美容產(chǎn)品的翻譯可以說是翻譯行業(yè)比較特殊的一個領(lǐng)域，原因不外乎有以下幾點：

1.中文和英文的表達(dá)習(xí)慣不同，英文結(jié)構(gòu)層次分明，漢語結(jié)構(gòu)復(fù)雜，不容易找出句子的中心句。

2.各種翻譯都有，沒有標(biāo)準(zhǔn)的翻譯案例。

世界著名護(hù)膚品牌OLAY玉蘭油，作為寶潔公司美容品類的實力品牌，是全球最大也是中國最大的護(hù)膚品牌之一。作為女性心目中的“專業(yè)護(hù)膚專家”， OLAY一直不斷順應(yīng)時代的發(fā)展和變遷完善自身，并保持著人們心目中美麗先導(dǎo)的形象，做到真正傾聽女性的需求，以全球高科技護(hù)膚研發(fā)技術(shù)為后盾，不斷推陳出新，讓“驚喜從肌膚開始”。 目前，OLAY已經(jīng)成為寶潔公司全球年銷售10億美金的品牌之一，為全世界五大洲的8000多萬女性帶來了肌膚的美麗驚喜。八個系列七十多款產(chǎn)品，OLAY不斷為中國女性貢獻(xiàn)新美麗呵護(hù)女性的美麗使者，致力于成為中國女性的美麗標(biāo)志。

The world-famous brand OLAY Olay skin care, as Procter & Gamble Beauty category of the strength of the brand, is the world's largest and one of China's largest skin care brands. As a woman in mind "professional skin care specialist", OLAY constantly adapt to the development of the times and change the self-improvement, and maintain people's minds the image of a beautiful pilot genuinely listen to women's needs in order to develop global high-tech skin care technology as the backing, continued to emerge, so that "surprises from the skin to begin." At present, OLAY has become P & G's global annual sales of 1 billion dollar brands, serving the world's five continents, more than 8000 million women have brought the beauty of your skin surprises. 8 series of 70 a variety of products, OLAY continuously new beautiful Chinese women's contribution to care of women's beauty ambassador, is committed to being a beautiful symbol of Chinese women.

寶潔：創(chuàng)新沒有邊界
“假若你擁有一項美白面膜的專利配方，你既想讓這款面膜投入市場，讓更多的人享 受美白帶來的快樂，但苦于沒有資金，并且不愿花太多精力在經(jīng)營品牌或生意上，怎么 辦？ 或許你可以考慮和寶潔合作。” 這是寶潔近日啟動的“聯(lián)系+發(fā)展”中文網(wǎng)站的開場白。擁有9000 名研發(fā)人員的寶潔 早已不滿足于其全球28個研發(fā)中心的力量來支撐每年5%~7%的增長目標(biāo)，寶潔如今更寄望于 “外腦”來獲得持續(xù)增長。
變研發(fā)為聯(lián)發(fā)
