I9 - NEW MODEL FOR INNOVATION MANAGEMENT IN AN ENTERTAINMENT SERVICES BUSINESS

• Autor(a) principal: Faria, Nelson
• Data de Publicação: 2012
• Outros Autores: Sofia, Lindália
• Tipo de documento: Artigo
• Idioma: por
• Título da fonte: Sistemas & Gestão
• Texto Completo: https://www.revistasg.uff.br/sg/article/view/V7N2A10
• topic: Management Model; Innovation; Entertainment Services Business; I9; Management Model; Innovation; Entertainment Services Business; I9

The innovation in entertainment services businesses is an important topic not only for business owners, but also for employees. Despite its economic relevance, the service industry has also received little attention in innovation research. Service providers compete in environments that rapidly change, faced with growing pressure, from both traditional and nontraditional competitors. Innovation is the main way that these organizations have to compete, especially those that confront deregulation. Innovation is also an instrument in the construction and development of the image of businesses that deal with intangibles.  Aside from this, the degree of customer demand for entertainment businesses is increasingly growing, with the rise in competition starting with new distribution operators; the viewer began to have more options of alternative audiovisual media. Customer awareness makes businesses worried to provide products with more and more quality. Creativity and innovation act as differential factors in the survival of an entertainment business. When innovation is defined in terms of entertainment, the usual distinction between product innovation and process innovation applies, given that in many cases the production and service consumption are simultaneous. Instead, the result of innovation in entertainment businesses can be characterized by changes in (1) new processes in the production of content, (2) new types of interfaces with the client and (3) new technological options in audio and video production. To give examples for each of these dimensions is possible, but, in practice, innovations of new entertainment services are a mixture of three dimensions.  We researched innovation in in general services as well as in entertainment in particular, the antecedent of a successful innovation and Rede Globo´s i9 Innovation Project and its results. A new idea in entertainment services processes tends to be informally organized. However, it can be structured as a process with two stages. The first starts with what is known as the research stage, which concentrates on the selection and acquisition of ideas and the second stages is implementation. In the first phase, the activities have to be done in an innovation project include generating ideas, following the process and measuring. In the second phase, the promising ideas are transformed into concrete results. This stage includes the development of a process for new or modernized products, tests and launching for internal and external clients (all these activities do not necessarily occur in sequence and they can overlap one another). Some previous conditions of project success in Rede Globo´s i9 Innovation Project are directly related with the process: people, innovation cells, participatory structure, project monitoring, resources and information networks and social communication. People are a large factor of success of Globo’s i9. The teams at the entertainment service business have to generate innovative ideas and develop, test and implement new products or services. Another important points is the creation of a secure environment to support innovation, and in order to be permanent, to distinguish culture, leadership and strategy. Finally, part of the success of an innovation project like Globo’s is a direct result of a monitoring, management and administration of ideas and projects. Entertainment service businesses that seek to be different should invent force in innovation in order to guarantee and augment customer loyalty. The impact of dedication to innovation can be triple: financial benefit, due to productivity improvement, client valor, due to product quality improvement and strategic success in the long term. Aside from this, innovation in entertainment service can result in changes in market conditions, given that when a new service or product proves to be successful in a specific sector, other businesses tend to follow lea. A wide perspective of current knowledge in innovation material in service businesses and especially, in entertainment, is necessary. This study has the objective to present a successful case, Globo’s i9, providing a general vision of a success story and showing its results