{"status":true,"post":{"id":20888,"user_id":25,"status":1,"type":1,"orde":null,"notification_type":3,"static_post":0,"published_at":"2022-10-24 13:57:44","created_at":"2019-09-12T21:00:00.000000Z","updated_at":"2022-10-24T10:57:44.000000Z","edited_at":"2024-12-17 22:35:21","source_id":null,"post_id":20888,"is_featured":0,"title":"Durgunluk ve krizler inovasyonun can suyudur","slider_title":null,"slider_title_2":null,"slider_spot_title":null,"slider_spot_title_2":null,"home_title":null,"sub_title":null,"category_id":73,"description":null,"content":"  \t\t\t\t\t  \t\t\t\t\t<p style=\"text-align: right;\"><strong><span class=\"large\">Salih Keskin<\/span><\/strong><\/p>  <p><span style=\"font-size: 15.6px;\">Krizlerin eksik olmad\u0131\u011f\u0131 bir \u00fclkede ya\u015f\u0131yoruz: T\u00fcrkiye, 10 y\u0131lda bir -hatta daha da s\u0131k aral\u0131klarla- sert bir krizle kar\u015f\u0131 kar\u015f\u0131ya kal\u0131yor. Son y\u0131llarda d\u00fcnya genelinde de krizlerin art\u0131\u015fa ge\u00e7ti\u011fini s\u00f6ylemek m\u00fcmk\u00fcn. Peki, bu kriz d\u00f6nemlerinden nas\u0131l \u2018sa\u011f \u00e7\u0131kmal\u0131\u2019, bakal\u0131m:<\/span><\/p>  <p><span class=\"large\">Firmalar\u0131n uygulad\u0131\u011f\u0131 en bilindik y\u00f6ntem, k\u00fc\u00e7\u00fclmeye gitmek. H\u00e2lbuki ge\u00e7mi\u015f bir yaz\u0131m\u0131zda da belirtti\u011fimiz gibi, \u201cBir firmay\u0131 iflasa s\u00fcr\u00fckleyen en kuvvetli yol; harcamalar\u0131 k\u0131smaktan, di\u011fer bir deyi\u015fle az harcama yapmaktan ba\u015fka bir d\u00fc\u015f\u00fcncenin ortada olmamas\u0131d\u0131r. Kriz sonras\u0131 d\u00f6nem i\u00e7in de bu ge\u00e7erlidir. B\u00f6yle zamanlarda yap\u0131lmas\u0131 gereken, kazan\u00e7 getiren harcamalar\u0131 kazan\u00e7 getirmeyenlerden ay\u0131rmakt\u0131r. Yani, \u2018Mevcut paray\u0131 k\u00e2r elde edebilecek \u015fekilde nas\u0131l harcayabilirim?\u2019 \u015feklinde d\u00fc\u015f\u00fcnme becerisini elde etmektir. Paray\u0131 getirecek olansa ancak farkl\u0131 mesajlar i\u00e7eren, inovatif \u00fcr\u00fcn ve hizmetlerden olu\u015fan f\u0131rsat alanlar\u0131d\u0131r. Kurulu\u015f olarak f\u0131rsat alanlar\u0131na yat\u0131r\u0131m yapmak, risk yaratan bir durum de\u011fildir; tam tersine gelecekte var olman\u0131n tek yoludur.\u201d<\/span><\/p>  <p><span class=\"large\"><strong>K\u00dc\u00c7\u00dcLMEK \u00dcR\u00dcN KAL\u0130TES\u0130N\u0130 ARTIRMIYOR<\/strong><\/span><\/p>  <p><span class=\"large\">2000\u2019li y\u0131llarda American Management Association\u2019\u0131n (AMA) k\u00fc\u00e7\u00fclmenin etkileri \u00fczerine yapt\u0131\u011f\u0131 1.000 firmay\u0131 kapsayan ara\u015ft\u0131rma da bu ifadelerimizi destekler