Strategic Management of Technology

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Chandigarh University *

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101

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Economics

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Nov 24, 2024

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1 Strategic Management of Technology Students Name Institution Date

2 Innovation in firms There are different types of innovation activities that firms can engage in. However, there are certain types of innovation activities that large companies outperform small firms and vice versa. Large firms have an advantage when dealing with innovation activities that require huge investments in R&D and are risky. Large firms enjoy the benefits of economies because they have the resources to carry out their activities ( Hong et al ., 2016). Therefore, they divide those innovation activities into small work units and distribute them to different people. Additionally, they can absorb more risks associated with innovation because they can spread the risk by decentralizing their innovation activities. Besides, some innovative activities require large R&D investments that only large firms can afford, thus locking out small firms. On the other hand, small firms outperform large firms in process innovation activities because they have less bureaucracy. These firms can adapt to changes easily, making it easy to innovate new processes. Integrating DevOps practices influence innovation activities by encouraging collaboration in development and operations to achieve a better return on investment from innovation activities. Firms use DevOps to ensure continuous development, integration, testing, and feedback. As a result, innovation activities are done faster and more efficiently. Amazon is one of the firms that have applied DevOps practices in its innovation. Amazon applied DevOps to bring together development teams to build, test, and deploy products and services quickly and efficiently. The introduction of DevOps in Amazon reduced the time to develop, test, and deploy products and services. Therefore, it improved the return on investment in innovation activities by Amazon developers and firms that use Amazon’s DevOps tools. Time of Entry

3 Organizations plan strategically for the entry of their technological designs and projects. Sometimes, they time the entry of technological products based on prevailing business cycles or their production capacity. I know Apple uses this entry practice when launching new products. Apple is known for its innovative culture. This company produces iPhone smartphones, Mac computers, smartwatches, and other digital devices. However, it does not just release its products in the market anytime. Instead, it times the release of new products based on the prevailing business cycles. The company typically releases new iPhone series after making enough sales of the previous release (He, 2021). The strategic timing of the launch of new iPhones ensures that their customers take note of the new technological design. They also publicize the release ceremony to trigger expectations in their customers' minds. Apple’s technology design is to improve the existing products in the market through innovation. The timing of the entry strategy deployed by Apple is waiting until the company has a favorable business cycle. Their business cycle typically runs for a year because they launch new iPhone series yearly. However, the time when the business cycle is appropriate for the launch of new products. This strategy benefits the company by creating customer expectations about the new products. Customers are expectant when the entry date is announced and respond positively if their expectations are met. Therefore, this strategy helps market the Apple brand and retains customers by publicizing the product entry campaign. It also gets a better return on investment from its innovation activities.

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4 References He, M. (2021, March). Analysis of iPhone’s Marketing Strategy. In 6th International Conference on Financial Innovation and Economic Development (ICFIED 2021) (pp. 669-672). Atlantis Press. Hong, S., Oxley, L., McCann, P., & Le, T. (2016). Why firm size matters: investigating the drivers of innovation and economic performance in New Zealand using the Business Operations Survey. Applied Economics , 48 (55), 5379-5395.

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