INTRODUCTION
Color Kinetics Incorporated (CKI) used the Disruptive technology. Disruptive technology refers to the technology in which when introduced it displaces the technology that has been established. This particular technology was applied in the case whereby CKI targeted its products to a different market that is the merchandising, retail and architectural as well as display industries. It was initially selling its products to the professional and entertainment industries. The particular change that CKI applied is also known as visual or “Retailtainment” merchandising. (Narayandas, & Caravella, 2001).
Through the application of the visionary market sales strategy, CKI was able to succeed in the market and outdo its competitors. However, some problems are associated with the disruptive technology, for example, there may lack refinement, in that there may be performance problems present because the technology is different and new. If CKI would have passed through some problems experienced while coming up with their innovation they would not have achieved any success in the lighting industry. Some of these problems may be inclusive of CEO’s rejection of new business models, more focus on an existing product rather than new goods and wearing down of the innovators by a company that forces many to leave. (Kaplan, 2013).Other problems that may affect a business innovation include threatened interests, weak imaginations, and culture. (“Your business model is obsolete,” 2017).
Penetration in a market requires a great strategy by any business. The CKI’s innovation, therefore, required careful planning and techniques to achieve a competitive advantage that is sustainable. (Denis, 2013).They applied a sales strategy whereby they acquired all the flagship stores accounts that operated and owned various chains. As a result of this, CKI was able to transition to the Bowling Alley Arena that has a description of whole products that are focused on a particular niche that is driven by customer needs that are compelling. The intention of CKI from the beginning was to be the top most business to come up with innovative and new digital illumination technology.CKI are deemed to look for their next standing point to expand and grow.
Some of the factors that might hinder CKI from achieving a favorable acquisition status or IPO when they follow the above recommendations would be the existence of tired executive blood, bureaucracy, poor planning, arrogance and short-term investment horizons. However, these may be overcome through managing an organization’s innovation and in particular the urgency of doing such innovations. Gravity refers to the accurate timing of inventions and their release to the markets. It is particularly done by gauging the level of demand for new products as well as the general needs of the consumers. This particular urgency may have its effects on the business because it may mainly lead to companies coming up with products that have not been properly produced due to the haste in the production process. It is, however, beneficial to the technological companies because it shows that businesses are always keeping track with the modern technology.
Therefore to gain status as a world leader in digital lighting industry CKI managers are advised to come up with two trajectories that would enable the Organisation to succeed in its innovations as well as the niche markets and partnerships that CKI has created. (Moore, 1999).The main trajectory that CKI may apply is the Performance path. This means the measurement of the performance rate of a particular product. There is a great possibility of CKI entering the tornado phase of the Technology Adoption Lifecycle and later to the Main Street because it’s status in the world market is very high, and the Organisation has managed over the years to transition through different strategies which are the hardest thing for most organizations to do. (Christensen, 1997).
REFERENCES
Christensen, C. (1997). Value Networks and the impetus to change (1st Ed.). Boston: Harvard Business School Publishing.
Denis, S. (2013). Forbes Welcome. Forbes.com. Retrieved 26 January 2017, from http://www.forbes.com/sites/stevedenning/2013/06/02/its-official-the-end-of- competitive-advantage/#62a4485c1d96
Kaplan, S. (2013). Ten reasons why companies fail at business model innovation. The Guardian. Retrieved 26 January 2017, from https://www.theguardian.com/media network/media-network-blog/2013/feb/01/reasons-fail-business-model-innovation
Moore, G. (1999). Crossing the chasm (1st Ed.). New York: HarperBusiness.
Narayandas, D. & Caravella, M. (2001). Color Kinetics (1st Ed.). Boston: Harvard Business School.
