Renova was founded in 1939 in Torres Novas. It started as an office paper producer but then moved on in time to become an important player in the disposable paper industry. By strongly investing in new national factories, Renova was able to start its international expansion during the 90’s opening in Spain, then France and Belgium . Although the new markets were producing positive results, Paulo Pereiro da Silva, Renova’s CEO, was concerned with the industry the company was inserted in: competing with a product that can be seen as a necessity good and where innovation is not considered a key factor, was becoming increasingly difficult. Paulo Pereira da Silva then asked himself it it was worth internationalizing such a basic and competitive product.
Paulo Pereira da Silva was born in 1961 in Lisbon, Portugal. During his childhood and teen years, he wanted to be a doctor, a mathematician or a physicist , ending up graduating in Engineering Physics at École Polytéchnique Fédérale de Lausanne, in Switzerland.
In 1984, upon his return to Portugal, he started working in industrial management at Renova Fábrica de Papel do Almonda - then a minor paper manufacturer based on a small Portuguese town. A few years later (1991), Pereira da Silva entered the board of directors which he started to head in 1995. It was after joining Renova that he discovered his greatest passion – working with other people. Unmarried and with no kids, he is also addicted to learning and seeking new experiences whenever possible. Concerned with the challenge of creating an added value to such a monotonic good such as toilet paper, Paulo Pereira da Silva came up with the idea of developing a culture of innovation inside the company that would have as a startin...
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...de by hand and costs €100,000. Whoever decides to buy this product, will never have to buy toilet paper anymore since Renova offers a toilet roll per day, every day of the year for as long as that person lives .
In 2011, Renova presented sales of €135 million, 50% of it coming from markets outside Portugal, and accounts for more than 650 employees. Since the introduction of the black toilet paper more than 16 millions rolls have been sold . Renova may have started as a small company of Torres Novas but nowadays it has an international reputation for innovation, avant-garde and caring about consumers. In fact, according to the company, “Our aim is not to produce only common products but to specialize, always with added value. We have to be competitive; every plant has to be efficient. It’s a jungle out there and we don’t innovate just on products but on processes.”
Beginning in the 1880’s companies began instituting new technologies and methods to replace their manual labor counterparts. In factories where meats were packed, vegetables were canned, and cereal was boxed, conveyors and other intricate systems began to form the common yet efficient “continuous-process” (similar to the modern assembly line). The introduction of flow process assisted in the development of our entire economy. With factories lowering operation costs and developing more efficient machines, mass amounts of raw material could now be produced like never before. Materials like iron could be produced at such a low rate that the railroad infrastructure of the United States boomed. Strasser introduces the emergence of the mass market through a Proctor and Gamble anecdote, delving into the interesting world of cooking fats (i.e. Crisco). Through the use of this Crisco example, Strasser highlights a major shift in consumer culture. Companies had the daunting task of introducing and marketing hundreds of thousands of new products, many of which people had no need for in the past. Along with new iterations like chewing gum and the flashlight, “People who had never heard of toothpaste had to be told that they need it...” (Strasser, 6). This quote essentially ties in with the psychological aspect of marketing and how many industries faced difficulties in
As Kerr is an educator and a professor in universities and not an economist, he examines his idea or creativity in the organization by making inquires starting from top management to the bottom in the organization and also to people who knew what the buyer or customer should be; then he would run it through his network in and outside GE to cross examination and double check or assessment (Davenport et al). Kerr’s successes effectively with the standing of ideas and creativity mainly rely on his continuing exploratory research with great creative thinking skills, expertise and motivation, and they also depend on his outstanding leadership and exceptional organizational culture of innovation in GE (Davenport et al, 2003).
Contrary to the traditionalists who dominated the Brazilian music scene, Veloso and his friends wanted to “universalize” and modernize Brazilia...
Galileo was born in Pisa Italy on February 15, 1564. Galileo was the first born child to Vincenzo Galilei and Giulia Ammannati. His family moved to Florence Italy after living in Pisa for ten years. In Florence he received education at the Camaldolese monastery in Vallombrosa. Later on in his life he decided to study medicine at the University of Pisa to study medicine. Wh...