消費品市場向來品牌忠誠度較低， 許多人購買產(chǎn)品時往往是出于新鮮嘗試而非仔細(xì)考 量。作為消費品制造大王， 寶潔深知必須用持續(xù)創(chuàng)新的功能和產(chǎn)品吸引消費者的目光。正 因為如此，寶潔一直把創(chuàng)新放在企業(yè)發(fā)展的重要地位。事實上，擁有170 余年歷史的寶 潔，向來不缺乏產(chǎn)品創(chuàng)新精神。這家公司在漫長的歷史中發(fā)明了第一種用于全自動洗衣機 的合成洗衣粉“汰漬”，第一塊一次性嬰兒紙尿片“幫寶適”，還有第一管含氟防蛀牙膏 “佳潔士”。 然而，在上個世紀(jì)末，寶潔的創(chuàng)新研發(fā)與傳統(tǒng)商業(yè)模式出現(xiàn)了摩擦：企業(yè)陷入停滯狀 態(tài)，創(chuàng)新產(chǎn)品很少，內(nèi)部大量的研發(fā)成果因為沒有配套的戰(zhàn)略規(guī)劃反而成了負(fù)擔(dān)！ 出現(xiàn)這種難堪的局面， 與寶潔長期以來堅持的封閉式創(chuàng)新不無關(guān)系。封閉式創(chuàng)新是一 種企業(yè)內(nèi)部的良性封閉循環(huán)，創(chuàng)新的知識產(chǎn)權(quán)被企業(yè)嚴(yán)密地保護(hù)著，其他企業(yè)無法獲得這 些創(chuàng)新而為自己謀利。企業(yè)對外部的關(guān)注，也只是更多地在乎競爭對手的研發(fā)動態(tài)、市場 占有情況等。在這種情況下， 寶潔與消費者的關(guān)系是： 寶潔推出新產(chǎn)品，消費者被動接 受。 在知識壟斷的時代里， 封閉式創(chuàng)新模式可謂大放異彩。然而，隨著全球創(chuàng)新環(huán)境的變 化，很多專利已由集約式轉(zhuǎn)向分散式， 由一個企業(yè)掌握全部專利的時代慢慢瓦解。大學(xué)、 研究機構(gòu)和高學(xué)歷的人增多，創(chuàng)新的源頭逐漸增加。同時，研究成果面臨更多的機會。市 場競爭加快以后，產(chǎn)品生命周期縮短，在內(nèi)部轉(zhuǎn)化出現(xiàn)困難時，很多科研成果會選擇與新 資本、新企業(yè)等進(jìn)行接觸，尋求更多的合作轉(zhuǎn)化方式。 換言之，在企業(yè)外部創(chuàng)新資源如此豐富的今天，企業(yè)已不能承擔(dān)包攬一切創(chuàng)新的重 任。如果仍然勉強為之，會極大降低企業(yè)的創(chuàng)新效率。當(dāng)然，知識分散化也帶來了新的機 遇，那就是直接導(dǎo)致實踐的集中化。一個企業(yè)不需要自己做出最完美的創(chuàng)新成果，一樣也 能獲勝：因為它可以整合內(nèi)外的各種資源，及時、充分地利用不同的創(chuàng)新技術(shù)的視角、創(chuàng) 新方式把各種技術(shù)整合在一起，不斷衍生出新產(chǎn)品和新服務(wù)。 時代的變化被臨危受命的寶潔CEO 雷富禮看在眼中，記在心里。1999 年，上任之初的 雷富禮力排眾議提出了“開放式創(chuàng)新”，將寶潔的心臟———研發(fā)（Research＆Develop） 擴展為聯(lián)發(fā)（Connect &Develop），即聯(lián)合外部研究機構(gòu)、客戶、供應(yīng)商、個人甚至競爭 對手來開發(fā)新市場新產(chǎn)品。當(dāng)時，這位新掌門提出2010 年要將外部創(chuàng)新做到50%時，絕大 多數(shù)人認(rèn)為是天方夜譚，因為1999 年時這個數(shù)字只有10%。然而，神奇的雷富禮不但達(dá)到
了目標(biāo)，還比預(yù)設(shè)的2010 年提前了4 年。這位管理大師在多年后回憶往事的《游戲顛覆 者》一書中道出了真諦：隨著知識產(chǎn)權(quán)市場的擴張， 擁有創(chuàng)造能力已經(jīng)不再是企業(yè)的絕對 優(yōu)勢，通過收集、轉(zhuǎn)移、融合等手段將技術(shù)為己所用，才是寶潔真正的競爭優(yōu)勢，“一個 與世隔絕、自以為能夠解決所有問題的公司是會失去很多機會的”。
技術(shù)經(jīng)紀(jì)人的“ 火種” 技術(shù)經(jīng)紀(jì)人的“ 火種”
