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You are here: Home / 2018 / Archives for October 2018

Archives for October 2018

4 Ways to Know When It’s Time to Rebrand Your Business

October 31, 2018 by Asif Nazeer Leave a Comment

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Even the most incredible rebrand is wasted if you never actually launch it.


October
31, 2018

6 min read

Opinions expressed by Entrepreneur contributors are their own.


Many entrepreneurs and business owners believe that a company’s “brand” is simply the company’s name and logo. That’s not true, of course: A brand is more than just its underlying company’s name and logo.

Yet, it’s also true that that a name and business logo are key ambassadors for a brand, so it’s important that both be strong.

Related: Top 10 Reasons to Rebrand Your Business (Infographic)

Your company’s own brand is the sum total of the experiences your customers and prospects have with your company. A good brand communicates what your company does and how it does it. A good brand also establishes trust and credibility with your prospects and customers. And because a brand evolves over time, many companies, including some of the most successful ones, rebrand.

You may have noticed recent rebrands by Dunkin’ Donuts, Weight Watchers, Uber, Unilever and others. That’s why it’s worthwhile to look closely at why companies rebrand and what your own company should know to successfully rebrand your business. When should a company even consider rebranding? Here are ways you can know when the time is right.

Companies should rebrand to better differentiate from the competition. 

If your company name is generic and similar to that of other businesses, you’re hurting your brand. A generic logo will similarly hurt your brand. A related problem occurs when you use stock art in your branding or marketing materials: You may be hurting your brand because everyone recognizes stock art when they see it; and those photos may turn up being used by your competitors.

This is where rebranding comes in: It can help your business stand out from your competitors’ by showcasing the things that make your company different and better.

Even the best companies change their brand identity. For example, did you know that Google started with the name “Backrub” or that Accenture started out as “Andersen Consulting”? It’s not unusual for a company to outgrow its name and look for a fresh, unique business name that can help grow its business. Maybe it’s time that your company do the same.

Companies should rebrand to give new life to outdated branding. 

It’s possible that your Comic Sans font, flash-based website or 1990s color palette is dragging your brand down and making your business look outdated. What are you going to do? The answer is “rebrand,” something even the most successful businesses do, as seen from the various iterations of the Airbnb logo:

Smart companies rebrand because they know that good design can make or break a business, because they know they’ve outgrown their original mission. Maybe your business started off selling personalized t-shirts, but now you want to add customized coffee mugs. If your branding revolves around t-shirts, customers won’t know that they can look to you for mugs, too.

This is a common problem,. and we always advise clients to make sure their business name is not too narrow or literal.

Related: 5 Signs It’s Time to Rebrand Your Company

Companies should rebrand to outgrow their poor reputation.

Uber’s recent brand overhaul was necessary to break ties with its bad reputation and visibly demonstrate a commitment to a new, improved culture. If your business is struggling to overcome a negative reputation, a rebrand can help consumers see you in a fresh new light.

Companies should rebrand when their business evolves.

Sometimes, a business gets the opportunity to expand or target a new market. When that happens, it’s important to ensure that your new customers and prospects can connect with your brand. That’s what happened with Pabst Blue Ribbon, a low-price U.S. beer popular with fraternities and hipsters. China’s version of PBR — the stately sounding Pabst Blue Ribbon 1844 — sells for $44 a bottle!

This happened because Pabst saw a chance to re-market itself to the Chinese craft beer market — a market unaware of its budget reputation in the United States. By doing its homework, Pabst expanded into a new demographic and significantly grew its business.

6 things your company needs to know to rebrand successfully

1. Start by understanding your mission and values. Before you rebrand, it’s crucial that you clearly understand your company’s mission and values. Consider and assess what makes your company special. Why does your company exist, and what values does it have that are essential?

2. Develop a rebranding strategy that works with your existing branding. Many companies don’t have the luxury of starting from a clean slate. If you’re doing a partial rebrand, make sure to take the existing brand assets into account. BrandExtract, a branding firm with over a century of experience, explained why consistent branding is important, saying:

A consistent brand helps increase the overall value of your company by reinforcing your position in the marketplace, attracting better quality customers with higher retention rates and raising the perceived value of your products or services …. In contrast, erratic,
inconsistent behavior quickly leads to confusion and mistrust.

3. Consider the market and your competition. Before you rebrand, do your due diligence. Research what your competition does. Determine how you stand apart from your competitors, and what your true value proposition is. It’s vital that your new brand be fresh and relevant, but not so of-the-moment that it ends up looking dated too quickly.

4. Collaborate with your team. Your brand may be one of your most important company assets, but just as valuable are the people that help grow your business every day. Include voices from across your company: Some of the best ideas and most valuable feedback come from departments you might not expect.

5. Manage the rebrand carefully. A rebrand is often a complex and lengthy endeavor. Without a careful plan of attack and a well-managed process, the rebrand can quickly go off the rails. Set deadlines and mitigate going down those pesky rabbit holes with a well thought-out project plan.

6. Launch your rebrand and tell the world. Even the most incredible rebrand is wasted if you never actually launch it. Make sure you plan your rebrand launch and be prepared to explain why you rebranded. Minimize the risk of customer confusion through a carefully planned launch that showcases the story behind the rebrand.

Related: Dunkin’ Donuts Announces Big Rebrand. 3 Things to Know Today.

A rebrand is a declaration of your company’s commitment to upward growth. Change is never easy, but sometimes, as the song goes, a change will do you good.

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Mastering All the Basic Ins and Outs of DIY Car Fixing

October 31, 2018 by Asif Nazeer Leave a Comment

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Whether your company owns a fleet of vehicles or only a single company car, you might need to do some DIY car fixing from time to time. After all, as the owner of a small business, you do, indeed, wear many hats, don’t you?

Then, too, you might just want to have DIY car fixing skills for your own personal ride. Car owners tend to feel proud of their vehicles, after all. Moreover, they often feel obligated to have some basic auto repair skills. On the other hand, perhaps you just want to know your vehicles better. You might want to be able to respond properly in urgent situations. But how does one learn DIY car fixing skills by oneself?

When it comes to the practice of actually learning some DIY car fixing basics, people usually do not know where to start. Therefore, try searching online for workshop manuals for cars and trucks. You just might run across some manuals for car-repair enthusiasts at epcatalogs.com. These manuals are especially developed to enlighten eager car owners to feel more empowered when it comes to vehicle safety.

 

RELATED ARTICLE: HOW TO START AN AUTO REPAIR BUSINESS WITH ONLY A SMALL INVESTMENT

 

A Beginner’s Guide for Your First Big DIY Car Fixing Experience

Once you have decided on how to acquire information and DIY car fixing manuals, your next large step would be to put what you’ve learned into practice. However, there are a few things you’ll need to take care of first. For example, you’re going to need the right tools. You’ll also need a work space.

Additionally, you’ll need to set aside plenty of time for doing the work. This last item can be the trickiest for beginners, since it can be difficult to estimate the timing if you don’t have much experience.

Below are some tips that can lead you toward a good first DIY car fixing experience:

Make sure to conduct thorough research on your car and the problem you are about to fix. Take into consideration that manuals are usually the most trustworthy resources. That’s because they are written by professionals or even car manufacturers.

However, you can also get advice from other people who are repairing cars by themselves. To that end, you’ll find a number of online forums where you can meet up with other car enthusiasts.

If you want to take care of all your DIY car fixing outside then you’ll probably need to wait for a stretch of good weather and daylight. However, your best option would be to have a garage or another work space where you can keep your car for the duration of the repairs. Try to find a quiet space so that you can calmly concentrate on your car’s repairs. Additionally, clear plenty of space before you start the job and position your car for maximum elbow room.

 

  • Give Yourself Plenty of Time

If you expect to finish your repairs within a few hours, be ready to modify your expectations. In fact, it might take you weeks or even months to complete a particular job.

