Innovation Group Tactical Group Tactic Tactic Description

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 1.      Premium Price 1.      Price at a higher margin than competitors, usually for a superior product, offering, experience, service, or brand.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 2.      Cost Leadership 2.      Keep variable costs low and sell high volumes at low prices.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 3.      Scaled Transactions 3.      Maximize margins by pursuing high volume, large-scale transactions when unit costs are relatively fixed.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 4.      Microtransactions 4.      Sell many items for as little as a dollar—or even only one cent—to drive impulse purchases at volume.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 5.      Forced Scarcity 5.      Limit the supply of offerings available, by quantity, timeframe, or access, to drive up demand and/or prices.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 6.      Subscription 6.      Create predictable cash flows by charging customers upfront (a one-time or recurring fee) to have access to the product/service over time.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 7.      Membership 7.      Charge a time-based payment to permit access to locations, offerings, or services that non-members don’t have.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 8.      Installed Base 8.      Offer a “core” product for slim margins (or even a loss) to drive demand and loyalty; then realize profit on additional products and services.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 9.      Switchboard 9.      Connect multiple sellers with multiple buyers; the more buyers and sellers who join, the more valuable the switchboard.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 10.   Auction 10.   Allow a market—and its users—to set the price for goods and services.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 11.   User-Defined 11.   Invite customers to set a price they wish to pay.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 12.   Freemium 12.   Offer basic services for free, while charging a premium for advanced or special features.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 13.   Flexible Pricing 13.   Vary prices for an offering based on demand.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 14.   Float 14.   Receive payment prior to building the offering—and use the cash to earn interest prior to making margins.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 15.   Financing 15.   Capture revenue not directly from the sale of a product, but from structured payment plans and after-sale interest.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 16.   Ad-Supported 16.   Provide content/services for free to one party while selling listeners, viewers, or “eyeballs” to another party.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 17.   Licensing 17.   Grant permission to some other group or individual to use your offering in a defined way for a specified payment.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 18.   Metered Use 18.   Allow customers to pay for only what they use.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 19.   Bundled Pricing 19.   Sell in a single transaction two or more items that could be sold as standalone offerings.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 20.   Disaggregate Pricing 20.   Allow customers to buy exactly—and only—what they want.

CONFIGURATION INNOVATION PROFIT MODEL INNOVATION TACTICS 21.   Risk Sharing 21.   Waive standard fees/costs if certain metrics aren’t achieved, but receive outsize gains when they are.

CONFIGURATION INNOVATION NETWORK TACTICS 22.   Merger/Acquisition 22.   Combine two or more entities to gain access to capabilities and assets.

CONFIGURATION INNOVATION NETWORK TACTICS 23.   Consolidation 23.   Acquire multiple companies in the same market or complementary markets.

CONFIGURATION INNOVATION NETWORK TACTICS 24.   Open Innovation 24.   Obtain access to processes or patents from other companies to leverage, extend, and build on expertise and/or do the same with internal IP and processes.

CONFIGURATION INNOVATION NETWORK TACTICS 25.   Secondary Markets 25.   Connect waste streams, by-products, or other alternative offerings to those who want them.

CONFIGURATION INNOVATION NETWORK TACTICS 26.   Supply Chain Integration 26.   Coordinate and integrate information and/or processes across a company or functions of the supply chain.

CONFIGURATION INNOVATION NETWORK TACTICS 27.   Complementary Partnering 27.   Leverage assets by sharing them with companies that serve similar markets but offer different products and services.

CONFIGURATION INNOVATION NETWORK TACTICS 28.   Alliances 28.   Share risks and revenues to jointly improve individual competitive advantage.

CONFIGURATION INNOVATION NETWORK TACTICS 29.   Franchising 29.   License business principles, processes, and brand to paying partners.

CONFIGURATION INNOVATION NETWORK TACTICS 30.   Coopetition 30.   Join forces with someone who would normally be your competitor to achieve a common goal.

CONFIGURATION INNOVATION NETWORK TACTICS 31.   Collaboration 31.   Partner with others for mutual benefit.

CONFIGURATION INNOVATION STRUCTURE TACTICS 32.   Organizational Design 32.   Make form follow function and align infrastructure with core qualities and business processes.

CONFIGURATION INNOVATION STRUCTURE TACTICS 33.   Incentive Systems 33.   Offer rewards (financial or non-financial) to provide motivation for a particular course of action.