借助外部資源進(jìn)行開放式創(chuàng)新， 其最大優(yōu)點是降低了自行研發(fā)的費用和失敗的概率， 這種創(chuàng)新模式無須像對待公司員工那樣對外部研發(fā)人員進(jìn)行管理。同時，由于研發(fā)成果是 現(xiàn)成的，拿來即用，因此不僅無須承擔(dān)研發(fā)過程中的風(fēng)險， 更縮短了從發(fā)現(xiàn)市場機會到獲 得收益之間的時間。 寶潔雇有9000 名科研及工程人員，而在公司之外工作的研發(fā)人員卻高達(dá)幾百萬人。在 寶潔看來，現(xiàn)在多學(xué)科融合的趨勢越來越明顯，產(chǎn)品的更新周期越來越快，像以前單靠內(nèi) 部研發(fā)無疑是效率十分低下的。而忽視如此巨大的外部人才庫，更是缺乏開放式創(chuàng)新的思 維。為了更好地發(fā)揮外部人才庫的作用， 寶潔創(chuàng)建了名為“技術(shù)經(jīng)紀(jì)人”的企業(yè)偵察小 組。經(jīng)過將近5 年的發(fā)展，該小組已經(jīng)擁有近百名全職“偵察員”。 這是一支由創(chuàng)新型獵頭組成的團(tuán)隊， 他們不隸屬于任何一個部門，也不受既有制度的 約束。這些從實驗室里解放出來的技術(shù)經(jīng)紀(jì)人由一名總經(jīng)理領(lǐng)導(dǎo)， 他們被分別派到歐洲、 中國、日本、印度和拉丁美洲，搜索能夠創(chuàng)造新消費的機會。他們的主要工作就是搜尋與 公司相關(guān)的創(chuàng)新。他們訪問政府和學(xué)校的實驗室，與主要的科學(xué)家和教授建立聯(lián)系，走進(jìn) 貿(mào)易展覽會，甚至在超市里面游蕩。所有這一切都是為了搜尋可以借鑒的創(chuàng)新， 對寶潔現(xiàn) 有的產(chǎn)品進(jìn)行改進(jìn)或者創(chuàng)造新的產(chǎn)品。 正所謂“星星之火可以燎原”，這些技術(shù)經(jīng)紀(jì)人更像開放式創(chuàng)新思維的“火種”，通 過自己的工作不斷改進(jìn)公司的創(chuàng)新率、外部聯(lián)系程度和銷售的增長，進(jìn)而“改變了整個公 司的文化，讓每一個人都關(guān)注外部的變化。” 寶潔負(fù)責(zé)品客薯片的團(tuán)隊曾想到一個新創(chuàng)意， 他們想通過在薯片上打出食用顏料的圖 案和文字來吸引消費者的眼球。然而，從技術(shù)上來說，這需要一個每分鐘噴印3.4 億滴的 印刷系統(tǒng)，這讓寶潔的研發(fā)人員感到為難。于是，分布在世界各地的技術(shù)經(jīng)紀(jì)人迅速展開 行動，利用它的全球聯(lián)系網(wǎng)絡(luò)， 找到了一個由意大利某大學(xué)教授經(jīng)營的面包作坊， 該教 授曾經(jīng)發(fā)明了在蛋糕或曲奇上打印可食用圖像的噴墨打印方法。寶潔隨即采用了這個方 法，并為北美品客薯片銷售帶來了兩位數(shù)的增長。 又如，寶潔研發(fā)人員在為玉蘭油尋找一項抗皺配方的時候，曾經(jīng)一籌莫展。然而，在 歐洲的一個技術(shù)會議上，臺下的技術(shù)經(jīng)紀(jì)人聽到法國Sederma 公司正在研發(fā)一種全新的肽 化合物，能夠促進(jìn)細(xì)胞再生和傷口愈合。他們覺察到這很可能就是寶潔需要的關(guān)鍵技術(shù)。 于是，技術(shù)經(jīng)紀(jì)人迅速與該公司取得聯(lián)系， 并通過一系列試驗后買下了該專利。于是，頗 受歡迎的玉蘭油“新生煥膚”系列面世了，并實現(xiàn)了高達(dá)20 億美元的銷售額。 通過技術(shù)經(jīng)紀(jì)人穿針引線般的工作，目前寶潔與超過400 個供應(yīng)商、高校、零售商、 制造商甚至是競爭對手公司保持著聯(lián)發(fā)方面的合作伙伴關(guān)系。這串長長的名單里包括了杜 克大學(xué)、哥倫比亞大學(xué)、巴斯夫、GE、惠氏、高露潔、聯(lián)合利華、惠普、3M、迪士尼、沃
爾瑪?shù)纫幌盗袡C構(gòu)和公司。
共贏的創(chuàng)新合作
數(shù)據(jù)顯示，寶潔每年投入的研發(fā)費用大大高于競爭對手，幾乎是聯(lián)合利華的兩倍，同 時也約為雅芳、高樂士、勁量、漢高、金佰利、歐萊雅和利潔時的總和。然而，令人尷尬 的是，1990 年代后期寶潔的一次內(nèi)部調(diào)查發(fā)現(xiàn)，公司每年投入了 15 億美元研發(fā)資金， 研制出了令人咋舌的約 2.7 萬項專利，利用率卻只有 10%；真正在市場上獲得成功的創(chuàng)新 產(chǎn)品比率， 也僅維持在 35%左右的行業(yè)平均水平上。 寶潔一直試圖化解這樣的尷尬，如何為大量的專利尋求外部需求者？ 