nitelikte. Ara\u015ft\u0131rma, 90\u2019l\u0131 y\u0131llardaki ekonomik dalgalanmalarda k\u00fc\u00e7\u00fclmeye giden firmalar\u0131n sadece y\u00fczde 48\u2019inin daha sonraki d\u00f6nemlerde k\u00e2r paylar\u0131n\u0131 art\u0131rd\u0131\u011f\u0131n\u0131 ve k\u00fc\u00e7\u00fclmenin bu firmalar\u0131n b\u00fcy\u00fck \u00e7o\u011funlu\u011funda \u00fcr\u00fcn kalitesini y\u00fckseltmeye fayda sa\u011flamad\u0131\u011f\u0131n\u0131 ortaya koydu. <\/span><\/p>  <p><span class=\"large\"><strong>\u015e\u0130RKET YARATICI KAB\u0130L\u0130YET\u0130N\u0130 KAYBED\u0130YOR<\/strong><\/span><\/p>  <p><span class=\"large\">Business Week dergisi de \u2018\u0130\u015f yerlerindeki yap\u0131sal de\u011fi\u015fimler\u2019 ba\u015fl\u0131\u011f\u0131yla yay\u0131mlad\u0131\u011f\u0131 \u00f6zel say\u0131s\u0131nda, \u2018K\u00fc\u00e7\u00fclmedeki en b\u00fcy\u00fck risk, daha az say\u0131n\u0131n daha fazla \u00e7al\u0131\u015fmas\u0131na yol a\u00e7mas\u0131d\u0131r\u2019 diye uyar\u0131da bulundu. \u2018K\u00fc\u00e7\u00fclmenin firmalardaki i\u015f yapma tarz\u0131n\u0131 da \u00e7ok az de\u011fi\u015ftirdi\u011fi anla\u015f\u0131ld\u0131\u2019 ibaresini de ilave etmeyi ihmal etmeyerek. Business Week\u2019teki ara\u015ft\u0131rma notlar\u0131nda, k\u00fc\u00e7\u00fclmenin \u015firket i\u00e7in a\u00e7\u0131k bir dezavantaj\u0131n\u0131n da \u2018\u015firketin yarat\u0131c\u0131 kabiliyetini kaybettirmesi\u2019 oldu\u011fu belirtildi. <\/span><\/p>  <p><span class=\"large\"><strong>KAL\u0130F\u0130YE PERSONELE YEN\u0130 DEPARTMAN <\/strong><\/span><\/p>  <p><span class=\"large\">Edward Bowman\u2019\u0131n California Management Review\u2019da yay\u0131mlanan makalesinde ise k\u00fc\u00e7\u00fclen \u015firketlerin pazara \u00e7\u0131kacak yeni bir \u00fcr\u00fcn\u00fcn en kritik son a\u015famas\u0131n\u0131 ger\u00e7ekle\u015ftirme yetilerini yitirdi\u011finden dem vuruluyordu. <\/span><\/p>  <p><span class=\"large\">Baz\u0131 firmalar\u0131n k\u00fc\u00e7\u00fclmeye kar\u015f\u0131 ald\u0131klar\u0131 \u00f6nlem, \u2018yer de\u011fi\u015ftirme\u2019dir. Yani, pozisyonlar kald\u0131r\u0131lsa da insanlar\u0131 farkl\u0131 departmanlara kayd\u0131rmak. Bir\u00e7ok \u015firket bu uygulamayla kalifiye eleman\u0131n\u0131 harcamaktan kurtulmu\u015f oldu. Bu da g\u00f6steriyor ki, kriz d\u00f6nemlerini ba\u015far\u0131l\u0131 bir \u015fekilde y\u00f6netmek i\u00e7in baz\u0131 istisnai becerilere sahip olmak fayda sa\u011flayabilir. <\/span><\/p>  <p><span class=\"large\"><strong>\u0130NOVASYON \u0130\u00c7\u0130N ALTIN D\u00d6NEM<\/strong><\/span><\/p>  <p><span class=\"large\">Kriz ve ekonomik durgunluk d\u00f6nemlerinin paradoksal olarak inovasyonu besleyen bir taraf\u0131 var. Neden mi? <\/span><\/p>  <ul>   <li><span class=\"large\">\u00c7\u00fcnk\u00fc \u00fcr\u00fcn ve hizmetler benze\u015ftik\u00e7e farkl\u0131la\u015fman\u0131n \u00f6nemi hi\u00e7 olmad\u0131\u011f\u0131 kadar artar.