CONFIGURATION INNOVATION STRUCTURE TACTICS 34.   IT Integration 34.   Integrate technology resources and applications.

CONFIGURATION INNOVATION STRUCTURE TACTICS 35.   Competency Center 35.   Cluster resources, practices, and expertise into support centers that increase efficiency and effectiveness across the broader organization.

CONFIGURATION INNOVATION STRUCTURE TACTICS 36.   Outsourcing 36.   Assign responsibility for developing or maintaining a system to a vendor.

CONFIGURATION INNOVATION STRUCTURE TACTICS 37.   Corporate University 37.   Provide job-specific or company-specific training for managers.

CONFIGURATION INNOVATION STRUCTURE TACTICS 38.   Decentralized Management 38.   Distribute decision-making governance closer to the customer or other key business interfaces.

CONFIGURATION INNOVATION STRUCTURE TACTICS 39.   Knowledge Management 39.   Share relevant information internally to reduce redundancy and improve job performance.

CONFIGURATION INNOVATION STRUCTURE TACTICS 40.   Asset Standardization 40.   Reduce operating costs and increase connectivity and modularity by standardizing your assets.

CONFIGURATION INNOVATION PROCESS TACTICS 41.   Process Standardization 41.   Use common products, processes, procedures, and policies to reduce complexity, costs, and errors.

CONFIGURATION INNOVATION PROCESS TACTICS 42.   Localization 42.   Adapt an offering, process, or experience to target a culture or region.

CONFIGURATION INNOVATION PROCESS TACTICS 43.   Process Efficiency 43.   Create or produce more while using fewer resources—measured in materials, energy consumption, or time.

CONFIGURATION INNOVATION PROCESS TACTICS 44.   Flexible Manufacturing 44.   Use a production system that can rapidly react to changes and still operate efficiently.

CONFIGURATION INNOVATION PROCESS TACTICS 45.   Process Automation 45.   Apply tools and infrastructure to manage routine activities to free up employees.

CONFIGURATION INNOVATION PROCESS TACTICS 46.   Crowdsourcing 46.   Outsource repetitive or challenging work to a large group of semi-organized individuals.

CONFIGURATION INNOVATION PROCESS TACTICS 47.   On-Demand Production 47.   Produce items after an order has been received to avoid carrying costs of inventory.

CONFIGURATION INNOVATION PROCESS TACTICS 48.   Lean Production 48.   Reduce waste and cost in your manufacturing process and other operations.

CONFIGURATION INNOVATION PROCESS TACTICS 49.   Logistics Systems 49.   Manage the flow of goods, information, and other resources between the point of origin and the point of use.

CONFIGURATION INNOVATION PROCESS TACTICS 50.   Strategic Design 50.   Employ a purposeful approach that manifests itself consistently across offerings, brands, and experiences.

CONFIGURATION INNOVATION PROCESS TACTICS 51.   Intellectual Property 51.   Protect an idea that has commercial value—such as a recipe or industrial process—with legal tools like patents.

CONFIGURATION INNOVATION PROCESS TACTICS 52.   User Generated 52.   Put your users to work in creating and curating content that powers your offerings.

CONFIGURATION INNOVATION PROCESS TACTICS 53.   Predictive Analytics 53.   Model past performance data and predict future outcomes to design and price offerings accordingly.

OFFERING INNOVATION PRODUCT PERFORMANCE TACTICS 54.   Superior Product 54.   Develop an offering of exceptional design, quality, and/or experience.

OFFERING INNOVATION PRODUCT PERFORMANCE TACTICS 55.   Ease of Use 55.   Make your product simple, intuitive, and comfortable to use.

OFFERING INNOVATION PRODUCT PERFORMANCE TACTICS 56.   Engaging Functionality 56.   Provide an unexpected or newsworthy experiential component that elevates the customer interaction.

OFFERING INNOVATION PRODUCT PERFORMANCE TACTICS 57.   Safety 57.   Increase the customer’s level of confidence and security.

OFFERING INNOVATION PRODUCT PERFORMANCE TACTICS 58.   Feature Aggregation 58.   Combine existing features found across offerings into a single offering.

OFFERING INNOVATION PRODUCT PERFORMANCE TACTICS 59.   Added Functionality 59.   Add new functionality to an existing offering.

OFFERING INNOVATION PRODUCT PERFORMANCE TACTICS 60.   Performance Simplification 60.   Omit superfluous details, features, and interactions to reduce complexity.