Of course, an experienced mechanic might be able to finish the task within hours. However, as a beginner, you’re going to need to be more cautious and do things more slowly. Additionally, you might even make mistakes, which could slow you down even further. Therefore, try to begin your repairs on the weekend or on holidays so that you can minimize the time pressure.

  • Keep Track of What You’re Doing

Once you taken everything apart, you’ll need to remember which bolt goes where so that the vehicle functions as it should. Therefore, take pictures throughout the disassembling process. Additionally, put some labels on the various pieces. Then, you’ll know exactly where each part is supposed to go. Use a white paint pen on metal parts to indicate where parts came from, along with their orientation.

 

DIY car fixing 2

 

Finally

The final step of all your DIY car fixing would be to create a final checklist. In this way, you’ll have some useful guidance should you ever need to repair the same part or fix a similar problem. Moreover, when you finish your first big DIY car fixing, make sure you check everything out before your take your car for a test spin. You’ll want to ensure that your vehicle is truly ready for the road.

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The Best Cyber Monday Deals for Small Business 2018

October 30, 2018 by Asif Nazeer Leave a Comment

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The Best Cyber Monday Deals for Small Business 2018

Cyber Monday 2018 slated for November 26. For small businesses, there are plenty of sales and deals to be had on the products you need to buy for the holidays or those you may use on a daily basis. Whether you’re looking for employee gifts, new office supplies or updated tech for your own personal use, you can find plenty of opportunities to buy products online at discounted prices.

2018 Cyber Monday Deals Are Available from these Brands

Here are some of the sales that may interest small businesses this Cyber Monday.

Amazon

There’s a week’s worth of deals on Amazon this holiday season. The ecommerce giant normally hosts a series of flash sales throughout the weekend on everything from computers and tech to books and apparel. You can sign up for alerts on specific products or use Alexa connected products to voice search throughout the week.

eBay

From tech to furniture to small appliances for the office kitchen, you can find tons of deals on eBay. The company’s Cyber Monday sale lets you save on tons of essentials or business upgrades. And you can sign up for their card to earn points on purchases.

Microsoft

Microsoft’s online store hosts a Cyber Monday sale each year. Find deals on everything from computers to headphones and audio equipment. Sales usually extend for the whole weekend, not just Monday.

Dell

For laptops, desktops and tech accessories, Dell offers a variety of online deals every year. You can sign up for email alerts or Dell Advantage to get early access to these exclusive offers.

HP

HP is offering a full week of deals starting on Cyber Monday. These include printers, computers and accessories. In addition to the product discounts, the sale also includes free shipping.

Newegg

If you need any computer parts, software or tech accessories, Newegg hosts a Cyber Monday sale each years with tons of discounts from sellers. Browse the sale section of the site or search for specific products you may need.

Office Depot

Office Depot and Office Max are offering a number of online deals this season to complement the in-store offerings. Sign up to receive updates about specific deals or to receive early access to discounts throughout November.

Staples

In conjunction with its annual Black Friday sale, Staples is offering online deals for Cyber Monday. There are discounts on computers, tech, chairs, printers and inexpensive gifts perfect for coworkers or a small team.

Best Buy

Stock up on tech products and accessories from Best Buy this Cyber Monday. You can find deals on new computers, TVs, mobile devices and small gadgets that could work as small team gifts.

Walmart

Walmart’s Cyber Monday sales usually include a huge variety of products, from tech to furniture. So you can find most of the things you need for your business or gift list in one place. You can also get free shipping on many purchases or take advantage of their in-store pickup option.

Target

Target offers a huge variety of online deals for Cyber Monday and the week of Thanksgiving. You can find cameras, printers, tech accessories, furniture and office supplies at deep discounts, many also with free shipping or in-store pickup options.

Nikon

For cameras, photo editing software and accessories, Nikon is hosting a Cyber Monday sale for its brand of photography products. Details have yet to be released, but you can sign up to receive updates via email.

Photo via Shutterstock

This article, “The Best Cyber Monday Deals for Small Business 2018” was first published on Small Business Trends



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The Case for Disconnecting and Traveling as an Entrepreneur

October 30, 2018 by Asif Nazeer Leave a Comment

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Yes, it’s imperative to work your butt off, but, although it may seem counter-intuitive, it’s also vital to drop everything and travel.


October
30, 2018

8 min read

Opinions expressed by Entrepreneur contributors are their own.


I just got back from my honeymoon to Egypt and the Seychelles islands, and it was life-changing. As I flew and traveled to my various destinations, I thought about traveling as an entrepreneur and how it’s been one of the best ways to grow personally and professionally. While a number of my trips in the U.S. and abroad were for personal reasons instead of business purposes, they all had an impact on how I ran my companies and my view on the world.

Here are some of the reasons why I believe traveling as an entrepreneur is vital to success and a few of the places I recommend visiting.

It’s easier and cheaper than ever.

First off, it’s easier and cheaper than ever to travel anywhere in the world. Personally, I like to ball out when I travel, but if you’re a bootstrapped entrepreneur, there are hundreds of different tools that can make your trip easy and affordable.

Kayak and Google Flights allow you to find the most affordable airfare possible.

Related: 5 Science-Proved Reasons Vacation Will Boost Your Brain

Entrepreneur travel hack: I put everything I charge on one business credit card that provides a ton of benefits and points. Using one credit card for all of my company’s charges creates a massive influx of points that can be used for airfare or lodging. I recommend United’s Visa or if you have the spend, the Centurion by AMEX.

While booking my most recent trip I used Booking and noticed that the site let me schedule a pickup and dropoff ride for the same price I’d pay for Uber or Lyft. So, instead of waiting for my Uber, my driver waited for me. This made the whole taxing process painless. I dug around and found out the service was offered by Mozio. They power Booking, along with Hotels.com, SkyScanner, Despagar and a slew of others who’ve integrated with their API, making it easy for travelers to schedule ground transport rides. As an entrepreneur, I’m always looking for ways to save time and cut redundant corners. Being able to book and schedule everything from one site, at the same price, was a big win in my book. You can see the excitement on my face below. 

Andrew Medal

Also, you don’t have to book a hotel anymore and can use Airbnb pretty much anywhere, if that’s your cup of tea. Its experiences are super cool too, which allow you to book activities at your travel destination. I’ve used it a handful of times, and have been more than satisfied each time.

You see the world from a different perspective.

If your business does any work with another country, you need to see the world from their point of view. It doesn’t matter if you’re outsourcing, purchasing products or selling your merchandise to those outside the U.S., it helps to learn how people approach life in general. This can help you with negotiations, marketing and understanding your customer in general.

I recently went to Spain. I have clients in Spain, and to see how they conduct themselves, the culture firsthand, and the day-to-day life of how people interact opened up my eyes. My clients are typically hard to get a hold off late in the afternoon. I’ve obviously known of the Spanish Siesta (translated to nap in Spanish), but until I was actually there in person, I couldn’t grasp the magnitude of what it meant. Siesta typically lasts from about 2 to 5 p.m. and pretty much everything shuts down: restaurants, businesses, even public transportation. If it wasn’t for going there and witnessing this in person, I don’t think I ever would’ve truly understood why I couldn’t reach my clients daily during their late afternoon.

Related: 7 Entrepreneurs Who Built Businesses Off Their Love of Travel

I also went to the Bahamas a few months ago. I stayed at the beautiful Baha Mar hotel, which was gorgeous and new, with a ton of delicious restaurants and a manmade coral reef on their beach. I highly recommend it if traveling to Nassau. While there, I snorkeled with all types of animals from squid, to sea turtles and even sharks. Snorkeling with sharks was incredible — being with sharks underwater created a million different feelings for me. I realized there were a lot of feelings that can be associated with starting a new business or daily emotions I experience as an entrepreneur, such as excitement, fear and uncertainty. Once we were done, I had a bunch of new ideas and mapped out a growth plan for one of my companies that had been an ongoing obstacle leading up to the trip.

Andrew Medal

The different perspective can be culturally or a natural shift in thinking like being underwater with a bunch of sharks. Regardless, the shift that occurs will benefit areas of your business you may not even imagine.