<\/span><\/li>   <li><span class=\"large\"> \u00c7\u00fcnk\u00fc art\u0131k marka g\u00fcc\u00fcn\u00fcn dahi pek i\u015fe yaramad\u0131\u011f\u0131, m\u00fc\u015fteriyi ikna etmenin g\u00fc\u00e7l\u00fc marka olmaktan de\u011fil, m\u00fc\u015fterinin s\u00fcrekli de\u011fi\u015fen isteklerine cevap verebilme h\u0131z\u0131 ve yetene\u011finden ge\u00e7ti\u011fi bir piyasa anlay\u0131\u015f\u0131 h\u00e2kim.<\/span><\/li>   <li><span class=\"large\"> \u00c7\u00fcnk\u00fc rakiplerin aksine fark\u0131ndal\u0131k yaratabilmi\u015f olman\u0131n avantaj\u0131, ilgili firmay\u0131 y\u0131llarca koruma alt\u0131na alabilir.<\/span><\/li>   <li><span class=\"large\"> \u00c7\u00fcnk\u00fc firmalar farkl\u0131 olanlar\u0131n krizlerde b\u00fcy\u00fcd\u00fc\u011f\u00fcn\u00fc g\u00f6zlemleyerek farkl\u0131la\u015fman\u0131n \u00f6nemini daha ac\u0131 \u015fekilde g\u00f6rme imk\u00e2n\u0131na sahip oluyor.<\/span><span style=\"font-size: 15.6px;\">K\u0131sacas\u0131 kriz d\u00f6nemleri, inovasyon i\u00e7in alt\u0131n d\u00f6nemlerdir.<\/span><\/li>  <\/ul>  <p><span class=\"large\"><strong>KR\u0130Z NASIL FIRSATA \u00c7EVR\u0130L\u0130R? <\/strong><\/span><br><span class=\"large\"> Kriz d\u00f6nemlerinde bilinenlerin d\u0131\u015f\u0131nda \u00f6ncelikli olarak yap\u0131lacaklar:<\/span><\/p>  <ul>   <li><span class=\"large\">Krizlere \u00f6nceden haz\u0131r olmak i\u00e7in muhtemel durum senaryolar\u0131 geli\u015ftirmek, <\/span><\/li>   <li><span class=\"large\"> \u00c7ok d\u00fc\u015f\u00fcn\u00fcp az karar vermek ve h\u0131zl\u0131 hareket etmek,<\/span><\/li>   <li><span class=\"large\"> Uzun vadeli projeler \u00fczerinde \u00e7al\u0131\u015fmak, <\/span><\/li>   <li><span class=\"large\"> D\u0131\u015far\u0131dan dan\u0131\u015fmanl\u0131k almak.<\/span><\/li>   <li><span class=\"large\"> Geleneksel krizle ba\u015fa \u00e7\u0131kma y\u00f6ntemlerine kar\u015f\u0131 mesafeli durmak,<\/span><\/li>   <li><span class=\"large\"> Krizlerde f\u0131rsatlar\u0131n gizli oldu\u011fu ger\u00e7e\u011fini unutmamak.<\/span><\/li>   <li><span class=\"large\"> \u00dcr\u00fcn ve hizmetleri farkl\u0131la\u015ft\u0131rarak krizi f\u0131rsata \u00e7evirmenin bir\u00e7ok yolu var \u015f\u00fcphesiz. Kimi firma \u00fcr\u00fcn\u00fcn ambalaj\u0131n\u0131 de\u011fi\u015ftirerek, kimi de verdi\u011fi bir mesajla bir anda \u00f6ne \u00e7\u0131kmay\u0131 ba\u015far\u0131r. Mesela d\u00fcnyaca \u00fcnl\u00fc elektronik \u00fcr\u00fcn \u00fcreticisi olan bir firma, televizyonlar\u0131n\u0131n garanti s\u00fcresinde yapt\u0131\u011f\u0131 de\u011fi\u015fiklikle (2 y\u0131ll\u0131k garanti s\u00fcresini 100 dolar fark verildi\u011finde 5 y\u0131la \u00e7\u0131karma) fark\u0131ndal\u0131k olu\u015fturmay\u0131 ba\u015fard\u0131. K\u00fc\u00e7\u00fck bir inovasyon ama etkisi m\u00fcthi\u015f!