如何打破封閉的 實驗室尋求更切合消費者需求的技術(shù)和服務(wù)？ 對于無數(shù)沒有走向研發(fā)階段或者中途擱置的 創(chuàng)意，在開放式創(chuàng)新思維主導(dǎo)下，寶潔大膽提出了出售“包袱專利”的口號。 為了提高寶潔對專利的使用效率，雷富禮制定了一項標(biāo)準(zhǔn)： 如果寶潔的某項專利在 3 年內(nèi)沒有被公司內(nèi)的任何部門采用， 那么就將其出售給別人， 甚至包括競爭對手。對 此，有人可能會覺得難以接受，事實上，聰明的寶潔是通過把自己所用不到的好創(chuàng)意在合 適的地方實現(xiàn)價值，在實現(xiàn)共贏的同時也為寶潔獲利。例如，寶潔研制出了一種“透皮控 釋給藥”技術(shù)，讓糖尿病患者可以像貼膏藥一樣直接將藥物貼在皮膚上治療。寶潔將其放 在專業(yè)網(wǎng)站上出售， 一家專門研究藥物傳導(dǎo)的小公司最終成了寶潔的生意伙伴。又如，寶 潔將羅漢果提取物應(yīng)用于飲料產(chǎn)品的專利權(quán)， 就使一家中國公司成為了許多頂級飲料品牌 的供應(yīng)商。 除了出售專利， 寶潔在開放式創(chuàng)新的道路上還以非凡的勇氣和魄力實現(xiàn)共贏的目標(biāo)： 與競爭對手合作！ 在亞洲市場，擁有蘇菲、媽咪寶貝品牌的日本尤妮佳(Unicharm)是寶潔在女性護(hù)理用 品和紙尿褲產(chǎn)品方面的競爭對手， 但尤妮佳一款主要面對日本市場的速易潔除塵 撣卻激起了寶潔的興趣。不久，這對昔日的冤家對頭牽手走上了合作的道路。寶潔不 僅要求尤妮佳幫自己在加拿大工廠里興建了一模一樣的生產(chǎn)線， 甚至還原樣使用了后者的 產(chǎn)品廣告。此次合作堪稱寶潔開放式創(chuàng)新的典范：寶潔相當(dāng)于創(chuàng)造了一個新的產(chǎn)品品類， 幾乎不做改進(jìn)就推向了北美市場，并取得了巨大的成功；擁有該產(chǎn)品專利的尤妮佳則借由 寶潔強大的全球銷售網(wǎng)絡(luò)， 將其地方性的創(chuàng)新成果推廣到了全球。 現(xiàn)在， 寶潔的開放式創(chuàng)新活動已經(jīng)達(dá)到了良性循環(huán)的共贏程度，在寶潔的合作伙伴名 錄中，競爭對手的名字越來越多。
創(chuàng)意集市” “ 創(chuàng)意集市” 橫空出世
在創(chuàng)建自己的開放式創(chuàng)新網(wǎng)站“創(chuàng)意集市”以前，寶潔多數(shù)是利用中介公司網(wǎng)站建立 與其他研發(fā)機構(gòu)和個人的聯(lián)系。寶潔在 InnoCentive、Yet2 和 NineSigma 等網(wǎng)站上扮演求 解人的角色，在非公開的論壇內(nèi)匿名發(fā)帖，描述自己的難題并且給出懸賞金額。任何人都 可以看到此類信息， 如果他能提供解決方案并且被寶潔選中， 那就可以“揭榜”，并得 到賞金。類似的成功例子不勝枚舉，最為典型的 Spin Brush 電動牙刷技術(shù)就是寶潔通過 中介網(wǎng)絡(luò)從一位發(fā)明家手中花 4.75 億美元買來的。便宜簡單的旋轉(zhuǎn)電動牙刷上市后大受 歡迎， 讓一整排的傳統(tǒng)牙刷頓時失色。 哈佛商學(xué)院的研究表明，寶潔向外界發(fā)出求助，大約 29%的問題會在三周內(nèi)得到解 決。2006 年，已有超過半數(shù)的寶潔新產(chǎn)品和技術(shù)通過這個途徑取得。2007 年，其收到個 人企業(yè)家、大學(xué)、研究所和公司提交的創(chuàng)意超過 5000 個，其中有 200 多個創(chuàng)意轉(zhuǎn)化成新 產(chǎn)品并已上市。目前，新品達(dá)到財務(wù)目標(biāo)的比率也增長到了 50%。依靠這些技術(shù)中介網(wǎng) 站， 寶潔和全球范圍內(nèi)的眾多科學(xué)家和工程師成為朋友，研發(fā)生產(chǎn)力提高了近 60%，創(chuàng)新 成功率提高兩倍多，而創(chuàng)新成本下降了 20%。 借助中介網(wǎng)站求購技術(shù)方案的經(jīng)歷讓寶潔得到啟發(fā)，推倒研發(fā)室的圍墻，變自主研發(fā) 為聯(lián)發(fā)，面向全球招募創(chuàng)意， 用開放式創(chuàng)新和外部智慧解決公司、消費者之需。2007 年 10 月，寶潔開發(fā)了自己的 2.0 版“創(chuàng)意集市”———“聯(lián)系＋發(fā)展”網(wǎng)站，并最終成為 其開放式創(chuàng)新的核心策略之一。