Agloinfo. (2014, March 14). Furniture, hardware and office supplies in Brazil. Retrieved from http://saopaulo.angloinfo.com/information/housing/setting-up-home/furnishing-a-home/, http://riodejaneiro.angloinfo.com/information/housing/setting-up-home/furnishing-a-home/.
The issues in this case revolve around the launch of a mini-oxidation product which will solve global clean water issues. Their filtration unit has already experienced two failures in the launch of this product. Vyas, the business manager of this unit, is convinced that the unit can be turned around by innovativeness. He revives an abandoned oxidation technology and recommends his team to develop a small-scale oxidation system with the capacity of disinfecting waste-water in small batches. While the market analysis of the product proved promising, marketing the product was a tussle and it failed due to defects in the design and lack of interest in the market. Through a three-phased process recommended by Cynthia Jackson, Vyas team was able to come up with a feasible business proposal for the implementation of the product. Both Cynthia and Vyas are tense about accepting the proposal due to its past failures but promising future.
Sharp’s business philosophy is to use its innovative technology “to contribute to the culture, benefits and welfare of people throughout the world” (Noda 25). Sharp is constantly trying to position itself as a leader in innovation as further supported by its business creed, which states to “constantly be aware of the need to innovate and improve” (Noda 25). However, this focus on innovation and creativity has not always been consistent with how the company has been operated. The history of the company is replete with periods of both innovation and imitation.
Freire was born on September 21, 1921 in Recife Brazil. As a young boy, Freire lived through the Great Depression. At the age of 10, his father passed away. This caused a lot of stress on the family and one of the consequences was that Freire ended up four grades behind in his schooling. He spent much of childhood socializing with other poor and hungry children. These experiences shaped his life
Second, we want to create innovative and sustainable products. We live to innovate -- it’s who we are. When our corporate responsibility initiatives begin leading us to new product development, it brings a new energy to our efforts. Whole divisions in our company open up to the prospects. Eyebrows are raised. There are results already: We’re finding ways to eliminate the toxic chemicals commonly used in making products and materials and teams are creating business models for generating revenue from ground-up old shoes; designers are developing products made of recycled polyester or organic cotton.
In 1999, following the transition to civilian rule and after an inspirational visit to Brazil to study the emerging manufacturing sector, the business made a strategic decision to transit from a trading based business into a fully fledged manufacturing organization. In a country where imports constitute the vast majority of consumed goods, a clear gap existed for a manufacturing organization that could meet the 'basic needs' of a vast and fast growing population.
-Customers: The company felt the importance of being customer-centric and innovate by adapting to customer
Unilever is a multinational company which ranks third globally in fast moving consumer goods. They have an excellent value chain which is one of the factors that has resulted in them to be among top consumer goods company globally. Their merger and acquisitions have led them to expand their company in different sectors of the consumer goods. They have 400 brands and sell their products across 190 countries. They have to work on some areas of the value chain to work even better than how they are working now. Also, there are many opportunities that will help Unilever to overcome their shortcomings and make them a successful Consumer goods
Kelley,T. (2005, Oct.). The 10 faces of innovation. Fast Company, 74-77. Retrieved 6th March’ 2014 from http://web.ebscohost.com/ehost/detail?vid=9&sid=1d6a17b7-c5f7-4f00-bea4 db1d84cbef55%40sessionmgr10&hid=28&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=bth&AN=18386009
Coyne, Kevin P., Patricia G. Clifford, and Renée Dye. Breakthrough Thinking from Inside the Box. Harvard Business Review (2007): 71-78. Print. The.
On 1st January 1930 Unilever company is established with an agreement between Lever brothers, soap manufacturer, and Margarine Unie, margarine manufacturer even though, an international merge was an unusual move at that time. Both of the two companies have the same vision that by doing this merge with strong global ne...