<\/span><\/li>   <li><span class=\"large\"> Kimi firma ise rakiplerinin akl\u0131na dahi gelmeyecek bile\u015fenlere odaklanabilir. Mesela, K\u00f6fteci Yusuf bir pazarlama inovasyonu \u00f6rne\u011fidir. \u2018Hizmet sunumu ile fiyat performans\u0131\u2019n\u0131 birle\u015ftirdi\u011finizde ulusalla\u015fmaya a\u00e7\u0131k bir marka yaratabilirsiniz. <\/span><\/li>  <\/ul>  \t\t\t\t","slug":"durgunluk-ve-krizler-inovasyonun-can-suyudur","tags":"K\u00f6\u015fe Yaz\u0131s\u0131","meta_title":"Durgunluk ve krizler inovasyonun can suyudur","meta_description":"Salih Keskin","meta_keywords":"K\u00f6\u015fe Yaz\u0131s\u0131","news_cover_min":null,"news_cover":null,"news_video_min":null,"news_video":null,"view_count":1090,"cropped_1200x675":null,"user":{"id":25,"name":"SAL\u0130H","surname":"KESK\u0130N","email":"salih-keskin@gmail.com","slug":"salih-keskin","avatar":"\/front\/uploads\/avatar\/1733691600od1Wwxipsn5YGuj.webp","status":1,"role":1,"email_verified_at":null,"orde":null,"created_at":"2022-10-20T05:32:50.000000Z","updated_at":"2024-12-18T09:48:39.000000Z","seo_title":null,"seo_description":null},"translations":[{"id":20987,"is_featured":0,"is_amp":0,"is_ads":0,"ads_link":null,"post_id":20888,"locale":"tr","category_id":73,"title":"Durgunluk ve krizler inovasyonun can suyudur","home_title":null,"sub_title":null,"slider_title":null,"slider_title_2":null,"slider_spot_title":null,"slider_spot_title_2":null,"subtitleuse":0,"description":null,"content":"  \t\t\t\t\t  \t\t\t\t\t<p style=\"text-align: right;\"><strong><span class=\"large\">Salih Keskin<\/span><\/strong><\/p>  <p><span style=\"font-size: 15.6px;\">Krizlerin eksik olmad\u0131\u011f\u0131 bir \u00fclkede ya\u015f\u0131yoruz: T\u00fcrkiye, 10 y\u0131lda bir -hatta daha da s\u0131k aral\u0131klarla- sert bir krizle kar\u015f\u0131 kar\u015f\u0131ya kal\u0131yor. Son y\u0131llarda d\u00fcnya genelinde de krizlerin art\u0131\u015fa ge\u00e7ti\u011fini s\u00f6ylemek m\u00fcmk\u00fcn. Peki, bu kriz d\u00f6nemlerinden nas\u0131l \u2018sa\u011f \u00e7\u0131kmal\u0131\u2019, bakal\u0131m:<\/span><\/p>  <p><span class=\"large\">Firmalar\u0131n uygulad\u0131\u011f\u0131 en bilindik y\u00f6ntem, k\u00fc\u00e7\u00fclmeye gitmek. H\u00e2lbuki ge\u00e7mi\u015f bir yaz\u0131m\u0131zda da belirtti\u011fimiz gibi, \u201cBir