Currently, Hewlett-Packard has more than 317,000 employees worldwide (Number of employees at Hewlett-Packard, 2014). An assessment of the various programs in place at Hewlett-Packard shows that the primary factors that facilitate innovation are an organizational culture that supports risk-taking, highly skilled staff, top-down support from management, an emphasis on multidisciplinary teams and using checkpoints to provide focal points for progress (Rivas & Gobeli, 2009)
This foundation of insight and intelligence serve as the catalyst of Apple's ability to sustain a high level of disruptive innovation and new product development (Tariq, Ishrat, Khan, 2011). Apple's innovation process concentrates on creating a highly differentiated user experience, combined with a continual investment in an all-encompassing ecosystem to support their products (Dedrick, Kraemer, Linden, 2010)
Apple Disruptive Innovation in Business Analyzing Apple's Ability to Deliver Disruptive Innovation And Re-order Entire Industries Apple's unique new product development process encompasses expertise from many of the areas of a company its competitors fail to use as effectively, in addition to having a keen sense of customers' preferences and unmet needs. This foundation of insight and intelligence serve as the catalyst of Apple's ability to sustain a high level of disruptive innovation and new product development (Tariq, Ishrat, Khan, 2011)
While the logistics, supply chain execution, management and optimization along with exceptional control over pricing is what Wal-Mart is known for today, it was Sam Walton who initially defined the supply base as strategic partners (Friedricks, 1995). Being partners, the concept of collaborative supply chain planning and execution could easily drive greater value and lower cost for the core Wal-Mart customer base, the Price Value Shopper (Blanchard, Comm, 2008)
The intent of this analysis is to evaluate the key innovations both from a business model and process perspective that Sam Walton created and the leadership concepts, frameworks and culture of Wal-Mart continue to nurture and strengthen today. Sam Walton Innovations in Discount Retailing and Supply Chains It was evident early on that Sam Walton had a passion not just for retailing, but the many underlying logistics and supply chain processes, strategies, and systems that were necessary for the retailer to expand (Friedricks, 1995)
The orientation of Wal-Mart quickly began to reflect the founder's values, with customers' needs and values being at the very center of the culture. This made expansion strategies more unified and direction and focus, as all decisions were based on how could the customer be more profitably and completely be served (Krishnamurthi, 2001)
Sam Walton's depth of retailing expertise was partially grounded in strong accounting and financial management skills, coupled with a transformational leader skill set that put respect for people at a very high level in Wal-Mart's culture. In many respects, Sam Walton was the prototypical transformational leader, striving to bring together a rapidly expanding workforce with a unified vision and focus on customer service excellence (Ramanathan, Gunasekaran, Subramanian, 2011)
Innovation for Leaders in Organizations: Sam Walton The emergence of Wal-Mart as a global force in discount retailing is in large part due to the vision and commitment to continual process improvement that its founder and CEO, Sam Walton had. His leadership frameworks and core values are what continue to propel Wal-Mart forward into new international markets while continually increasing supply chain, logistics and fulfillment processes internally (Tong, Lee-Ing, 2006)
Improvements in communication is related to the development of the computer chip. We could not have hundreds of communications satellites circling the globe without miniaturization of electronics (Gillmor, 1999)
Some people believe that the development of air conditioning is one of the major developments of the 20th century. Singapore is located just about on the equator (Maney, 1999), and one writer noted that Singapore could not have risen to be a major factor in world economics without air conditioning
Innovation of the past becomes standard practice for calm practices. Indeed, it is now been argued that organizations that seek to attract tourists may suffer significant disadvantages in the way they competed they do not have an Internet presence, and do not make sales both directly, and where relevant through online travel portals such as Expedia (Bai, Hu, Elsworth, & Countryman, 2003)
One of the main influences on tourism marketing and purchasing has been the rise of the internet (Schwanen & Kwan, 2008). The internet itself has influenced tourism in a number of ways, initially through disintermediation and empowerment of travelers which also reduced the utilization of travel agents (Buhalis & Zoge, 2007)
The growth of smart phones and the development of a wide range of applications, including games, have provided a new outlet for many types of marketers. Gramefication involves the creation of a game which is developed in order to create interaction between the consumer and the brand, or to support marketing in some way (Dahl, Low, & Eagle, 2012)
com. These all provide some common characteristics, with the ability of users to interact with each other, post reviews and as result either promote or discourage visitors from visiting the relevant destinations (Dimanche, 2010)
, 2014). The development of customer relationship management (CRM) technology, revenue management technology supporting dynamic pricing, and analytical programs may also be considered in the context of technology in tourism, with their use able to support decision making by tourism providers, such as identifying the best markets to target, and optimizing the potential benefits of marketing decision (Govers & Bleeker, 2003)
, 2001) noted there is an increasing level of reliance placed by potential tourists on the information may garner from the Internet. This assertion is also supported with research undertaken Luo, Feng & Chai (2004), with the main method of accessing information being the use of major Internet search engines, such as Google (Gursoy & McCleary, 2004)
The ability of travel destination owners and managers to market directly to potential target audiences, as well as make direct sales, changed the structure of the travel industry significantly. Overall, the importance and market share of traditional retail-based travel agents started to decline as more tourists were making their own travel arrangements with direct contact with the travel providers (Jeong, Oh, & Gregoire, 2003), or through intermediaries in he in the form of travel portals such as Expedia and Travelocity (Law, Leung, & Wong, 2004)
The ability of travel destination owners and managers to market directly to potential target audiences, as well as make direct sales, changed the structure of the travel industry significantly. Overall, the importance and market share of traditional retail-based travel agents started to decline as more tourists were making their own travel arrangements with direct contact with the travel providers (Jeong, Oh, & Gregoire, 2003), or through intermediaries in he in the form of travel portals such as Expedia and Travelocity (Law, Leung, & Wong, 2004)
Owners and managers of tourist destinations have to compete to attract visitors, so need to understand the ways in which technology may influence, or may be leverage, the marketing and decision making of potential tourists who might visit their locations. One of the main influences on tourism marketing and purchasing has been the rise of the internet (Schwanen & Kwan, 2008)
Web 2.0 technologies have seen specific changes with in the Internet environment, from the use of the Internet as a source of information, to a more interactive environment (Sigala, 2007)