Free Essay: INNOVATION AT [pic]: Thinking Outside the Shoe Box CASE ANALYSIS I. Problem What uniting mechanism can Timberland. Innovation at Timberland: thinking outside the shoebox. Reference no. . Add to My Bookmarks Export citation. Innovation at Timberland: thinking. Subject category: Strategy and General Management. Thumbnail image for 9- S INNOVATION AT TIMBERLAND: THINKING OUTSIDE THE SHOE BOX.
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Timberland internal document, June 23, Slide in the active or comfort chassis. Thinking Outside the Shoe Box had all the same parameters, same thickness and bevels, but they came up with something that was much cooler.
Innovation at Timberland: Thinking Outside the Shoe Box
Here’s an example of what they look like:. In parallel with their scientific research, iF asked a Harvard Business School student team to analyze how the product could be launched, how Timberland could take it to retail, if the consumer and retailer would accept it, supply chain issues, and inventory management challenges.
Take a small break, grab a cup of coffee or whatever you like, go for a walk or just shoot some hoops.
Jeff wanted to infuse the company with a culture of community service. They are just awesome. Thinking Outside the Shoe Box internal forecasts. Our range of styles have you covered for business, touring or adventure. The concept drew on a philosophy created by the Timberland and City Year partnership: Swartz and Pucker also wondered about the future of innovation at Timberland.
Evaluate each detail in the case study in light of the HBR case study analysis core ideas.
To test user acceptance, they sold the PreciseFit model next to the same shoe minus the technology in 52 retail stores around the world, also experimenting with different price points.
They shifted emphasis from inventing new core products toward servicing customer groups with variations of those products. They had membership from supply chain, brand management, and product management.
The in-line teams also spent a great deal of time reviewing how the consumer viewed the Timberland brand in the U.
Innovation at Timberland: thinking outside the shoebox | University College London
The boat shoe made Timberland a popular brand with young urban professionals. The statistics showed that the most variation in size took place in the forefoot area. Timberland iF internal document, May 5, Type Document Author s R. Clark challenged the group to evaluate what they had learned over the two year period.
To set a reading intention, click through to any list item, and look for the panel on the left hand side:.
SWOT analysis is a strategic tool to map out the strengths, weakness, opportunities and threats that a firm is facing. To satisfy the need for capacity and development expertise, Timberland added production to factories in the Far East. If you able to provide a detailed implementation framework then you have successfully achieved the following objectives. How do I set a reading intention To set a reading intention, click through to any list item, and look for the panel on the left hand side: Timberland company document, January HBR case studies provide anecdotal instances from managers and employees in the organization to give a feel of real situation on the ground.
Doug Clark thought that tensions were inherent in the innovation process itself: You should try to understand not only the organization but also the industry which the business operates in. One team member said: Building new businesses for the enterprise. Recognizing a need for more durable boat shoes, Timberland leveraged its tooling, machinery, and parts to create a comfortable casual shoe that could be used on boats as well as for walking.
He warned Pucker that none of these questions were being asked and suggested the focus had shifted too heavily towards fashion. I want the experiment to continue as is: Timberland had become much more than a footwear company. Paola Murialdo, the original iF business planning director, recalled the challenge: Reading up the HBR fundamentals helps in sketching out business case study analysis and solution roadmap even before you start reading the case study.
Timberland started selling clothing and accessories. There has also been discussion about taking people out of IF and putting them on the in-line teams to manage integration. As a result, your foot stays comfortable in all conditions.
As Timberland’s leaders looked to the future, they hoped Doug Clark, a biomechanist, timberlaand his Invention Factory team would thnking a scientific approach toward building the next generation of Timberland products and ideas. The 3 Big Ideas Nathan Swartz started his bootmaking career as an apprentice stitcher in Inat semi-annual meetings with analysts, Clark described prototypes of flame and shock resistant boots for firefighters, shoes with superb traction modeled after the toes of gecko lizards, and hiking boots with chimney mechanisms to channel heat tye from the foot.
See Exhibit 7 dashboard. Our history said our big success came from our core products. Under Doug Clark, a biomechanics expert and footwear veteran, iF produced award-winning concepts. Which consumer segments would be most interested in a travel footwear solution?