OFFERING INNOVATION PRODUCT PERFORMANCE TACTICS 61.   Environmental Sensitivity 61.   Provide offerings that do no harm—or relatively less harm—to the environment.

OFFERING INNOVATION PRODUCT PERFORMANCE TACTICS 62.   Conservation 62.   Design your product so that customers can reduce their use of energy or materials.

OFFERING INNOVATION PRODUCT PERFORMANCE TACTICS 63.   Customization 63.   Enable altering of the product or service to suit individual requirements or specifications.

OFFERING INNOVATION PRODUCT PERFORMANCE TACTICS 64.   Focus 64.   Design an offering specifically for a particular audience at the expense of others.

OFFERING INNOVATION PRODUCT PERFORMANCE TACTICS 65.   Styling 65.   Impart a style, fashion or image.

OFFERING INNOVATION PRODUCT PERFORMANCE TACTICS 66.   Complements 66.   Sell additional related or ancillary products or services to a customer.

OFFERING INNOVATION PRODUCT SYSTEM TACTICS 67.   Extensions/Plug-ins 67.   Allow first- or third-party additions that add functionality.

OFFERING INNOVATION PRODUCT SYSTEM TACTICS 68.   Product Bundling 68.   Offer several products for sale as one combined product.

OFFERING INNOVATION PRODUCT SYSTEM TACTICS 69.   Modular Systems 69.   Provide a set of individual components that can be used independently, but gain utility when combined.

OFFERING INNOVATION PRODUCT SYSTEM TACTICS 70.   Product/Service Platforms 70.   Develop systems that connect with other, partner products and services to create a holistic offering.

OFFERING INNOVATION PRODUCT SYSTEM TACTICS 71.   Integrated Offering 71.   Combine otherwise discrete components into a complete experience.

EXPERIENCE INNOVATION SERVICE TACTICS 72.   Try Before You Buy 72.   Let customers test and experience an offering before investing in it.

EXPERIENCE INNOVATION SERVICE TACTICS 73.   Guarantee 73.   Remove customer risk of lost money or time stemming from product failure or purchase error.

EXPERIENCE INNOVATION SERVICE TACTICS 74.   Loyalty Programs 74.   Provide benefits and/or discounts to frequent and high-value customers

EXPERIENCE INNOVATION SERVICE TACTICS 75.   Added Value 75.   Include an additional service/function as part of the base price.

EXPERIENCE INNOVATION SERVICE TACTICS 76.   Concierge 76.   Provide premium service by taking on tasks for which customers don’t have time.

EXPERIENCE INNOVATION SERVICE TACTICS 77.   Total Experience Management 77.   Provide thoughtful, holistic management of the consumer experience across an offering’s lifecycle.

EXPERIENCE INNOVATION SERVICE TACTICS 78.   Supplementary Service 78.   Offer ancillary services that fit with your offering.

EXPERIENCE INNOVATION SERVICE TACTICS 79.   Superior Service 79.   Provide service(s) of higher quality, efficacy, or with a better experience than any competitor.

EXPERIENCE INNOVATION SERVICE TACTICS 80.   Personalized Service 80.   Use the customer’s own information to provide perfectly calibrated service.

EXPERIENCE INNOVATION SERVICE TACTICS 81.   User Communities/Support Systems 81.   Provide a communal resource for product/service support, use and extension.

EXPERIENCE INNOVATION SERVICE TACTICS 82.   Lease or Loan 82.   Let customers pay over time to lower upfront costs.

EXPERIENCE INNOVATION SERVICE TACTICS 83.   Self-Service 83.   Provide users with control over activities that would otherwise require an intermediary to complete.

EXPERIENCE INNOVATION CHANNEL TACTICS 84.   Channel Diversification 84.   Add and expand into new or different channels.

EXPERIENCE INNOVATION CHANNEL TACTICS 85.   Flagship Store 85.   Create a store to showcase quintessential brand and product attributes.

EXPERIENCE INNOVATION CHANNEL TACTICS 86.   Go Direct 86.   Skip traditional retail channels and connect directly with customers.

EXPERIENCE INNOVATION CHANNEL TACTICS 87.   Non-Traditional Channels 87.   Employ novel and relevant avenues to reach customers.

EXPERIENCE INNOVATION CHANNEL TACTICS 88.   Pop-up Presence 88.   Create a noteworthy but temporary environment to showcase and/or sell offerings.

