IMSnet

To help simplify and automate many of the more tedious tasks in the innovation process, Strategyn has developed IMSnet, a Web-based version of Strategyn’s innovation management software. IMSnet is a powerful tool for data analysis and knowledge sharing.

IMSnet was initially designed to help Strategyn consultants execute the Strategyn methodology more effectively. In recent years, we have redesigned IMSnet to provide companies with a foundation and infrastructure from which to build a lasting competency in innovation. Both powerful and simple, IMSnet is designed to help innovation champions find answers to the following questions quickly and accurately:

1. What opportunities for value creation exist in the broad market, i.e., across the entire customer population?
2. What unique segments of opportunity exist?
3. What opportunities for value creation exist in the unique segments?
4. Which segments of the population should we target, and in what order?
5. What opportunities for value creation exist in traditional market segments, e.g., segments determined by age or other demographic or psychographic factors?
6. What differences in opportunities for value creation exist between segments?
7. Is the market as a whole overserved and ripe for disruption?
8. What percentage of the market, if any, is ripe for disruption, i.e., overserved?
9. What must we do to catch up to our competitors?
10. What must we do to take market share away from our competitors?
11. What must we do to keep our customers from defecting to our competitors?
12. What must we do to leapfrog our competitors?
13. What are our competitive strengths and weaknesses?
14. What are the strengths and weaknesses of our competitors?
15. How should our products and services be positioned, i.e., what is the best value proposition?
16. Are we communicating our competitive strengths in our advertising?
17. Can we create a purpose brand, i.e., a brand tied to the job the customer is trying to get done?
18. Which of the products in the pipeline are most likely to be successful?
19. Should we respond to a new feature, product, or service introduced by a competitor?
20. Where should our employees focus their creativity for new features, products, or services?
21. What features or services can make do with fewer resources?
22. Do we need to offer different products or services to traditional segments of the market (e.g., different company sizes, gender, etc.)?
23. If we want to introduce a new product or service, are there certain segments that will find the product more attractive than others?
24. Which idea out of many alternatives best addresses the customer’s unmet needs?

As part of its comprehensive and automatic report-generating function, IMSnet provides users quick access to hundreds of reports, including the opportunity landscape model, enabling them to convert data into valuable information that is useful in managing many aspects of innovation.