INNOVATION AT TIMBERLAND THINKING OUTSIDE THE SHOEBOX PDF

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One early steering committee directive was for iF to look into the broad issue of improving shoe fit while reducing complexity in the shoe sizing process, which could mean significant efficiency gains, service improvement, and enhanced margins. Healy had previously worked for Nike and Converse and taught physiology at the University of New Hampshire. After his separation from the company Keen, Martin Keen worked on a shoe that could perform in the harshest land or water conditions.

He approached Pucker with the concept and Pucker presented it to Jeff Swartz and the steering committee. Since this would be the first time Timberland had ever created a separate brand, iF seemed the perfect candidate to "own" the project. The new line, called Miiin pronounced "my-own" would keep the feet of "amphibious athletes" as comfortable as possible in wet conditions Urban Renewal iF also conceived of an offshoot of the line, called Urban Renewal, which replicated the firefighter boots and made them available for urban youth.

Near a boot display in the iF lab was a poster of a hip-hop band wearing firefighter boots from a photo in a leading music magazine. The concept drew on a philosophy created by the Timberland and City Year partnership: everyone who wore Timberland boots could be a hero in their community. The in-line teams had agreed to adopt Urban Renewal and launch it in the holiday line of By , Timberland competed in both footwear and apparel, occupying the 6 position in the industry for revenue, 3 for operating margin, and 2 for return on investment capital.

See Exhibit 10 for Timberland industry data and Exhibit 11 financial data. SmartWool was expected to remain an independent subsidiary.

Schwartz CEO and Pucker COO are concerned culture of innovation and always figure out the essential elements in putting Timberlands best foot forward Invention Factory is in is high risk, time consuming, and resource intensive iFs mission should redefined, and shift their focus toward getting in-line adoption, rather than only product creation and development created a formal four phase innovation process: 1.

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Innovation at Timberland: Thinking Outside the Shoe Box

One early steering committee directive was for iF to look into the broad issue of improving shoe fit while reducing complexity in the shoe sizing process, which could mean significant efficiency gains, service improvement, and enhanced margins. Healy had previously worked for Nike and Converse and taught physiology at the University of New Hampshire. After his separation from the company Keen, Martin Keen worked on a shoe that could perform in the harshest land or water conditions. He approached Pucker with the concept and Pucker presented it to Jeff Swartz and the steering committee. Since this would be the first time Timberland had ever created a separate brand, iF seemed the perfect candidate to "own" the project. The new line, called Miiin pronounced "my-own" would keep the feet of "amphibious athletes" as comfortable as possible in wet conditions Urban Renewal iF also conceived of an offshoot of the line, called Urban Renewal, which replicated the firefighter boots and made them available for urban youth.

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