You’ll get inspired.

When you see the same things every day, you tend to get stuck in a rut. Traveling will open you up to new experiences that will inspire you. You may come up with a new product idea or see a way of solving a challenge you’ve been facing. Often, I find myself being hit with inspiration when I’m traveling and relaxing. While I consciously focus on the beautiful blue ocean or the fascinating landscape, my subconscious is solving problems I’ve been dealing with for weeks at home.

I also recently visited Kauai, where I stayed at the Kiahuna Plantation, a hotel I stayed at while I was a kid, and ate at some amazing local restaurants, including the Beach House restaurant in Poipu, Da Crack Tacos and Papalani Gelato. I always find that eating local cuisine, especially when I’ve never had it before, pushes me out of my comfort zone. Something as simple as eating different food or waking up to a different sight outside my window is all it takes to inspire me with new visions for my life, new ideas or to help existing obstacles I’m facing in any of my companies.

Andrew Medal

Entrepreneur travel hack: TripAdvisor is great for local info, but the best way to find the best local spots is to ask the locals! Anytime I travel I ask locals the best things to do, the coolest places to stay and the best food to eat. It’s a failproof plan to travel and experience the local culture.

You’ll recharge your batteries.

If you’re coming home every day feeling exhausted and simply have little desire to get up and do work in the morning, you need a break. Traveling gives you that. Get away from your normal routine and try something new and different. It’s not enough just to take a few days off work. You need to escape.

My most recent trip to Costa Rica was a complete escape for me. I needed a break from everything, so my wife and I took off.

Entrepreneur travel hack: I never turn my phone plan on when traveling. Rather, I just use wi-fi wherever it’s available. It’s so much better and allows me to stay disconnected rather than tethered to my phone, messages and emails. Plus, when I’m on wi-fi it helps me get things done faster, knowing I have a finite amount of time to use the network. I also use tools to keep me off social media, like Antisocial, an app that allows me to limit the number of minutes I am allowed on social media per day. It’s great to keep my habits in check.

Related: 4 Tips That Will Help You Actually Afford Your Dream Vacation

I’ve been to Costa Rica three times, and during this last trip, we spent most of the time snorkeling and white water rafting through the jungle. My wife and I love to stay in Manuel Antonio because it gives us the ability to go to the ocean and jungle easily. The combination of ocean and jungle is unlike anywhere else I’ve traveled; pair that with wild monkeys, fresh fruits, food and lush green wilderness and you’ve set the stage for the most disconnected and recharging trip of your life. When I came home, I felt completely renewed and ready to get back at it. Our favorite jungle tour company is Amigos del Rio, and we’ve white water rafted with them three separate times.

It’s easy to feel like the only solution to get more done is to work more hours, but I’ve found the opposite to be true. Yes, it’s imperative to work your butt off, and although it may seem counterintuitive it’s also vital to drop everything and travel. If you need to recharge, need inspiration or want to view the world from a different point of view, I highly recommend traveling. You’ll find that the many different experiences you have will make you a better entrepreneur.

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What the Top Innovators Get Right

October 30, 2018 by Asif Nazeer Leave a Comment

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A project team from Stanley Black & Decker, a US$12.7 billion diversified manufacturing firm, noticed something problematic when observing customers using the company’s products at construction sites. Tools such as miter saws and table saws needed higher voltage than the 20-volt systems commonly used for hand tools such as drills and circular saws. As a result, contractors were using extension cords or gasoline generators. But the former were inconvenient and created hazards, and the latter brought noise and pollution. After making these observations, Stanley Black & Decker developed the DeWalt line of “FlexVolt” cordless power tools and battery packs. They’ve been quickly embraced by professional contractors — generating $300 million in incremental sales since the line’s 2016 introduction.

“Cords are one of the biggest pain points on a construction jobsite,” says Stephen M. Subasic, vice president of human resources at the company’s global tools and storage unit. “Our customers were telling our teams they wanted more cordless options.” But end-users had an additional constraint: They had made large investments in existing 20-volt tools and were unwilling to give them up. The FlexVolt system solved the problem. “We were able to marry some emerging technologies in motors and batteries so that the FlexVolt system automatically adjusts to the voltage of the tool,” says Subasic. “It’s a single-battery platform that addresses the pain point, and spans both the next generation and the current generation of tools.”

Few companies are able to bring this kind of rapid breakthrough innovation from concept to market success. But Stanley Black & Decker has consistently developed winning products for years, and has been doing so while spending its R&D dollars more efficiently than its industry peers. In this year’s Global Innovation 1000 study — our annual analysis of the 1,000 publicly held companies that spend the most on research and development (R&D) — we look at a subset of companies like Stanley that we call “high-leverage innovators.” These are companies that outperformed their industry groups on seven key measures of financial success for the previous five years, while at the same time spending less on R&D as a percentage of sales.

Achieving high performance is difficult in any given year, and remarkably difficult to sustain. But the success of these high-leverage innovators reaffirms a finding of our study that has held true over time: There is no long-term correlation between the amount of money a company spends on its innovation efforts and its overall financial performance. Instead, what matters is how companies use that money and other resources to create products and services that connect with their customers. Also important is the quality of companies’ talent, processes, and decision making.

R&D spending among the Global Innovation 1000 overall increased 11.4 percent in 2018, to a record high of $782 billion, reflecting R&D spending increases in all regions and nearly all industries (see “Profiling the Global Innovation 1000”). If we carve out the high-leverage innovators, we see that the 88 companies that earned that classification in 2017 had sales growth 2.6 times as high as other companies on the Global Innovation 1000 list from 2012 to 2017 and growth in market capitalization 2.9 times as high, while their R&D intensity (R&D expenditures as a percentage of sales) was lower than their industry median. These high-leverage innovators can be found in all regions and industries. They include household brands such as Apple, Adidas, and Stanley Black & Decker, and companies that may be less familiar to readers, such as Amadeus IT Group, a global provider of travel solutions and software based in Spain, and DIC Corporation, a Japan-based specialty chemicals company.

Profiling the Global Innovation 1000

The companies in the Global Innovation 1000 spent US$782 billion on R&D in 2018. This represented record-high spending, and an increase of 11.4 percent over 2017. Year-on-year growth in 2018 was nearly four times as high as growth between 2016 and 2017, when spending increased by 3.2 percent. Revenues for the Global Innovation 1000 also increased by 11.4 percent, leaving R&D intensity, or innovation spending as a percentage of revenue, unchanged from 2017 (at 4.5 percent) and maintaining the 14-year high (see “R&D and Revenue”).

Total R&D spending by the top 20 companies was $214.5 billion, or 27.4 percent of the total spending by the Global Innovation 1000. For the second year in a row, Amazon led the top 20 list, with spending of $22.6 billion — up a massive 40.6 percent from 2017. It was followed, as was also the case last year, by Alphabet, with R&D expenditures of $16.2 billion (see “The Top 20 R&D Spenders”). Facebook posted the biggest climb on the top 20 list, up six places from its 2017 position to number 14. Sanofi and Siemens rejoined the list this year, after falling outside the top 20 in 2016 and 2012, respectively. Four industries — software and Internet, auto, healthcare, and computing and electronics — accounted for more than 97 percent of the top 20’s R&D spending.

Taking a broad look at industry spending, with the exception of aerospace and defense and chemicals and energy, all industries increased their R&D spending in 2018. R&D spending rose in the four industries that accounted for 76 percent of total R&D spending — computing and electronics, healthcare, auto, and software and Internet, the same four that dominate the top 20. But the spending growth trajectories for these industries have shifted.

Spending had been flat for more than five years in the computing and electronics industry up to 2017, and we predicted in last year’s study that healthcare would likely take the number one spot in 2018. Instead, a $13 billion R&D spending surge in computing and electronics — almost a third of which was attributable to increased spending at Samsung and Apple — kept computing and electronics companies on top, despite continued growth in healthcare.