通過這個被寶潔稱為“創(chuàng)意集市”的網(wǎng)站，無論是企業(yè)還是研究機構(gòu)，甚至普通消費 者，都能成為這家世界最大的日用消費品公司的合作伙伴。在這里，你可以瀏覽寶潔的需 求及創(chuàng)新成果。若你手上的創(chuàng)新成果剛好符合寶潔的需求， 便可以根據(jù)提示提交方案， 并在 8 周內(nèi)獲得回復(fù)。未收到回復(fù)前，可隨時登陸系統(tǒng)查詢方案審核情況。在寶潔的眼 中， 合適的方案可以是一款適合寶潔的創(chuàng)新產(chǎn)品，一項新技術(shù)，一種新的商業(yè)模式，甚至 是有創(chuàng)意的商標(biāo)、包裝和設(shè)計。而除了為寶潔提供創(chuàng)意資產(chǎn)的合作者，希望獲得許可使用 寶潔的商標(biāo)、技術(shù)等其他創(chuàng)新資產(chǎn)的人同樣可以通過“創(chuàng)意集市” 和這家跨國企業(yè)成為朋 友。 截至2009 年4 月，“創(chuàng)意集市” 英文網(wǎng)站收集到了3700 多個方案， 已有幾十個項 目進(jìn)入到了寶潔的深度評估環(huán)節(jié)。然而，在“聯(lián)系+發(fā)展”全球網(wǎng)站收到的方案中，來自中 國的不足20 個，來自日本市場的也僅有30 個。如何挖掘和充分利用亞洲創(chuàng)意力量， 也正 是寶潔眼下發(fā)布中文和日文網(wǎng)站的初衷。2009 年3 月，寶潔啟動“聯(lián)系+發(fā)展”中文和日 文網(wǎng)站，將這個創(chuàng)新的法寶搬到了亞洲。令人驚喜的是，不到半個月的時間，中文網(wǎng)站的 瀏覽量已經(jīng)突破10000 次， 通過這個平臺提交的方案超過了20 個，接近英文網(wǎng)站上線至 今在中國獲得方案的總數(shù)。 在傳統(tǒng)封閉式創(chuàng)新世界中，寶潔曾經(jīng)笑傲江湖；而在開放式創(chuàng)新浪潮中，寶潔也勇于 打破規(guī)則，走出了一條富有特色的創(chuàng)新道路。正如帶領(lǐng)寶潔走出開放式創(chuàng)新道路的雷富禮 所說：“寶潔希望既有內(nèi)部基礎(chǔ)來創(chuàng)造知識產(chǎn)權(quán)，又有聯(lián)發(fā)的信息結(jié)構(gòu)創(chuàng)造智力伙伴；寶 潔將實驗室打破并雙管齊下，意圖不是尋找發(fā)明創(chuàng)造，而是發(fā)現(xiàn)市場機會，最終目的是為 消費者創(chuàng)造價值。”
Procter & Gamble: Innovation without borders
"If you have a proprietary formula whitening mask, this mask you only want to market, so that more people enjoy the white to bring happiness, but unfortunately there were no funds, and do not want to spend too much energy on the brand or business, and how to do? perhaps you can consider and Procter & Gamble co. " This is P & G recently launched the "Contact + development" Chinese websites opening. 9,000 R & D personnel with Procter & Gamble had not met its 28 global R
& D center to support the power of 5% to 7% annual growth target, P & G now more hopes on the "brain" to achieve sustained growth.
