@article {800,
	title = {Mobile Convergence and Entrepreneurial Opportunities for Innovative Products and Services},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {06/2014},
	pages = {14-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Our research on 2012 and 2013 Canadian wireless service pricing indicates that data was underpriced relative to traditional voice and text messaging services. Such a situation, while potentially disadvantaging consumers of traditional mobile services, created a market that favoured competitors pursuing innovative uses of mobile data. Although more competitive pressures in the telecommunications market would provide broader benefits to Canadian consumers and facilitate greater innovation in related services, a favorable pricing differential vis-{\`a}-vis data transmission provides useful incentives. Even with recent changes to the pricing of mobile services in Canada, we should expect continued development of services that substitute data for voice and text messaging, particularly for international communications, as well as more innovative uses of mobile data.},
	keywords = {Canada, competition, entrepreneurship, innovation, mobile convergence, mobile services, wireless pricing},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/800},
	url = {http://timreview.ca/article/800},
	author = {Jeff Moretz and Chirag Surti}
}
@article {732,
	title = {Reinventing the Wheel: Contextualizing Existing Innovations as a Path to Market Success},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {10/2013},
	pages = {16-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In the quest to create cutting-edge products, organizations often invest substantial time, attention, and capital in primary research and development (R\&D). By themselves, these R\&D investments to create avant-garde products may not provide good return-on-investment. In the context of Canadian businesses, there is a significant scarcity of resources available for R\&D. What can Canadian firms do to stay innovative when they face a plethora of difficulties, including insufficient funding? This article explores how organizations can leverage external innovation and existing technologies to create products or services that cater to the market needs. We present a three-pillar model along with examples of companies that attained market success in large part by contextualizing existing technologies in order to create innovative products or services. This approach provides companies with a high-level framework to facilitate resource-parsimonious creation of commercializable, innovative products that are competitive in today{\textquoteright}s global marketplace.},
	keywords = {commercialization, contextualization of innovation, Innovation management, market-focused innovation, organization},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/732},
	url = {http://timreview.ca/article/732},
	author = {Jeff Moretz and Karthik Sankaranarayanan and Jennifer Percival}
}
