Bubble-maker receives innovation award

 Algae growing in water to test Zimmerman's bubble-maker.

Nowadays, oil conglomerates such as ExxonMobil and Shell show great interest in the boosting development of algae biofuels. Both giants invested more than £376m in what is called ‘the third generation biofuels’.

 It’s no wonder that there is a lot of hype in that technology. A significant reduction of the carbon dioxide emissions forms the main advantage of the ‘green’ biofuel.

Professor Zimmerman, a chemical engineer at the University of Sheffield, carries out many research for the renewable fuel. He succeeded in drafting a fluidic oscillator that is able to produce algae from exhaust gas from chimneys. The small bubbles, which are produced by the device, are crucial during the survival process of algae.

The system, invented by Zimmerman, requires 80% less energy than existing methods which results in lower costs.

It’s a pity that it will take more than a decade to commercialize the algal fuel because lots of research still must be done in laboratories.

In the future, Zimmerman will work as chief technology officer for a spin-off. The large amount of prize money (£250,000) is certainly a step forward to help commercialize the technology. Although money isn’t his main motivation.

http://www.guardian.co.uk/environment/2010/oct/15/bubble-maker-algae-royal-society


Lennert Thomas
groep 7

Innovation Beyond Apple

Managing the innovation topic, many companies in the consumer industry follow Apple’s example, using new products to conquer the market. Although, executives who assembled at                “Berglass and  Associates” to discuss this delicate theme, proclaim that innovation goes well beyond product innovation.

Among these attendees Richard Dickinson was spotted, general manager of the famous company Barbie. As Barbie saw melting down its market share a couple of years ago, Dickson commenced issuing  that innovation is not only on the subject of products, but also contains marketing aspects. Therefore,  several brand new Barbie flagship stores were opened with the new concept of spa’s where both daughter and mother can delight in chocolate soufflé facials. In that way the company tried to attract the whole female part of the family. Furthermore, to become  cool in association and to reach an even larger audience, Dickinson went even further in renewal by building strategic branding partnerships. As a result the cosmetic Barbie line with Mac in 2007 arose, this is why  the doll giant created collections for other branding partners.  

  

Thibaud Tack
Groep 7

http://www.forbes.com/2010/01/22/retail-marketing-products-barbie-hyundai-cmo-network-les-berglass.html

Pioneering innovations

Marketing managers, who are under a tight supervision of top management and shareholders, feel the need to assess and estimate the possible effects of their marketing actions on shareholder returns. Now the main question is : “ How can they improve the outlook of future cash flows?”

According to the paper written by Shuba Srinivasan, Koen Pauwels, Jorge Silva-Risso and Dominique M. Hanssens, it is the object of the marketing managers to  translate  marketing resource allocations and their performance consequences into financial and firm value effects as efficient as possible.

To reach this objective,  they note that  product innovation, and more specific pioneering innovation might be the solution. However pioneering innovation  contains high risks and costs. For example, the product failure rate ranges from 33% to over 60% and Boeing invested $4 billion to compete with the airbus. Studies (Chaney,Devinney and Winer 1991) conclude that pioneering innovations compared to minor updates obtain a seven times higher impact on stock returns.

http://www.anderson.ucla.edu/faculty/dominique.hanssens/content/Product_Innovation_Advertising_Stock_Return_May_2008.pdf

Dieter Slowack, groep 7

Using the new Apple iPad is stopping innovation.

On the one hand Steve Jobs stunned the world early this year with the Apple iPad. On the other hand some technology veterans predict that if the brand-new device will become a hit, Apple can cut down great innovations created by the major software developers.

The 10-inch touchscreen computer, carrying a price tag of about £300, is in fact an upgraded version of the well-known Apple iPhone. It has a wide range of possibilities, thanks to the applications made by independent program makers.


However, these people are having difficulties selling their innovative software due to the unfair and restrictive approval policy for applications imposed by Apple. On top of that, Google already draw the attention of US regulators in the summer of last year by accusing Apple of unfair competition concerning software for the iPhone.

http://www.guardian.co.uk/technology/2010/feb/01/apple-ipad-choke-innovation

Matthias Sterckx, groep 7