Change for the United Nations Development R & D Consumer goods market has always been low brand loyalty, many people tend to buy products rather than carefully considered for fresh attempt. As a consumer goods
manufacturing King, Procter& Gamble Aware of the need to use innovative features and products continued to attract the attention of consumers. Because of this, P In fact, P &
& G has put innovation on the importance of enterprise development.
G has 170 years of history, has always been not the lack of product innovation. This company invented the long history of the first synthetic detergent for automatic washing machine, "Tide", the first piece of disposable baby diapers, "Pampers", as well as the first tube of fluoride tooth decay prevention cream "Crest." However, in the last century, P & G's R & D and the emergence of the traditional business model of friction: business to a standstill, few innovative products, a large number of internal R & D results because there is no supporting strategic planning has become a burden! When this embarrassing situation, and Procter & Gamble has long adhered to a closed innovation are not unrelated. Closed innovation is a closed loop within
the enterprise healthy and innovative intellectual property is a closely guarded company, other companies can not access to these innovations and for their own profit. Business outside the concern of only the R & D competitors care more In this case, P & G is the relationship with
dynamic, market share and so on.
consumers: Procter & Gamble to introduce new products, consumers passive acceptance. Monopoly in the knowledge era, closed innovation model can be described as shine. However, with the global innovation environment changes, many patents have been intensive steering distributed by a company to master all of the patent age slowly collapse. Universities, research institutions and highly educated people Meanwhile, research is facing more
increased, the source of innovation increases. opportunities.
Accelerate competition in the market after the product life cycles,
difficulties in the internal transformation, many will choose and research a new capital, new business contacts, etc., into ways to seek more cooperation. In other words, the external resources for innovation in the enterprise so rich today, companies can not afford everything and has the important task of innovation. If you still do, the innovation will greatly reduce the efficiency. Of course,
knowledge has also brought a new diversification opportunities, and that is a direct result of the practice of concentration. Enterprises do not need to make a
perfect innovation, the same can win: Because it can integrate a variety of internal and external resources, timely and adequate use of different innovative technology perspective, innovative ways to integrate the various technologies continuously derived from new products and services. Changes of the times was CEO Lafley, Procter & Gamble stepped in to see the eyes, in mind. In 1999, against all the odds Lafley took office at the beginning of the
proposed "open innovation", the heart of P & G --- R & D (Research & Develop) extended to the United Nations Development (Connect & Develop), the joint external research institutions, customers, providers, individuals and even competitors to develop new products, new markets. At that time, the new head made in 2010 to
achieve 50% of external innovation, most people think is a fantasy, because in 1999 this figure was only 10%. However, Lafley is not only achieved amazing goals, but The management guru
also than the default four years earlier in 2010.
recollection of events in the years after the "game insurgents," a book revealed the true meaning: With the expansion of intellectual property market, with the ability to create enterprise is no longer an absolute advantage, through the collection, transfer, integration, etc. means the technology for their own use, P & G is a real competitive advantage, "an isolated, self-belief that they can solve all the problems the company will lose a lot of opportunities." Technical manager of the "fire" With external resources to open innovation, its biggest advantage is to reduce the cost of their own R & D and the probability of failure, this innovative model not treat employees as for external R & D personnel management. Also, because
research results are ready, and brought that with, so not only do not bear the risk of the development process, shortened from the identification of market opportunities to the time between a gain. P & G employs 9,000 scientific and engineering personnel, while working outside in the company's R & D personnel is as high as several hundred million people. P
& G seems, is now a multi-disciplinary integration trends are becoming evident, the product update cycle faster and faster, as before, rely on the efficiency of internal R & D is undoubtedly very low. The neglect of such a huge talent pool In order to better play the
outside, but the lack of open innovation thinking.
