the!r customer need @nd dem@nd @nd @lso to
expend the!r m@rket !n d!fferent country for th!s they need more f!n@nc!@l support @nd to get
th!s support they c@n get the @ngel !nvestor, venture c@p!t@l @nd b@nk lo@n for cert@!n
per!od of t!me. B@nk lo@n w!ll help them to get more f!n@nc!@l support @nd l@rge number
of f!n@nce w!ll be not @ble to get from the person@l s@v!ng @nd fr!ends @nd f@m!ly @nd
@lso from @ngel !nvestor. Those fund!ng prov!de less funds to those comp@ny comp@re w!th
the b@nk lo@n. So by t@k!ng b@nk lo@n essence dr!nk owner w!ll @ble to expend the!r
bus!ness @nd @lso !ncre@se the!r product!on !n the org@n!z@t!on.

R!sk @ssessment
R!sk @ssessment !s the term of !dent!fy!ng, ev@lu@t!ng, @nd est!m@t!on of the level of the
r!sk th@t !s !nvolve !n some s!tu@t!on, the!r comp@r!son @g@!nst benchm@rk or st@nd@rd
@nd determ!n@t!on the @ccept@ble level of the r!sk.

Borrow!ng money from those fund!ng source spec!@lly the b@nk lo@n !s not @ problems unt!l
essence dr!nk c@n @fford to p@y the!r @ll the b@nk lo@n w!th !nterest. But !t w!ll become
h@rd for the essence dr!nk org@n!z@t!on !f the!r s@les f@lls @nd they f@!l to s@t!sfy the!r
customer. On the other h@nd !f they get more prof!ts @nd s@les !ncre@se !t w!ll become e@sy
for them to m@ke the p@yment w!th !nterest e@s!ly. But !f essence dr!nk keep on borrow!ng
money from the b@nk w!ll result @s h!gh !nterest @nd !f they un@ble to p@y the!r !nvestor
the!r expect@t!on prof!ts @nd p@y b@nk lo@ns they w!ll be decl@red b@nkrupt or !nsolvent
by the!r l@w of the court. @nd b@nkrupt w!ll result @s sell!ng the bus!ness property @s well
@s the!r person@l property @lso m@y need to sell h!s person@l @ssets to p@y the money he
owe. To @vo!d those problem @nd r!sk !n the bus!ness essence dr!nk need to m@ke sure they
p@y the!r p@yment !n t!me @nd @vo!d @ny pen@lty so th@t he don’t d!s@ppo!nt @ll the
funders !n the bus!ness.

Value analysis applying frugal innovation

Frugal innovation will help essence drink companies to add value to their product as this
innovation help organization to come up with the product which is less expensive and ovoid the
complexity in the product. Through frugal innovation essence drink will able to make their
product more better and this will reduce their cost of product and increasing the efficiency will
help essence drink organization to reduce the waste of raw material. Through the frugal
innovation and the frugal development will help organization to supply their customer with the
product which will be cheaper than their previous product and also compare with their
competitors product. This will add value to their organization by increasing sales of the product
which will result as more profits for their organization. And through this frugal innovation they
will able to meet their desire objectives.
Ans6.
intellectual property
intellectual property is a knowledge, creative ideas, or expression of human mind that have been
commercial value and protectable under patent, copyright, service mark, trade mark and trade
secret laws from imitation, infringement and dilution. intellectual property are includes brand
name, formulas, invention knowledge, software, discoveries, register design and work artistic
and literary or music nature. it is one of the most readily tradable properties in the digital market
place.

Patent: a patent is a rights which give inventor the exclusive right to prevent others from using
the similar product from marking, producing, and sell for a fix period of time. Patent applicants
need negotiate a defendable claim because patent claim are the as varied as the technologies they
protect, applicant need to set a boundaries of what their invention consist of and what they can
protect from infringement.
Those patent are vary widely in country according to their lows.
 Granting patent.
 Requirement place on the patentee.
 The extent of exclusive right.

Copyright: copyright are only essential for the protection of music, film, writer work of fiction,
poem, architectural design, and others work of the culture. The owner of the copy righted
material have their exclusive rights to reproduce their work, derivative work, distribute the
copies of the work and perform and display the work. Only an author or someone deriving their
rights through the author like publisher can claim the copyrights.
Trade secret: any information that may be used in the operation of the business and it is
sufficiently valuable to give actual or potential economics advantage is considered a trade secret.
For example recipe for popular food product, customer mailing list, advertising strategies and
distribution process. Usually trade secret are usually protect by the contracts and nondisclosure
agreement. Trade secret are valid only if the formation have not been revealed.

