Innovation – The Bright Light at Night Sky

When innovation ends with industry-mindedness, companies that are designed to construct and distribute the older model are generally dissatisfied with the adoption of the new change. This aversion allows new players to go to the industry often and leave the industry leader under the old mindset, lost, scrambled or simply trying to figure out what happened!

As Wikipedia led the Encyclopedia Britannica to the knees, where iPod makes portable CD player of second-class citizens, the road construction industry.


The Powermoon Helimax completely lifts thoughts on lighting for the construction industry. Its design is unique, memorable and usually describes typical floodlighting in many places. The Powermoon is a translucent, translucent balloon that contains four lamps with four mirrors giving 360 degree illumination without shine, giving 5 times more light for the same power consumption. It's lightweight and portable (can fit on the back of a car), can fly quickly and slowly using up to 150 feet of ground. It is a German innovation that has not yet reached the US market in criticism. Why would anything with such improvements in performance not be completely up to industry here?

do you see the light?

Many people who read this article will say I've never seen this in the United States, I like the usual candleholder, or it's a pretty fashion that never reaches. Resistance to change is normal because the majority of people are shy from individual, different and unknown – until it becomes commonplace. Sometimes it may be too late.

As Everett Rogers described the bell of innovation, five categories are adopted. As a leader of the company, you set the tone where you want your business to be in the innovation process. If you are a traditionalist and meet your new ideas, your staff will reflect this approach or be frustrated with such opposition to change and may proceed. If you are on the front cover of an innovative recording, you set the tone, you are a senior organization and attracts employees who want to work under these circumstances and thenby will work best with customers who want the latest and greatest.

Resistance to change is within all of us to some extent. It may come from your sales representatives who fail to sell unconventional services or products to your customers who see you as a supplier of these few products and NOT these few products. Understanding your customers' fit into the innovation guide will help you understand how to access them in your sales efforts. Finding where your salesman fits into this information will help you gain a better understanding of why they want to sell (or pass sales) certain products and services.

1. Innovations

2.5% of people fall into this category. They are usually field educators, educated, enjoying being advanced, more likely to take risks. Innovations are constantly willing to invest time and energy to learn to adapt to new demands of innovation.

Novelties ask questions like: How can I use this new technology to get a competitive edge? How can I be the first person to influence this new product idea? What changes do I have to make in my company to bring this new idea to my customers as soon as possible?

Innovations tend to be boundless in their ideas and energy to try new things. They generally do not look at budget, time, or current policies.

Innovations see this new idea in description and immediately jump to new features in addition to the intended use. Indeed, Powermoon is now used to search and save, event light and as an option to advertise a vehicle.

2. Early Adopters

13.5% of people fall into this category and they are usually opinion leaders, educated and popular. Early adoption is necessary for new ideas to become cost effective ideas, because these are those who enjoy telling others what they have discovered. They are always ready to test new ideas, but better than pioneers.

At the beginning, business attention continues to monitor industrial changes and look for ideas that they can use to strengthen their businesses or product lines. Leaders in this category ask their sales team to do a few customer reviews to see how receptive they are to the new ideas involved. Since the novelty takes on new ideas and then tries to get customers to use it, the early adopter will get input from the customer first and then try to make use of the innovation.

3. Early Major

34% of the population fit this category as they are more deliberate and usually rely on social comments and information from friends than in their own discovery. Early majority people are of "wait and see" diversity. Leaders want to see how competition is using the changes and what impact it is. If that's positive then this group starts exploring new ones.

Personnel in this category will get the best position to get new products to customers, but they also see this as a more risky option and will not have significant loss of innovation as it is now widely recognized.

4. Late majority

34% of the population are in this category and are usually skeptical, traditional and enjoy their situation (sometimes right or wrong.) The late majority is the last one on the bus. When this group is ready to accept the innovation, it has become a widely used and almost new benchmark. They have lost all the competitive edge and, in their view, lost all potential risks at the end of the game. Often, innovation has become a commodity when this group participates.

5. Laggards

16% of the population. Traditional people who take care of the "old way" are critical of new ideas and will only receive innovation when it's become commonplace. Laggards are not interested in changes and will only accept the innovations when they become the only option. They emphasize the fear of what might happen to accept the change but to potential benefits.

Companies with Laggard in the lead role will struggle to remain competitive and customers' orders will be declining. In some cases, the leader may only want to figure out what he has until he can resign. The project under the leadership of this class will be older and like mind.


Suppose you love these innovations that you find and see a great opportunity if only your customers were as innovative as you are. How can you spread these new ideas and products to your customers?


The more information you can use to encourage learning about the existence and functionality of the innovation, the better your customers are informed. Resistance is usually the fear of the unknown. The better you can develop a knowledge base for your customers, the better they get the product and the benefits you will enjoy. Sales today are as much about good information as closing methods (or more so.) The better your informed stores are about products and serves the easier they can handle, initially rejected something new.


Once upon a time, sales were all about badly convincing methods that save the profession a bad rap. The fact is that persuasion is still one of the most successful selling equipment but with a different approach. Becoming convinced of the value of innovation is a key factor for the customer to accept that this proposed change is advantageous. Understanding customer resistance with innovation is important. If the customer is Laggard, no amount of conviction will bring this client home if the idea is still very new. Similarly, if you are dealing with early adoption, good information and clear understanding of benefits may be enough to get the customer on board.


Sometimes, nothing sells like a free trial. Innovations often need to see or pass before the idea becomes real with the customer. For example, you can get some specific information about why Powermoon is a better choice, why it can be cheaper to work, why is it a perfect sense, but because the term can be considered so radical, it needs to be experienced to be real .

Innovation is the key to growth in any industry. Make sure you lead the cost of your business to be at the forefront, instruct your sales representatives to be knowledgeable about all new products and inform your customers about what really is a significant change in innovation, not just what's new model. When you help your customers save money, get better results and show them a better way, they'll think you hung the moon.


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