role of external talent pools, called Procter & Gamble created a "technology broker" business reconnaissance team. group has nearly 100 full-time "scout." After nearly five years of development, the
This is an innovative executive search by the team, they do not belong to any one department, are not subject to the constraints of the existing system. These
freed from the laboratory by a broker, general manager of technology leadership, they are respectively assigned to Europe, China, Japan, India and Latin America, the search to create new consumption opportunities. with the company related to innovation. Their main job is to search
Their access to government and school
laboratory, with the leading scientists and professors to establish contacts, into the trade fair, even in the supermarket wandering inside. All of this can learn
to search for innovation, P & G to improve existing products or create new products. As the saying goes, "A single spark can start a prairie fire", these technologies open innovation thinking more like agents of the "fire", through their work continuously improve the company's innovation rate, degree of external contact and sales growth, and thus "change the entire company culture, so that everyone concerned about the external changes. " Pringles Procter & Gamble is responsible for the team would have thought a new idea, they want to play by eating paint chips on the graphics and text to attract the attention of consumers. However, technically speaking, this requires a 340
million drops per minute printing the printing system, which makes P & G's R & D personnel in a dilemma. Thus, the distribution of technology brokers throughout
the world taking action quickly, using its global network of contacts to find a business professor at the University of Italian bread and a workshop, the professor has invented a cake or cookies in print edible images on inkjet printing method. Procter & Gamble immediately adopted this approach, and the North American Pringles brought double-digit sales growth. In another example, Procter & Gamble R & D personnel for the Oil of Olay antiwrinkle formula to find a time, was unable to do anything. However, in Europe, a
technical meeting, the audience heard the French Sederma agent technology company is developing a new peptide compounds that promote cell regeneration and wound healing. They perceive that this is probably the key technologies needed to As a result, technology brokers quickly get in touch with the Thus, the popular Olay
Procter & Gamble.
company, and through a series of tests bought the patent.
"new whitening" series available, and and achieve up to 20 billion in sales. Like go-between by technology brokers, the current P & G and more than 400 suppliers, universities, retailers, manufacturers and even competitors to maintain the United Nations Development cooperation partnership. This long list of strings
to include Duke University, Columbia University, BASF, GE, Wyeth, Colgate, Unilever, HP, 3M, Disney, Wal-Mart and a series of institutions and companies. winInnovative cooperation and win-win Data, P & G annual R & D spending is much higher than its competitors, is almost twice as Unilever, Avon is about the same time, high Dulux, Energizer, Henkel, Kimberly-Clark L'Oreal and Reckitt Benckiser's combined. However, it is
embarrassing that in the late 1990s an internal investigation found that Procter & Gamble, the company invested U.S. $ 1.5 billion annual R & D funding, developed a staggering 2.7 million patents, but only 10% utilization; really market success of innovative products ratio, it can only be maintained at about 35% of the industry average level. Procter & Gamble has been trying to resolve this dilemma, how to seek patents for a large number of external demand for those? How to break the closed laboratory For numerous R & D
to meet consumer demand for more technology and services?
stage or not to hold the middle of the creative, innovative thinking in the open under the auspices of the sale of P & G made a bold "burden patent" slogan. In order to improve the efficient use of P & Gpatents, Lafley has developed a standard: If a P & G's patent within three years has not been any departments within the company, then will sell it to others, even competitors. In this regard,
some people may find it difficult to accept, in fact, P & G is smart to own less than a good idea at the right place to achieve value, and also in achieving win-win for the Procter & Gamble profit. For example, Procter & Gamble developed a
"controlled-release transdermal drug delivery" technology for people with diabetes can be the same as plaster attached directly to the skin of drug treatment. P & G
to sell on the professional website, a special study of drug transfer of small companies eventually become P & G's business partner. Again, P & G will
Mangosteen extract used in beverage products of the patent, it makes a lot of a Chinese company to become the top supplier of beverage brands. In addition to the sale of patents, P & G open innovation on the road but also with extraordinary courage and determination to achieve win-win goal: cooperation with competitors! In the Asian market, with Sophie, Mommy Baby brand in Japan Unicharm (Unicharm) Procter & Gamble in the feminine care products and diapers products of competitors, but Unicharm a major face of the Japanese market, speed and easy clean dust
Shan P & G's interest was aroused. hand onto the path of cooperation.