firmay\u0131 iflasa s\u00fcr\u00fckleyen en kuvvetli yol; harcamalar\u0131 k\u0131smaktan, di\u011fer bir deyi\u015fle az harcama yapmaktan ba\u015fka bir d\u00fc\u015f\u00fcncenin ortada olmamas\u0131d\u0131r. Kriz sonras\u0131 d\u00f6nem i\u00e7in de bu ge\u00e7erlidir. B\u00f6yle zamanlarda yap\u0131lmas\u0131 gereken, kazan\u00e7 getiren harcamalar\u0131 kazan\u00e7 getirmeyenlerden ay\u0131rmakt\u0131r. Yani, \u2018Mevcut paray\u0131 k\u00e2r elde edebilecek \u015fekilde nas\u0131l harcayabilirim?\u2019 \u015feklinde d\u00fc\u015f\u00fcnme becerisini elde etmektir. Paray\u0131 getirecek olansa ancak farkl\u0131 mesajlar i\u00e7eren, inovatif \u00fcr\u00fcn ve hizmetlerden olu\u015fan f\u0131rsat alanlar\u0131d\u0131r. Kurulu\u015f olarak f\u0131rsat alanlar\u0131na yat\u0131r\u0131m yapmak, risk yaratan bir durum de\u011fildir; tam tersine gelecekte var olman\u0131n tek yoludur.\u201d<\/span><\/p>  <p><span class=\"large\"><strong>K\u00dc\u00c7\u00dcLMEK \u00dcR\u00dcN KAL\u0130TES\u0130N\u0130 ARTIRMIYOR<\/strong><\/span><\/p>  <p><span class=\"large\">2000\u2019li y\u0131llarda American Management Association\u2019\u0131n (AMA) k\u00fc\u00e7\u00fclmenin etkileri \u00fczerine yapt\u0131\u011f\u0131 1.000 firmay\u0131 kapsayan ara\u015ft\u0131rma da bu ifadelerimizi destekler nitelikte. Ara\u015ft\u0131rma, 90\u2019l\u0131 y\u0131llardaki ekonomik dalgalanmalarda k\u00fc\u00e7\u00fclmeye giden firmalar\u0131n sadece y\u00fczde 48\u2019inin daha sonraki d\u00f6nemlerde k\u00e2r paylar\u0131n\u0131 art\u0131rd\u0131\u011f\u0131n\u0131 ve k\u00fc\u00e7\u00fclmenin bu firmalar\u0131n b\u00fcy\u00fck \u00e7o\u011funlu\u011funda \u00fcr\u00fcn kalitesini y\u00fckseltmeye fayda sa\u011flamad\u0131\u011f\u0131n\u0131 ortaya koydu. <\/span><\/p>  <p><span class=\"large\"><strong>\u015e\u0130RKET YARATICI KAB\u0130L\u0130YET\u0130N\u0130 KAYBED\u0130YOR<\/strong><\/span><\/p>  <p><span class=\"large\">Business Week dergisi de \u2018\u0130\u015f yerlerindeki yap\u0131sal de\u011fi\u015fimler\u2019 ba\u015fl\u0131\u011f\u0131yla yay\u0131mlad\u0131\u011f\u0131 \u00f6zel say\u0131s\u0131nda, \u2018K\u00fc\u00e7\u00fclmedeki en b\u00fcy\u00fck risk, daha az say\u0131n\u0131n daha fazla \u00e7al\u0131\u015fmas\u0131na yol a\u00e7mas\u0131d\u0131r\u2019 diye uyar\u0131da bulundu. \u2018K\u00fc\u00e7\u00fclmenin firmalardaki i\u015f yapma tarz\u0131n\u0131 da \u00e7ok az de\u011fi\u015ftirdi\u011fi anla\u015f\u0131ld\u0131\u2019 ibaresini de ilave etmeyi ihmal etmeyerek. Business Week\u2019teki ara\u015ft\u0131rma notlar\u0131nda, k\u00fc\u00e7\u00fclmenin \u015firket i\u00e7in a\u00e7\u0131k bir dezavantaj\u0131n\u0131n da \u2018\u015firketin