Essence drink is an organization which is specialized in lassi product. Every organization have
their secret recipe in the food industry. This way essence drink also have their some secret recipe
which make their product different from their product. So basically essence drink have a trade
secret as their intellectual property right. This trade secret differentiate their product from their
competitors and help essence drink to keep their recipe as secret. There are some advantage that
essence drink get benefits from through trade secret.

 Trade secret cover some abstract idea and they are different from the patent rights.
 in case of trade secret essence drink don’t have to have any expenses to register their
trade secret which reduce their cost and save money.
  Unlike others right trade secret don’t have any limited on the time that this innovation
right will get over. Essence drink can benefits from the trade secret in many other ways
also.
Trademarks: trademarks are commercial sources indicator, distractive symbol, word or the
designs that identify certain goods or services produced or provide by the some specific person
or the enterprise. Trademarks are important when consumer and the producer in the different
location. Consumer needs the trademark to seek or to avoid some goods and services of
particular firm.

Overcome challenge for successful innovation

The wrong culture: organization should need to have a good culture the innovation culture
which will help organization to come up with innovation ideas. Corporate culture is not a culture
that just giving time for launch break and more but organization need to have a positive culture.
Working for more hours also don’t help organization to be the innovative organization. some
organization culture can be more of politics and bureaucracy.

To be success in innovation essence drink companies need to make sure they come up with
positive culture. Sometimes an employee or a team may come up with the innovation ideas, but
if they don’t have the culture where employees can act on that idea or has the history letting the
call drop they may not make the effort. So essence drink need to work on the culture will
encourage their employees about the innovation and give them the authority to come up with the
innovation ideas and if the idea is suitable for their organization act on the idea.
Lack of follow through: one of the biggest threats in the innovation is that lack of follow
through. Coming up with the innovation is easy but the harder part is seeing them through.
Employees or the organization may have really good and excellent innovative idea to work on
but because of the lack of knowledge how to apply organization may end up applying the
innovative idea in undisciplined way or manner.

Essence drink need to also work on this innovation follow such as how to apply them in the
organization and what to do with the idea. Sometimes bottom line may not be that easy for
employees to use a new process or for them to enact innovation idea will fizzle them out before
they gain any traction. For this essence drink organization need to give their employee the
knowledge about the innovation and show them how the process really work. To success in
innovation essence drink need to have a team or a person dedicated to innovation. Whether
essence drink hire a CiO or vice present of global innovation.

Limited funding and resources: innovation just not happen just because organization want
innovation in the organization or because the employees come up with some great innovation
idea. To do some innovation in the organization they need to have sufficient funding and the
resources which will help organization to transfer their idea into innovative product. in the same
way essence drink also need to have their enough funds and the resources to make an innovative
product in their organization. Resources are the central topic of concern in the organization.

Lack of time: employees already feel pressure as they have to done lots in less time and on the
other hand if the innovation added with them those can quickly overwhelm the workers.
However in the large companies as employees is always busy to do their own work they may not
have the time to discuss about the innovation idea with different department to be successful in
the innovation in their 40 working hours. Twenty seven percentage of responded listed a lack of
time and focus on major hindrance to innovation.

So if the organization like essence drink want to be successful in the innovation in their
organization they need to promote the policy of giving some free time to their employees to think
about the innovation idea which will help them to come up with some great innovation idea. For
example 3M and Google companies who give free time to their employees to think about the
innovation and come up with new idea and this help their organization to be successful in
innovation. So essence drink companies can hire this policy and also change and progress will
see over time and this may just take some years not month.

Conclusion
Overall seeing the essence drink organization and their organization process i can just say that if
the owner of the essence drink wants to increase their sales in the market they definitely need to
make sure they are providing their customer with the product which satisfy customer. And to
satisfy their customers they need to come up with some innovative product bring different
variety of lassi flavor in their lassi drink. As customer become bored of same things which they
drink for a long time and also they got many competitors who introduce almost the same product
like essence drink in the market. So to compete with their customer they need to have better idea
than their competitors have and better quality product and packaging as those plays a significant
role in the business to commercialize they product in the market. Customer always likely to buy
the product which look attractive and more-cheap compare with other product.

To come up with the innovative product essence drink companies need have an organization
culture which encourage employees for innovation ideas and act on the idea. They also need to
develop their innovation process and innovation in their organization. See the best idea in which
they can work and make their idea form into product. For better customer experience essence
drink can develop on their process and product innovation as process will help customer to get
their product more easy ad available way and product innovation development will help
organization to give a better product to their customer.

Essence drink can innovate incremental as well as radical innovation to their organization to
make their innovation better and supply their customer with a better product. innovation is really
important for any organization if they want to run a successful business in the market. Because
innovation help organization to get better product and provide their customer with best quality
product. Better quality product will help essence drink to capture more customer and increase
market share. And all those will ultimately bring more profits in their business.
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