Soon, this former deep-seated antagonists Procter & Gamble not only requires Unicharm
help themselves to build a factory in Canada, exactly the same production line, or even to restore the use of the latter kind of product advertising. The
partnership called the P & G open innovation model: P & G is equivalent to creating a new product category, not to improve on almost into the North American market, and has achieved great success; with the product is patented Unicharm Procter & Gamble by the strong global sales network, to promote local innovations to the world. Now, P & G open innovation has reached a virtuous cycle of win-win level, P & G's partners in the directory, the name of more and more competitors. "Creative Bazaar" turned out to When creating your own Web site open innovation "Creative Bazaar" In the past, P & G is the use of intermediary companies in most sites and other research institutes and the establishment of personal contact. Procter & Gamble in
InnoCentive, Yet2 and NineSigma to play on sites such as solving the people's role in non-public forum, anonymous posting, describe their problems and give the reward. Anyone can see this information, if he can provide a solution and selected by Procter & Gamble, it can "Chunghwa Cigarette", and get reward. Similar success
stories abound, the most typical of Spin Brush electric toothbrush technology is P & G through the intermediary of the network from an inventor in the hands of spending $ 475 million bought. Rotating electric toothbrushes inexpensive simple
listing of popular, so a row of traditional toothbrush suddenly eclipsed. Harvard Business School study shows that P & G issued to the outside world for help, about 29% of the problem will be resolved in three weeks. In 2006, more
than half of the P & G's new products and technologies to achieve through this approach. In 2007, it received individual entrepreneurs, universities, research
institutes and companies to submit more than 5,000 ideas, including more than 200 ideas into new products and have been listed. targets to achieve the ratio increased to 50%. Currently, the new financial These techniques rely on an
intermediary site, Procter & Gamble and a number of worldwide scientists and engineers to become friends, R & D productivity increased nearly 60 percent, innovation success rate more than twice, and innovative cost reduction by 20%. Buying technology solutions through an intermediary Web site experience for P & G to get inspired, R & D room down the walls, change for the joint development of
independent research and development, global recruitment for the creative use of open innovation and external intelligence solutions company, consumer needs. In
October 2007, Procter & Gamble developed its own 2.0 "Creative Bazaar "---" Contact + Development" website, and eventually became the core of its open innovation strategy. P & G through this is called "creative market," the Web site, whether business or research institutions, and even ordinary consumers, could become the world's largest consumer products company partners. needs and innovations. Here, you can browse the P & G's
If your hand is just in line with P & G's innovation needs,
they can follow the prompts to submit plans and obtain a response within 8 weeks. Did not receive a response before the program can be reviewed at any time of landing system check. P & G's eyes, the right programs can be a suitable P & G's
innovative products, a new technology, a new business model, and even creative trademarks, packaging and design. In addition to providing creative assets for P
& G's partners, hoping to obtain permission to use P & G's trademarks, technology and other innovations were the same assets can be "creative market," and this multi-national corporations to become friends. As of April 2009, "Creative Bazaar" English website collected more than 3700 programs, there are dozens of projects into the depth of the assessment part of Procter & Gamble. However, in the "Contact + development" programs received
worldwide website, less than 20 from China, from the Japanese market is also only 30. How to tap the creative power and take advantage of Asia, Procter & Gamble is In March 2009, P & G
also now published in Chinese and Japanese sites in mind.
launched the "Contact + development" in Chinese and Japanese websites, this innovative magic moved to Asia. A pleasant surprise is, less than half the time,
the Chinese Web site has exceeded 10,000 page views, proposals submitted through this platform more than 20, close to the English websiteon-line access to programs in China since the total number. In the traditional closed world of innovation, P & G had Swordsman; in the wave of open innovation, P & G is also the courage to break the rules, out of a distinctive way of innovation. As the leading P & G out of the path of open
innovation Lafley said: "P & G hopes to create the basis of both internal and intellectual property, information structure there MediaTek creating intellectual partners; Procter & Gamble and the laboratory to break the two-pronged approach, the invention is not intended to find creation, but find that the market opportunity, the ultimate goal is to create value for consumers

譯路通武漢漢口翻譯公司

2012.9.11