Software and Internet companies, whose research and development spending has been rising sharply for several years, similarly seemed poised to surpass auto companies’ spending in 2018. Instead, R&D spending in the auto sector, likely focused on electronics, software, and autonomous vehicles, jumped $16 billion. That was a 15.2 percent year-over-year increase, and it kept auto in third place. The growth trajectory of software and Internet companies, however, continues to suggest they will rise higher on the list (see “R&D Spending by Industry”).

Companies headquartered in all regions increased their R&D spending in 2018 (see “R&D Spending by Region”), but the most vibrant innovation investment was in China and Europe. Chinese companies led in R&D spending increases by a wide margin, up 34.4 percent. They also registered the biggest increase (16 percent) in the number of companies on the Global Innovation 1000 list (see “China’s R&D Success Story”). European companies were second in both R&D spending growth (14 percent) and gains in the number of entries in the Global Innovation 1000 (7 percent).

North American, Japanese, and “rest of world” companies all had R&D spending growth in the single digits, and all three regions saw declines in the number of companies on the list. North America did retain the lead in the number of innovators in several sectors, including software and Internet companies (61 percent), healthcare (49 percent), aerospace and defense (47 percent), and computing and electronics (38 percent) (see “The Global Sector Spending Breakdown”).

R&D spending among the Global Innovation 1000 overall increased 11.4 percent in 2018, to a record high of $782 billion.

We tailored our analysis this year to determine what sets high-leverage innovators apart from their competitors, interviewing innovation leaders and studying the innovation programs at a number of companies on the list. We also surveyed a sample of leaders and managers — 869 in all — to gain insights about where they are focusing their innovation efforts, how their innovation approaches are changing, what different innovation models they are pursuing, and how well they are succeeding. We separated out those companies that reported they were outperforming their competitors in terms of growth and profitability, and noted how their innovation practices contrasted with those that reported growth similar to or slower than that of their peers.

Our analysis reveals that both the high-leverage innovators and the larger universe of companies that report relative high performance have six key characteristics. The first five are widely understood, though executed to varying degrees. The sixth is something that only the best innovators accomplish.

1. They closely align innovation strategy with business strategy.

2. They create company-wide cultural support for innovation.

3. Their top leadership is highly involved with the innovation program.

4. They base innovation on direct insights from end-users.

5. They rigorously control project selection early in the innovation process.

6. They excel at each of these first five characteristics and have been able to integrate them to create unique customer experiences that can transform their market.

For companies looking to improve the reach and results of their R&D investment, examining the strategies of those that consistently perform at the top of their game offers invaluable insight.

Inside the High-Leverage Innovators

We first conducted the high-leverage innovator analysis in 2006, finding 94 companies that fit the criteria, and then created the list again in 2007, identifying 118. For this year’s study (when we found 88 such companies), we compared the list across three years — 2007, 2012, and 2017 — to provide a 15-year performance window (each list draws on the previous five years of data). Only two companies qualified as high-leverage innovators in all three years: Stanley Black & Decker and Apple — Silicon Valley’s poster child for innovation excellence and the perennial leader of our “10 Most Innovative Companies” list.

The 10 Most Innovative Companies

After ceding its lead position to Alphabet in 2017, Apple was once again selected by our Global Innovation 1000 survey respondents as the most innovative company in 2018 (see “The 10 Most Innovative Companies”). Apple also became the first publicly listed U.S. company in history to achieve a US$1 trillion market capitalization in 2018. We would argue that it’s not a coincidence: What’s driven Apple’s commercial and financial success, after all, is its ability to design and develop distinctive new products and services and bring them to market successfully.

Overall, the list of the 10 most innovative companies has a distinctly digital feel. Three companies are in the computer and electronics sector (Apple, Samsung, and Intel), and five are in the software and Internet sector (Amazon, Alphabet, Facebook, Microsoft, and Netflix). The single auto company on the list is Tesla, whose Model 3 electric car was described in a Washington Post review as an “iPhone with wheels.” The only traditional industrial company on the list, General Electric, has taken pains in recent years to describe itself as a “digital industrial company.”

Amazon — which in September 2018 became the second U.S. company to cross the trillion-dollar value mark — was first voted onto the list by respondents to our 2012 survey, appearing in 10th place. It has climbed ever higher by dominating the booming e-commerce sector and developing its successful cloud computing business, Amazon Web Services. The company, which was ranked the second-most innovative company in 2018, also led the list of the biggest R&D spenders this year, with innovation outlays of $22.6 billion — a year-over-year increase of 40.6 percent. Alphabet, number three on this year’s 10 Most Innovative Companies list, was second in spending, with outlays of $16.2 billion.

But innovation, as we’ve long argued, is not primarily a reflection of how much you spend. Apple spent less in 2018 on R&D as a percentage of sales than eight of the other nine companies selected by respondents as the most innovative — a mere 5.1 percent of sales, compared with 20.9 percent for Intel, 19.1 percent for Facebook, 14.6 percent for Alphabet, and 12.7 percent for Amazon. (General Electric had the lowest R&D intensity, at 4.0 percent.) Apple was also the only company from the 2017 high-leverage innovator list to be selected by survey respondents as being among the most innovative. Adidas, another 2017 high-leverage innovator, fell just outside the top 10 (number 11).

Comparing financial metrics, the 10 most innovative companies outperformed the 10 biggest R&D spenders on revenue growth, gross margin, and market cap growth (see “Innovating vs. Spending”).

One of the notable changes to the high-leverage innovator list since its earlier iterations has been the dramatic rise of companies headquartered in China, from 3 percent of the total in 2007 to 17 percent in 2017 — a net increase of more than 400 percent (see “China’s R&D Success Story”). The number of high-leverage innovators in Europe also increased significantly, from representing 18 percent of the total number in 2007 to representing 30 percent in 2017. Meanwhile, the number of high-leverage innovators fell 45 percent for North American companies, 8 percent for Japanese companies, and 23 percent for the “rest of world” countries.

China’s R&D Success Story
by Patrick Hui and Barry Jaruzelski

When we first published the Global Innovation 1000 study in 2005, only eight companies on the list were headquartered in China, accounting for a negligible amount of R&D spending. In 2018, 145 Chinese companies were among the top 1,000 spenders, and their innovation spending increased 34.4 percent over 2017 — or nearly three times the overall rate of increase among the Global Innovation 1000 between 2017 and 2018. R&D spending by Chinese companies is concentrated (representing 86 percent of total spending) in industrials — where China has a larger share of Global Innovation 1000 companies than any other region — software and Internet, auto, and computing and electronics.

Chinese companies also carved out a sizable stake of the high-leverage innovator list, making up 17 percent of this group in 2017, compared with 3 percent in 2007 — a net increase of more than 400 percent. Notably, Europe was the only other region for which the number of high-leverage innovators increased; North America, Japan, and the “rest of world” category all saw declines (see “2017 High-Leverage Innovators”).

China’s R&D activities have placed it toward the top of other lists as well. In 2018, China broke into the list of the world’s 20 most innovative economies, according to the Global Innovation Index (GII), an annual ranking of innovation competitiveness (note: PwC’s Strategy& was a Knowledge Partner of the GII in 2017 and 2018). Coming in at number 17 (of the 126 economies ranked), China was the only middle-income country to make the top 20. The GII report noted, “In absolute values, and in areas such as R&D expenditures and the number of researchers, patents, and publications, China is now 1st or 2nd in the world…. China presents an impressive example for other middle-income countries to follow as they seek to join the echelons of high-income economies. With this success in mind, China’s attention is now turning to the quality and impact of innovation.”

One reason for China’s rise as an R&D leader is simply the vibrancy of the country’s economy in the 21st century. China’s GDP has expanded at rates not seen in most other regions for many decades. The Chinese government has also consistently made R&D a top agenda item for the five-year plans that set the economy’s direction. Business sectors singled out for innovation investment and incentives in China’s current five-year plan include new-energy automotive, high-end robotics, next-generation information technology, and advanced medical equipment. Recently, trade tensions with the U.S. have led the Chinese government to spur innovation in semiconductors — making multibillion-dollar investments in startups to ensure that China’s technology companies are not dependent on U.S. suppliers.