EXPERIENCE INNOVATION CHANNEL TACTICS 89.   Indirect Distribution 89.   Use others as resellers who take ownership over delivering the offering to the final user.

EXPERIENCE INNOVATION CHANNEL TACTICS 90.   Multi-Level Marketing 90.   Sell bulk or packaged goods to an affiliated but independent sales force that turns around and sells it for you.

EXPERIENCE INNOVATION CHANNEL TACTICS 91.   Cross-selling 91.   Place products, services, or information that will enhance an experience in situations where customers are likely to want to access them.

EXPERIENCE INNOVATION CHANNEL TACTICS 92.   On-Demand 92.   Deliver goods in real-time whenever or wherever they are desired.

EXPERIENCE INNOVATION CHANNEL TACTICS 93.   Context Specific 93.   Offer timely access to goods that are appropriate for a specific location, occasion, or situation.

EXPERIENCE INNOVATION CHANNEL TACTICS 94.   Experience Center 94.   Create a space that encourages your customers to interact with your offerings—but purchase them through a different (and often lower-cost) channel.

EXPERIENCE INNOVATION BRAND TACTICS 95.   Co-Branding 95.   Combine brands to mutually reinforce key attributes or enhance the credibility of an offering.

EXPERIENCE INNOVATION BRAND TACTICS 96.   Brand Leverage 96.   “Lend” your credibility and allow others to use your name—thus extending your brand’s reach.

EXPERIENCE INNOVATION BRAND TACTICS 97.   Private Label 97.   Provide goods made by others under your company’s brand.

EXPERIENCE INNOVATION BRAND TACTICS 98.   Brand Extension 98.   Offer a new product or service under the umbrella of an existing brand.

EXPERIENCE INNOVATION BRAND TACTICS 99.   Component Branding 99.   Brand an integral component to make a final offering appear more valuable.

EXPERIENCE INNOVATION BRAND TACTICS 100.                   Transparency 100.                   Let customers see into your operations and participate with your brand and offerings.

EXPERIENCE INNOVATION BRAND TACTICS 101.                   Values Alignment 101.                   Make your brand stand for a big idea or a set of values and express them consistently in all aspects of your company.

EXPERIENCE INNOVATION BRAND TACTICS 102.                   Certification 102.                   Develop a brand or mark that signifies and ensures certain characteristics in third-party offerings.

EXPERIENCE INNOVATION CUSTOMER ENGAGEMENT TACTICS 103.                   Process Automation 103.                   Remove the burden of repetitive tasks from the user to simplify life and make new experiences seem magical.

EXPERIENCE INNOVATION CUSTOMER ENGAGEMENT TACTICS 104.                   Experience Simplification 104.                   Reduce complexity and focus on delivering specific experiences exceptionally well.

EXPERIENCE INNOVATION CUSTOMER ENGAGEMENT TACTICS 105.                   Curation 105.                   Use a distinct point of view to separate the proverbial wheat from the chaff—and in the process create a strong identity for yourself and your followers.

EXPERIENCE INNOVATION CUSTOMER ENGAGEMENT TACTICS 106.                   Experience Enabling 106.                   Extend the realm of what’s possible to offer a previously improbable experience.

EXPERIENCE INNOVATION CUSTOMER ENGAGEMENT TACTICS 107.                   Mastery 107.                   Help customers to obtain great skill or deep knowledge of some activity or subject.

EXPERIENCE INNOVATION CUSTOMER ENGAGEMENT TACTICS 108.                   Autonomy and Authority 108.                   Grant users the power to use your offerings to shape their own experience.

EXPERIENCE INNOVATION CUSTOMER ENGAGEMENT TACTICS 109.                   Community and Belonging 109.                   Facilitate visceral connections to make people feel they are part of a group or movement.

EXPERIENCE INNOVATION CUSTOMER ENGAGEMENT TACTICS 110.                   Personalization 110.                   Alter a standard offering to allow the projection of the customer’s identity.

EXPERIENCE INNOVATION CUSTOMER ENGAGEMENT TACTICS 111.                   Whimsy and Personality 111.                   Humanize your offering with small flourishes of on-brand, on-message ways of seeming alive.

EXPERIENCE INNOVATION CUSTOMER ENGAGEMENT TACTICS 112.                   Status and Recognition 112.                   Offer cues that infer meaning, allowing users—and those who interact with them—to develop and nurture aspects of their identity.