yarat\u0131c\u0131 kabiliyetini kaybettirmesi\u2019 oldu\u011fu belirtildi. <\/span><\/p>  <p><span class=\"large\"><strong>KAL\u0130F\u0130YE PERSONELE YEN\u0130 DEPARTMAN <\/strong><\/span><\/p>  <p><span class=\"large\">Edward Bowman\u2019\u0131n California Management Review\u2019da yay\u0131mlanan makalesinde ise k\u00fc\u00e7\u00fclen \u015firketlerin pazara \u00e7\u0131kacak yeni bir \u00fcr\u00fcn\u00fcn en kritik son a\u015famas\u0131n\u0131 ger\u00e7ekle\u015ftirme yetilerini yitirdi\u011finden dem vuruluyordu. <\/span><\/p>  <p><span class=\"large\">Baz\u0131 firmalar\u0131n k\u00fc\u00e7\u00fclmeye kar\u015f\u0131 ald\u0131klar\u0131 \u00f6nlem, \u2018yer de\u011fi\u015ftirme\u2019dir. Yani, pozisyonlar kald\u0131r\u0131lsa da insanlar\u0131 farkl\u0131 departmanlara kayd\u0131rmak. Bir\u00e7ok \u015firket bu uygulamayla kalifiye eleman\u0131n\u0131 harcamaktan kurtulmu\u015f oldu. Bu da g\u00f6steriyor ki, kriz d\u00f6nemlerini ba\u015far\u0131l\u0131 bir \u015fekilde y\u00f6netmek i\u00e7in baz\u0131 istisnai becerilere sahip olmak fayda sa\u011flayabilir. <\/span><\/p>  <p><span class=\"large\"><strong>\u0130NOVASYON \u0130\u00c7\u0130N ALTIN D\u00d6NEM<\/strong><\/span><\/p>  <p><span class=\"large\">Kriz ve ekonomik durgunluk d\u00f6nemlerinin paradoksal olarak inovasyonu besleyen bir taraf\u0131 var. Neden mi? <\/span><\/p>  <ul>   <li><span class=\"large\">\u00c7\u00fcnk\u00fc \u00fcr\u00fcn ve hizmetler benze\u015ftik\u00e7e farkl\u0131la\u015fman\u0131n \u00f6nemi hi\u00e7 olmad\u0131\u011f\u0131 kadar artar.<\/span><\/li>   <li><span class=\"large\"> \u00c7\u00fcnk\u00fc art\u0131k marka g\u00fcc\u00fcn\u00fcn dahi pek i\u015fe yaramad\u0131\u011f\u0131, m\u00fc\u015fteriyi ikna etmenin g\u00fc\u00e7l\u00fc marka olmaktan de\u011fil, m\u00fc\u015fterinin s\u00fcrekli de\u011fi\u015fen isteklerine cevap verebilme h\u0131z\u0131 ve yetene\u011finden ge\u00e7ti\u011fi bir piyasa anlay\u0131\u015f\u0131 h\u00e2kim.<\/span><\/li>   <li><span class=\"large\"> \u00c7\u00fcnk\u00fc rakiplerin aksine fark\u0131ndal\u0131k yaratabilmi\u015f olman\u0131n avantaj\u0131, ilgili firmay\u0131 y\u0131llarca koruma alt\u0131na alabilir.<\/span><\/li>   <li><span class=\"large\"> \u00c7\u00fcnk\u00fc firmalar farkl\u0131 olanlar\u0131n krizlerde b\u00fcy\u00fcd\u00fc\u011f\u00fcn\u00fc g\u00f6zlemleyerek farkl\u0131la\u015fman\u0131n \u00f6nemini daha ac\u0131 \u015fekilde g\u00f6rme imk\u00e2n\u0131na sahip oluyor.<\/span><span style=\"font-size: 15.6px;\">K\u0131sacas\u0131 kriz d\u00f6nemleri, inovasyon i\u00e7in alt\u0131n d\u00f6nemlerdir.