Another critical factor underlying China’s R&D rise reflects Chinese companies’ focus on some of the innovation success factors that this year’s study identifies. In our 2018 survey, Chinese companies reported an alignment of innovation and business strategy that was better than those in other regions: For example, 78 percent of Chinese companies said their strategies were highly or closely aligned, as compared with 62 percent for North American companies (see “Strategy Alignment by Region”). Companies headquartered in China lead other regions by similar margins on indicators such as their executive team’s involvement in innovation strategy and company-wide cultural support for innovation programs.

We also found that the need seeker strategy is a more prevalent innovation model in China than in other regions (44 percent among companies headquartered in China, versus 34 percent for all companies in our survey). The need seeker model — which previous research found was also most prevalent among Silicon Valley innovators (pdf) — is the most common model followed by companies that report higher revenue growth and profitability than their industry peers.

  • Patrick Hui is a partner with PwC China, based in Shenzhen and Hong Kong. He works with multinational corporations and public organizations to conduct large-scale operations transformations, improve their supply chain operations, and enhance their product innovation capabilities.

Among industries, the number of high-leverage innovators rose between 2007 and 2017 in telecommunications, consumer goods, healthcare, industrials, autos, and aerospace and defense, while the numbers fell in chemicals and energy, computing and electronics, and software and Internet. Looking at all three years, in 2007 the industry with the largest presence on the list was computing and electronics, in 2012 it was computing and electronics and healthcare (tied), and in 2017 it was healthcare.

High-leverage innovators had operating and gross margins similar to those of other Global Innovation 1000 companies for the five years ending in 2017, but significantly outperformed them on five other financial metrics, including gross profit growth (which for high-leverage innovators was 2.1 times as high as that of other companies) and market capitalization growth (2.9 times as high) (see “High-Leverage Innovator Performance Index”).

During the three five-year periods ending in 2007, 2012, and 2017, high-leverage innovators’ relative outperformance decreased on two key measures — gross profit growth and operating income growth — although relative total shareholder returns increased slightly. This likely reflects a general improvement in the overall performance of the Global Innovation 1000 companies over time. But the data also reveals a startling fact: The high-leverage innovators vastly outperformed other companies in the 2007–12 period, which spans the last major business downturn and the first years of the current expansion. This suggests that during the Great Recession, high-leverage innovators recovered more quickly and robustly. In fact, they blew the doors off the competition in gross profit growth (which was 6.6 times as high as that of other companies), operating income growth (7.0 times as high), and total shareholder returns, which were 13.4 times those of the rest of the companies in the Global Innovation 1000 (see “High-Leverage Innovator Performance, 2007–17”).

Characteristics of Successful Innovators

In analyzing our survey respondents’ answers to questions about innovation practices and strategies, we found sharp differences between companies reporting fast revenue growth (43 percent of respondents) and those reporting similar or less success than their peers (48 percent said they were growing at the same rate as their peers and 9 percent said they were growing more slowly). Moreover, survey respondents who reported that their companies were outperforming their competitors have many of the same approaches and attitudes toward innovation that the high-leverage innovators exemplify.

Strategic alignment. Respondents who reported that their companies were outperforming their industry groups were far more likely to report strategic alignment. Of that group, 77 percent said their innovation strategies were highly or closely aligned with their business strategies, compared with 54 percent of respondents who reported growth typical of their peers, and 32 percent of respondents who reported slower growth. Similar differences hold true for companies that reported higher profitability.

We also found differences when it came to strategic alignment among the three innovation models into which we have segmented companies over the past 11 years: Need Seekers, Market Readers, and Technology Drivers. In our survey this year, need seekers made up 34 percent of total respondents. (Note: Figures have been rounded.) These companies engage customers directly to generate new ideas, then develop original products and services and get them to market first. Market readers, accounting for 23 percent of our respondents, are fast followers. They typically generate ideas by closely monitoring their markets, customers, and competitors, focusing largely on creating value through incremental innovations to current products. Technology drivers, 44 percent of our respondents, depend heavily on their internal technological expertise to develop new products and services, driving both breakthrough innovation and incremental change, in hopes of meeting the known and unknown needs of their customers via new technology.

It is helpful to consider the breakdown of responses by innovation model, given need seekers’ own perception of relative success: 65 percent of need seekers report they have higher profitability than their peers, as compared with 38 percent of market readers and 43 percent of technology drivers. And need seekers also report higher revenue growth (59 percent) than market readers (35 percent) and technology drivers (36 percent). It is significant, then, that 84 percent of need seekers say their innovation and business strategies are closely aligned, whereas this is true for only 48 percent of market readers and 53 percent of technology drivers (see “Need Seekers Embrace Strategic Alignment”).

Conversations with innovation leaders at high-leverage innovator companies revealed a similar focus on alignment. At Amadeus IT, “our ambition is to have a strong alignment between our business strategy and the innovation strategy,” says Marion Mesnage, head of research, innovation, and ventures. “We’ve increased the alignment and are strengthening it.” In the past, R&D at the company — a $5.8 billion global travel software and information technology business headquartered in Spain — tended to be technology-centric, Mesnage says. But it is shifting its focus more toward understanding customer needs and identifying growth opportunities within the company’s business units, which serve airlines, hotels, tour operators, insurers, car rental and railway companies, ferry and cruise lines, travel agencies, and individual travelers. “Right now,” says Mesnage, “we are running strategy sprints to gather people in the same room from different business units with the end goal of co-creating our next wave of innovation themes.”

At DIC, a Japan-based global manufacturer of printing inks, organic pigments, and synthetic resins, top management has also moved in recent years to align the company’s R&D activities more closely with its business strategies. DIC splits R&D operations into two divisions. The direct-to-customer technology division, which focuses on incremental innovation, is always in sync with the business strategy and works closely with the business units. “The organization of these activities is quite closely linked,” says Kiyotaka Kawashima, executive officer and general manager of R&D. “The budget control and administration are both done by the business units, and they approve the themes of technology and R&D.” A separate division, which focuses on basic innovation, has also been more closely aligned with the business strategy in recent years, but has more leeway in deciding which projects to pursue.

Cultural support. Seventy-one percent of respondents who reported that their company’s revenues were growing faster than competitors’ revenues said their corporate culture was highly or very aligned with their innovation strategy, compared with 53 percent of companies that reported the same growth as competitors, and 33 percent for companies that reported slower growth. The differentials on cultural alignment were similar for companies that reported higher profitability.

We also found differences in cultural support by innovation model. Need seekers are far better at turning their corporate culture to their advantage: 82 percent said their organization’s culture was highly supportive of the innovation strategy, compared with 48 percent for market readers and 47 percent for tech drivers.

CEO Tim Cook of Apple (which we have long identified as a need seeker) has said that innovation is in the company’s DNA, and that its culture is not something that can be formulaically copied. But he has given some clues about how Apple fosters that culture — for example, by hiring smart people who can collaborate cross-functionally. “You look for people that are not political,” Cook said in a 2013 interview with the dean of Duke’s Fuqua School of Business (Cook’s an alumnus). “You look for wicked smart people…who appreciate different points of view…. The reason Apple is special is we focus on hardware, software, and services. And the magic happens where those three come together…. It’s unlikely that somebody that’s focused on one of those in and of itself can come up with magic, and so you want people collaborating in such a way [that] you can produce these things that can’t be produced otherwise.”

Amadeus IT is focused on building cultural support across its 45 locations worldwide (the company’s main R&D hubs are in France, Germany, India, the U.K., and the U.S.). “We are made up of people who have a great appetite for new things, for exciting technology, and for new opportunities,” says Mesnage. Innovation teams are very multicultural, she adds, “which creates a great ground for creativity and for exchanging different perspectives.” One of the practices Amadeus has adopted is creating a system of innovation champions within its R&D and business units, whose role is to promote and foster the company’s innovation approach at their site, and to encourage people to submit ideas — and then collect those ideas to make sure they’re visible to the rest of the organization.

