In economic theory it is common sense for years that only a well balanced relation in the ‘Magic Triangle” of the key indicators cost, time and quality will lead to sustainable growth due to satisfying results in every dimension of the triangle.
Competitive advantage is driven by a successful market appearance either by a unique selling proposition or competitive pricing with lowest costs.

But, for the 3 parameters not to be the rival approaches it needs a fourth, an integrating dimension: innovation. It is the key to enhance all key performance indicators simultaneously if it’s understood as product-, service AND process innovation.

The impact of innovation for pioneer business has not to be stressed. It’s prerequisite. The invention ensures the skimming of pioneers' gains and by that is inviolable competitive advantage. But what about conventional branches?

Have a look at the most mature mass market. Competitors herein have to face the old ever reiterating dilemma. The supply increases, the prices decrease , the competition gets rougher up to a threatening crowding out. The reaction: simultaneous cost reduction of all competitors to stand the pricing competition, higher volumes to decrease fix costs, higher standardization, less differentiation. The effect:
All competitors are suffering, waiting for the shakeout that will only few survive: the ones with the lowest cost base and the most cash reserves.

The solution: differentiation by innovation. But how do companies handle this challenge to escape this downward spiral? Several studies show very clearly that innovation declines the bigger a company grows. A striking insight. Because systematic and purposive innovation is expensive and should increase by a better cash position. However, reasons seem to be found in organizations' nature and looks like a major challenge to keep levels of company-internal innovation high.

Another way is the symbiosis like way. Young and highly innovative companies with a high cash demand look for partnerships with big companies that search for an innovation source or just a good financial investment. But this way also shows its difficulties. Companies tend to impose their static and conventional culture on the new daughter. So the fresh creativeness is chocked very fast.

To avoid this there is a third, contrary way. Companies do spin off pure R&D subsidiaries on ‘a long leash’, with enormous liberties and comfortable cash strength. Great idea, but without appropriate control instruments probably an expensive excursion.

Following the keynote of all this approaches and bringing it up to the 21th century and Web2.0 culture, the idea of BeeQuu is already described. What is a more fertile source of ideas and innovation than the crowd? Who has got the unconventional thinking and creativity that’s so hard to find inside your company? Who can solve a problem that slows you for years with a forgotten "garage invention"? The mass of unseen innovators, inventors, brains, tinkerers and libertines - the greatest R&D department existing.

Make them work for you and make it a real big win-win-story. Make the world your think-tank! Make BeeQuu your Gate to Innovation.