<\/span><\/li>  <\/ul>  <p><span class=\"large\"><strong>KR\u0130Z NASIL FIRSATA \u00c7EVR\u0130L\u0130R? <\/strong><\/span><br><span class=\"large\"> Kriz d\u00f6nemlerinde bilinenlerin d\u0131\u015f\u0131nda \u00f6ncelikli olarak yap\u0131lacaklar:<\/span><\/p>  <ul>   <li><span class=\"large\">Krizlere \u00f6nceden haz\u0131r olmak i\u00e7in muhtemel durum senaryolar\u0131 geli\u015ftirmek, <\/span><\/li>   <li><span class=\"large\"> \u00c7ok d\u00fc\u015f\u00fcn\u00fcp az karar vermek ve h\u0131zl\u0131 hareket etmek,<\/span><\/li>   <li><span class=\"large\"> Uzun vadeli projeler \u00fczerinde \u00e7al\u0131\u015fmak, <\/span><\/li>   <li><span class=\"large\"> D\u0131\u015far\u0131dan dan\u0131\u015fmanl\u0131k almak.<\/span><\/li>   <li><span class=\"large\"> Geleneksel krizle ba\u015fa \u00e7\u0131kma y\u00f6ntemlerine kar\u015f\u0131 mesafeli durmak,<\/span><\/li>   <li><span class=\"large\"> Krizlerde f\u0131rsatlar\u0131n gizli oldu\u011fu ger\u00e7e\u011fini unutmamak.<\/span><\/li>   <li><span class=\"large\"> \u00dcr\u00fcn ve hizmetleri farkl\u0131la\u015ft\u0131rarak krizi f\u0131rsata \u00e7evirmenin bir\u00e7ok yolu var \u015f\u00fcphesiz. Kimi firma \u00fcr\u00fcn\u00fcn ambalaj\u0131n\u0131 de\u011fi\u015ftirerek, kimi de verdi\u011fi bir mesajla bir anda \u00f6ne \u00e7\u0131kmay\u0131 ba\u015far\u0131r. Mesela d\u00fcnyaca \u00fcnl\u00fc elektronik \u00fcr\u00fcn \u00fcreticisi olan bir firma, televizyonlar\u0131n\u0131n garanti s\u00fcresinde yapt\u0131\u011f\u0131 de\u011fi\u015fiklikle (2 y\u0131ll\u0131k garanti s\u00fcresini 100 dolar fark verildi\u011finde 5 y\u0131la \u00e7\u0131karma) fark\u0131ndal\u0131k olu\u015fturmay\u0131 ba\u015fard\u0131. K\u00fc\u00e7\u00fck bir inovasyon ama etkisi m\u00fcthi\u015f!<\/span><\/li>   <li><span class=\"large\"> Kimi firma ise rakiplerinin akl\u0131na dahi gelmeyecek bile\u015fenlere odaklanabilir. Mesela, K\u00f6fteci Yusuf bir pazarlama inovasyonu \u00f6rne\u011fidir. \u2018Hizmet sunumu ile fiyat performans\u0131\u2019n\u0131 birle\u015ftirdi\u011finizde ulusalla\u015fmaya a\u00e7\u0131k bir marka yaratabilirsiniz. <\/span><\/li>  <\/ul>  \t\t\t\t","slug":"durgunluk-ve-krizler-inovasyonun-can-suyudur","orjinalimage":null,"news_cover_min":null,"news_cover":null,"news_video_min":null,"news_video":null,"cropped_638x552":null,"cropped_310x208":null,"cropped_416x247":null,"cropped_197x247":null,"cropped_416x600":null,"cropped_1200x675":null,"tags":"K\u00f6\u015fe Yaz\u0131s\u0131","meta_title":"Durgunluk ve krizler inovasyonun can suyudur","meta_description":"Salih Keskin","meta_keywords":"K\u00f6\u015fe Yaz\u0131s\u0131","view_count":1090,"yt":0,"ytid":"","ytimage":null,"imgdate":"2000-01-01 00:00:00","cuff_cover":null,"cropped_358x214":null,"cropped_842x474":null}]}}