Executive involvement. Survey respondents reporting higher revenue growth than competitors were much more likely to say their company’s executive team was closely involved with the R&D program — 78 percent said their executive team was highly or closely aligned with R&D investment and strategy, compared with 62 percent for same-growth companies, and 53 percent for slower-growth companies.

Among innovation models, most need seekers reported that their leadership teams were plugged into their innovation programs: 84 percent of need seekers reported that their executive team was highly involved in decision making regarding R&D investment and strategy, compared with 63 percent of market readers and 57 percent of tech drivers.

All the high-leverage innovators we interviewed or analyzed said their executive teams were highly aligned with their innovation programs. Stanley Black & Decker is a case in point.

“The executive team is involved in innovation right from the top,” says Tim Hatch, chief technology officer at Stanley Engineered Fastening. “Our CEO mentions breakthrough innovation whenever I hear him speak in a group. Whenever we have project reviews or product reviews, he is always asking questions around where we are with breakthroughs and how we are commercializing the ideas that have been generated by the teams. And as you go down from his level to the business unit level, there are similar levels of engagement.”

At Apple, innovation has always been a top executive-team agenda item. It helps to start with a visionary founder (the late Steve Jobs), but Apple has also elevated innovation — and specifically, design — within the organization. Jony Ive, for example, who has run Apple’s design studio since 1996, was named chief design officer in 2015. He reports directly to the CEO, and his responsibilities include the look and feel of Apple hardware, user interface, packaging, and major architectural projects such as Apple Park and Apple’s retail stores, as well as new ideas and future initiatives.

Focus on customer insights. All of our survey respondents — those who reported their growth as faster, slower, or the same as that of their peers — value deep customer and consumer insights in their innovation programs. They ranked consumer and client insights as the most important capability during the ideation stage. However, interestingly, respondents who reported revenue growth that was the same as or slower than that of their peers believe they are most competent in this capability, whereas those who reported faster revenue growth ranked it as a capability in which they have the second-most competence. This may seem counter-intuitive, but actually makes a good deal of sense. Those who reported slow or similar growth compared with their peers’ growth seem to think that they have done enough in this area. Those who reported fast growth see further opportunities for improvement.

Looking at the innovation models, need seekers — which rely heavily on customer insights — also chose customer insights as their second-best competency. But market readers and tech drivers chose it as their top competency. Overall, the top innovators seem to recognize that when it comes to gathering customer insights, no company is ever done learning.

DIC has focused on gaining direct customer insights into some of its most successful innovations. One of the company’s main businesses is producing components and materials for the color filters of liquid crystal displays used in TVs, computers, and other devices — especially the red, blue, and green pigments they utilize. Technology in this field has advanced rapidly over the last 10 years, according to R&D general manager Kawashima, and typically a long supply chain distances the end-users from the process and materials providers such as DIC. The innovation team sought end-user feedback at a very early stage of development for its latest color filter innovations, and was able to incorporate the insights and utilize its production know-how to create pigments superior to its competitors’ offerings. Today, DIC’s market share for green pigment is 80 percent, and it is 50 percent for blue.

Direct end-user input played a major role in the turnaround of Adidas that began in the 1990s (see “How Adidas Found Its Second Wind,” s+b, Aug. 24, 2015). A new management team set out to recapture the innovation mojo that had characterized the athletic footwear company during the leadership of the founder, Adi Dassler, who died in 1978. Dassler had started the company with a simple approach: He observed athletes, talked to them about their needs, and then experimented with novel ways of solving their problems. The new team renewed Dassler’s approach, focused on performance-related design and industrial craftsmanship, and rebuilt Adidas’s product line.

Adidas is now focusing on open source innovation and co-creation with customers to develop new ideas. Says CEO Kasper Rørsted: “We look at all kinds of collaborative creation as valuable — not only within our company, but with external partners as well. We are clear about the borders of our brand, because the brand is sacred to us. But we also recognize that if we have only the inspiration and creativity of people within our own organization, we miss a lot of what’s going on in the marketplace. We articulate this point by saying that we need to be consumer-obsessed and to create the best product for the consumer. If that is your endgame, then you have to be able to confront sacred cows, and open yourself up to ideas that you might not have been open to in the past.” Adidas’s innovation approach has been key to its return to the ranks of top innovators and financial performers — and its ranking as one of our high-leverage innovators for the 2012–17 period.

Focus on project selection. When asked which stage of the innovation process — ideation, project selection, product development, or commercialization — was most important, 35 percent of our survey respondents chose project selection, followed by 31 percent for ideation. This “front end” of the innovation process is indeed critical to success. For one thing, most of the long-term costs of product development — as much as 70 percent, in our experience — are locked in at the ideation and project selection phases. And even great operational capabilities and business management cannot overcome poor decisions about which ideas to move into development and production.

Companies reporting relatively faster growth said they were most competent at the ideation and project selection stages, but they were more likely than those reporting slower growth to see even more potential improvement in their project selection capabilities: 42 percent of the fast-growth companies saw project selection as the stage with the most opportunity for improvement in their company, compared with 30 percent of same-growth companies and 31 percent of slower-growth companies.

Need seekers are also more eager to improve the project selection phase of the innovation process — 42 percent said this is the innovation stage where most improvement is needed, compared with 29 percent of market readers and 33 percent of tech drivers — while they put less emphasis on improving product development.

Stanley Black & Decker is among the group of companies hungry for more. “I would agree that project selection is the area where we have the biggest opportunity for improvement,” says Hatch, the CTO of Stanley Engineered Fastening. The core product development teams are challenged to find the next iteration or big step from a current product, and then are measured very tightly on delivering on the product time line, he says, “100 percent, on time, on cost, on delivery.” The breakthrough innovation teams, however, are challenged to go after projects that might not be a success. “If everything we do is a success,” Hatch says, “then we’re not trying hard enough and not going far enough from the core.”

Amadeus IT has a similar focus. Innovation leaders track the portfolio precisely and have explicit criteria for project selection. “It’s not like we create something and then commercialize it,” says Mesnage, head of research. “It’s all about making sure that we have a problem–solution fit — that we’ve really found a problem worth solving, that we have a solution in mind that can solve it, and that there is a business appetite, so that we know there are enough people willing to pay for the solution we are proposing.” One recent product innovation that grew out of the company’s revamped innovation approach is Amadeus Video Solutions, an interactive video player that enables travel providers to show consumers videos about travel destinations and pause the video at any time to see the location on a map; check and price travel, lodging, and activity options nearby; and make purchases without leaving the platform.

The New Innovation Excellence

Not long ago, companies that aimed for innovation excellence might have felt it was sufficient to be good at most of the five characteristics discussed above, and best-in-class at one or two. But the standard for innovation excellence has been rising as businesses have become more competitive in the 21st century — which the Global Innovation 1000 studies have shown for many years. Companies that aspire to the highest level of innovation leadership today need to excel at every aspect of innovation. And they need to make them converge in a way that pushes the boundaries of market expectations and transforms the customer experience. Here we can revisit the two companies that made the high-leverage innovator list throughout the entire 15-year performance window of our analysis.

Apple’s innovation mind-set is thoroughly integrated in the mission as well as the organization of the company. When asked in a Fast Company interview what outsiders might misunderstand or underappreciate about Apple, CEO Cook said: “The thing they might miss is how different Apple is versus other technology companies. A financial person just looking at revenues and profits may think, ‘They’re good [at making money].’ But that’s not who we are. We’re a group of people who are trying to change the world for the better…. For us, technology is a background thing. We don’t want people to have to focus on bits and bytes and feeds and speeds. We don’t want people to have to go to multiple [systems] or live with a device that’s not integrated. We do the hardware and the software, and some of the key services as well, to provide a whole system.”

