1. Continuous innovation : Continuous innovation involves alteration of a product rather than the establishment of a new one. For example, fluoride toothpaste, new model automobile or mental cigarettes. To use these products consumers do not need to change their behaviour at all only very slightly. A continuous innovation has the least disrupting influence on established problems behaviour patterns.
2. Dynamically continuous innovation : A dynamically continuous innovation has more disrupting effect than a continuous innovation, although it still does not generally alter established patterns. It may involve the creation of a new product or the operation of an existing product example, electric toothbrushes.
3. Discontinuous Innovation : A discontinuous innovation involves the establishment of a new product and the establishment of new behaviour pattern. For example, dehydrated foods. When they were first marketed, foods diffuse or spread slowly because they entailed changes in values and in food preparation habits.
4. Revolutionary and evolutionary innovation : Revolutionary innovation implies that there is sudden breakthrough in creating a product that is completely different from existing products, while evolutionary innovation amines that an existing product undergoes gradual changes or modification into a better product.
The more customary mode of innovation is one of gradual evolution, products are improved by numerous small advances in technology. Together those incremental innovations help to keep a company in an attractively competitive position.
5. Discovery push and need pull innovations.
1. Discovery push.
a. Science discovers, technology applies.
b. Technological discovery.
2. Need Pull.
a. Customer need.
b. Management by objective.
It was not easy to fit innovations in to any one of these models in a clear and unambiguous manner. Leaving innovative ideas to the market can be dangerous since customers are known to adhere closely to existing and familiar products and technologies. Guility to think outside their own immediate experience is likely to be distinctly limited, whereas science or discovery push by its nature is attempting to forward more technically demanding, fundamental, whisky products. Basic research is of course very expensive many firms have deliberately opted for a policy of being followers watching, ready to jump into the market with others who have opened up.