As noted earlier, Apple emphasizes the importance of cross-functional collaboration. When the company built its new $5 billion headquarters (completed in 2018), which has been likened to a spaceship, the architecture and building design revolved around encouraging creativity and innovation, in much the same way that some of the icons of innovation architecture — the mid-20th-century Bell Labs model of collaborative workspace and MIT Media Lab’s technology research hub — were designed to encourage interdisciplinary interaction.

Stanley Black & Decker has long been known as a product innovation leader in its field, but CEO James M. Loree has set ambitious goals. He told The Street in August 2018, “We want to be known as one of the world’s most innovative companies. So we have created an enormous wave of innovation at this point…embedded in the culture of Stanley Black & Decker. We have stepped up and we are doing breakthrough innovation activities. We are doing venture investing. We are doing accelerators for entrepreneurs externally and internally.” In the company’s 2017 year in review for shareholders, Loree wrote that the company currently had “10 breakthrough innovation teams covering all businesses and multiple worldwide locations focused on developing innovations that each have the potential to deliver greater than $100 million in annual revenues.”

Stanley is advancing its innovation ecosystem along many dimensions, including Stanley Ventures in Silicon Valley, which invests in innovative startups; an additive manufacturing accelerator program in Hartford, Conn., in partnership with Techstars; a digital accelerator in Atlanta; and an industrial incubator in Silicon Valley. “The innovation strategy is globally distributed and diverse, yet holistic and seamlessly integrated into our businesses,” says Mark Maybury, Stanley Black & Decker’s chief technology officer. “The reality we’re facing is that if we want to maintain or continue to grow our leadership position, we need to focus not only on the incremental innovations that pay the bills today, but also on the things that will shape the industries in which we compete.”

The consistent success of Apple, Stanley, and the other star performers on our high-leverage innovators list sets a performance goal that all innovators can aspire to reach. But the fact that relatively few of the Global Innovation 1000 companies are able to hit that target in a given year — let alone repeatedly over time — is a reminder that innovation excellence isn’t something that can be bought by simply spending more on R&D. Rather, it’s the result of painstaking attention to strategy, culture, executive involvement, customer insights, and execution throughout the stages of innovation, all with an eye toward creating differentiated experiences.

Methodology

As it has in each of the past 13 editions of the Global Innovation 1000, this year Strategy&, PwC’s strategy consulting business, identified the 1,000 public companies around the world that spent the most on R&D during the last fiscal year, as of June 30, 2018. To be included, companies had to make their R&D spending numbers public. Subsidiaries that were more than 50 percent owned by a single corporate parent during the period were excluded if their financial results were included in the parent company’s financials. The Global Innovation 1000 companies collectively account for 40 percent of the world’s R&D spending, from all sources, including corporate and government sources.

In 2013, Strategy& made some adjustments to the data collection process in order to gain a more accurate and complete picture of innovation spending. In prior years, both capitalized and amortized R&D expenditures were excluded. Starting in 2013, we included the most recent fiscal year’s amortization of capitalized R&D expenditures for relevant companies in calculating the total R&D investment, while continuing to exclude any non-amortized capitalized costs. We have now applied this methodology to all previous years’ data; as a result, historical data referenced in the studies from 2014 onward will not always align with previously published figures for the 2005 through 2012 studies.

For each of the top 1,000 companies, we obtained from Capital IQ and Thomson Eikon the key financial metrics for 2013 through 2018, including sales, gross profit, operating profit, net profit, historical R&D expenditures, and market capitalization. All sales and R&D expenditure figures in foreign currencies were converted into U.S. dollars according to an average of the exchange rate over the relevant period; for data on share prices, we used the exchange rate on the last day of the period.

All companies were coded into one of nine industry sectors (or “other”) according to Capital IQ’s industry designations, and into one of five regional designations, as determined by their reported headquarters locations. To enable meaningful comparisons across industries, the R&D spending levels and financial performance metrics of each company were indexed against the average values in its own industry.

Finally, to understand the ways in which global R&D is and will be conducted at companies across multiple industries, Strategy& conducted an online survey of 869 innovation leaders and managers around the world. The companies participating represented more than US$130 billion in R&D spending, or 17.1 percent of this year’s total Global Innovation 1000 R&D spending; all nine of the industry sectors; and all five geographic regions.

Author Profiles:

  • Barry Jaruzelski is a thought leader on innovation for Strategy&, PwC’s strategy consulting business. Based in Florham Park, N.J., he is a principal with PwC US. He works with high-tech and industrial clients on corporate and product strategy and the transformation of core innovation processes. He created the Global Innovation 1000 study in 2005, and in 2013 was named one of the “Top 25 Consultants” by Consulting magazine.
  • Robert Chwalik is an advisor to executives in the automotive, industrials, and oil and gas sectors for Strategy&, helping them improve both top-line growth and bottom-line performance in such key operational and strategic areas as global engineering and product innovation. He is a principal with PwC US and is based in New York.
  • Brad Goehle is an advisor to executives on innovation and product development for Strategy&, helping companies in the aerospace and defense, automotive, and industrial sectors with product and portfolio strategy, engineering, and enterprise transformation. He is a managing director with PwC US and is based in Arlington, Va.

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Who Are the Top Innovators?

October 30, 2018 by Asif Nazeer Leave a Comment

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Explore the companies that made the 2007, 2012, and 2017 high-leverage innovator lists with our interactive tool.

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6 Tips for Hiring Your First Social Media Manager

October 29, 2018 by Asif Nazeer Leave a Comment

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Having a strong personal online presence and familiarity with tools like Slack or Trello are early indicators that a candidate may be the one.


October
29, 2018

6 min read

Opinions expressed by Entrepreneur contributors are their own.


It took a while for many business owners to realize the power of social media — to understand that this wasn’t just a fad nor a  means for sharing family photos. Iit was a tool that could grow a company’s relationship with its target audience and drive sales.

Related: 10 Important Skills Your Social Media Manager Needs in 2017

But now that most of us are aware of the benefits that come from a strong business social media presence, it still can be difficult for many of us to master, especially when we have so many other aspects of our businesses to manage.

That’s where hiring a social media manager comes in. This position can lessen your workload and potentially  create masterful social media strategies for your company that get results. So, considering that your first task here is to find the right person, how can you tell if a candidate is a social media pro and not just, say, a regular Facebook user?

To find the answer, take a look at these six tips for hiring your first social media manager.

Does this person understand your brand?

A social media presence that’s not in line with your brand voice will confuse customers. Even though a social media manager might have exciting, innovative ideas for your Twitter or Facebook account, this person has to make sense for your business. If he or she doesn’t get that, this individual won’t be a good fit for your business.

For instance, Wendy’s social media accounts are known for their humor and light-heartedness, but those qualities obviously won’t be appropriate for every business.

Image credit: Wendy’s Twitter

Tip: A good social media manager will be able to adapt to your brand’s voice and understand how to connect with your ideal audience on social media.

Related: 10 Important Skills Your Social Media Manager Needs in 2017

Is this person capable of managing multiple channels?

If you want your business to make a big splash on multiple social media channels, you’ll need a social media manager who can juggle multiple different accounts. An effective social media manager won’t rely just on a sharp memory and good multitasking skills; this person should be familiar with the tools that will make his or her social media management more productive.

Tip: Make sure your first social media manager hire is well-versed in a social media management software like Buffer or Sprout Social. Using one of these tools will demonstrate that this person is organized to a “T” and capable of stepping up your social media game on not just one platform, but many.

Is this person committed to collaboration?

Your social media manager may not have to come into your office every day; he or she might even be a full-time remote worker, but what’s necessary is that this person be willing to collaborate with you. That means not being isolated from the rest of your team. It means staying up-to-date with what’s going on in order to run your social media accounts effectively.

So, having a familiarity with communication tools like Slack or Trello will be vital for your social media candidates. If a candidate has experience with these tools, chances are that he or she has collaborated successfully with a team before.

Is your candidate a good writer?

An awesome social media manager knows that to increase engagement and sales, it’s not just about posting a pretty image online; the manager has to be able to write copy that converts. And he or she has to convince users to buy, or at least engage with the post, in just a few short sentences.

Related: Barack Obama’s Former Social Media Manager Breaks Down the Future of Digital Strategies

Consider giving your applicants a test to write numerous versions of a headline for the same story. That way, you can see their writing skills in action and test out their creativity.

Does the candidate have a strong online presence?

A social media manager without an online presence is akin to someone applying to a job without a resume. So, when looking for a talented social media manager to add to your team, do a little digging and check out candidates’ social media profiles.

It’s not just about how many followers they have — it’s about the quality of those followers. Are any of them experts in the industry or other key influencers? Also take a look at what type of content candidates regularly share with their followers. Your candidates’ profiles should give you an insight on how well-versed they are with the platform.

Is this person analytical?

An effective social media manager doesn’t just keep your social media profiles up-to-date; he or she constantly strives to improve. Having an analytical mind is a major win in a social media manager because it means always being on the lookout for strategies your company can borrow, to explode your social media presence.

For instance, it’s a great sign if your candidate has experience using a tool like BuzzSumo, which monitors what blog post topics, social media posts and listicles are popular with users online.

Image credit: Buzzsumo 

You also need a social media manager who knows how to report on ROI. So, make sure the candidate has an understanding of analytics and can navigate the dashboard of a tool like Sprout Social, which can provide invaluable insights on which content works best, among other important factors.

Related: 14 Tools Every Entrepreneur Needs for Managing Social Media

Over to you

Your social media profiles don’t exist just for looks. If they’re managed well, they can actually grow your business. Take advantage of these tips when hiring your first social media manager, and watch your online presence blossom, your reach widen and your sales soar.



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First Small Business Truth-in-Lending Act Passed in California

October 28, 2018 by Asif Nazeer Leave a Comment

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If we told you a new law now requires lenders to tell small business loan applicants the annualized rate they’d pay for financing, you might be surprised that it wasn’t already standard practice.

That new law came from a bill known as CA SB 1235 which received overwhelming bipartisan support. Aimed at adding transparency in the small business loan market, the new law will doubtless be followed by lawmakers and small business owners outside California as it is rolled out.

In an email interview, LendingClub’s director of public policy, Louis Caditz-Peck provided Small Business Trends with a summary of the bill’s origins and objectives. He also discussed how it ultimately can be a great example of integrity and a win-win for lenders and borrowers.

First Small Business Truth-in-Lending Act Passed in California

* * * * *

Transparency: Small Businesses Deserve It

Small Business Trends: How does this new financial regulation impact small businesses?

Louis Caditz-Peck: For the first time, small business owners can expect finance companies to give them the full story about the price of the loan. This law is just in California so far, and won’t be implemented for a while yet, but here’s why it’s so important:

You may not realize that small business finance companies aren’t required to tell you the rate you would be charged in a way that allows you to make fully informed comparisons between options. We’re all used to comparing rates for credit cards, auto loans, mortgages, and other consumer loans. But the Truth in Lending Act, which requires finance companies to tell us these rates, doesn’t apply to small business loans. And today, many small business financing providers don’t disclose the all-in interest rate, or APR.

At LendingClub, we saw that many of the small businesses coming to us had already taken on other loans or cash advances without realizing how expensive those loans or advances really were. In many cases, they had been quoted something like a “20% rate” without realizing that this wasn’t an all-in interest rate, and that the actual interest rate was 57%. It’s no fault of a small business owner for not realizing that 20% wasn’t the actual APR. The fact is, it’s hard to calculate the actual APR if it’s not disclosed. But APR is the only effective way to compare the prices of loans with different rates and terms.

The bill, SB 1235, has now become the first law in the country to require fully transparent disclosures. It passed with big bipartisan support—72-3 in the California Assembly and 28-6 in the Senate. It’s been hailed as one of the most important borrower protection laws since Dodd-Frank. And it’s already being copied by other states.

The law now tasks the California regulator, the Department of Business Oversight, to set disclosure standards that give small business owners the transparency they deserve, without impinging on any responsible business practices. And it will be up to Department of Business Oversight to get it right.

Small Business Trends: What was the opposition to the bill? At face value it’s hard to imagine anyone opposing it.

Louis Caditz-Peck: You’re absolutely right. Well, small business financing APRs can be quite high—50% is common, and it goes as high as 350% from what we see, though these rates are often not disclosed. Some companies may have preferred to continue not disclosing rates this high.

Merchant cash advances and similar products need to make some assumptions when calculating an APR. Some already calculate and disclose it anyway, and some don’t feel comfortable making these assumptions. The new law requires the regulator to provide guidance on how these assumptions should be made, so that finance companies don’t need to worry that they’re not doing it in an approved way, and so small businesses can count on the transparency they need.

Small Business Trends: What was LendingClub’s role in the creation of SB 1235?

Louis Caditz-Peck: Well, the legislation was inspired by the Small Business Borrowers’ Bill of Rights , which called for transparency standards like these and was created by a group of nonprofits and fintech companies that came together to do something about the irresponsible lending we were seeing. Our partners we work with in that are the Aspen Institute, Funding Circle, Accion, Opportunity Fund, Small Business Majority, and others, and it’s grown to represent over 90 organizations.

Now, the need for small business financing transparency legislation has become widely recognized. It’s supported by Federal Reserve research, many regulators, groups like the Bipartisan Policy Center, and as many as 8 of 10 small business owners by the polling.

To pass this legislation, the Small Business Borrowers’ Bill of Rights group expanded to include over 500 fintech companies, nonprofit small business lenders and support organizations, and community groups and advocacy groups. It’s pretty exciting when industry and nonprofits get together on the same side to solve a problem. Democrats and Republicans both got on board, because everyone could see it’s the right thing to do for small businesses. And now small businesses will now have the information they need to make informed decisions about the cost of their financing for themselves.

Images: LendingClub

Photo via Shutterstock


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The Dangers of the Internet of Things (Infographic)

October 28, 2018 by Asif Nazeer Leave a Comment

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Your connected devices can get hacked — here’s how to make them safer.


October
28, 2018

1 min read


According to an infographic by Cyber Security Degrees, 62 percent of Americans own at least one smart device. The most common of these is a smart TV, which nearly half of American adults own. These devices, like a smart watch or a connected car, can sync with the internet or your mobile device and make your life easier. 

However, they also come with plenty of risks. This infographic breaks down some of those dangers, which include: 

  • Malicious endpoints
  • The Mirai botnet attack
  • The Senrio devil’s ivy attack

By making yourself aware of these pitfalls, you can secure the devices that mean the most to you and make sure that others can’t take advantage. Check out the infographic to learn more about the dangers involved with the internet of things and how you can be safer.

The Dangers of the Internet of Things [infographic]
Source: CyberSecurityDegrees.com

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6 Easy Tips for Conquering Your Fear of Public Speaking (Infographic)

October 27, 2018 by Asif Nazeer Leave a Comment

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Turn a weakness into a strength by using these steps.


October
27, 2018

1 min read


Everyone has their own strengths and weaknesses. Some of us might be great leaders, great teachers or great speakers. Others might know every aspect of their business, but struggle when presenting in front of a crowd. If you are one of the latter people — either because you think you’re a poor public speaker or simply because you don’t like it — it’s not the end of the world. You can always improve and grow, turn weaknesses into strength. 

Whether you  need a little practice, some coaching or something else, you can get better with time.  

Even if you have a fear of public speaking, there’s still hope. Some mindfulness and meditation tricks can help you improve in this aspect. This infographic by Buffalo7 can help you conquer that fear and crush your next presentation by giving you six great tips. Start by focusing on turning your nerves into positive energy. Try to stay as positive as possible, because negativity can be its own self-fulfilling prophecy. 

Check out the infographic below to learn the other five steps and beat public speaking anxiety.

Source: Buffalo 7

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