01590nas a2200241   4500008004100000022001400041245009400055210006900149260004200218300001000260490000600270520087400276653001101150653001601161653002101177653001501198653002301213653002001236653002101256100001701277700001801294856003601312       2014                        eng d  a1927-032100aMobile Convergence and Entrepreneurial Opportunities for Innovative Products and Services0 aMobile Convergence and Entrepreneurial Opportunities for Innovat  aOttawabTalent First Networkc06/2014  a14-210 v43 aOur 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-à-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.10aCanada10acompetition10aentrepreneurship10ainnovation10amobile convergence10amobile services10awireless pricing1 aMoretz, Jeff1 aSurti, Chirag  uhttp://timreview.ca/article/80001801nas a2200229   4500008004100000022001400041245009200055210006900147260004200216300001000258490000600268520106000274653002201334653003601356653002601392653003001418653001701448100001701465700003001482700002301512856003601535       2013                        eng d  a1927-032100aReinventing the Wheel: Contextualizing Existing Innovations as a Path to Market Success0 aReinventing the Wheel Contextualizing Existing Innovations as a   aOttawabTalent First Networkc10/2013  a16-210 v33 aIn 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’s global marketplace.10acommercialization10acontextualization of innovation10aInnovation management10amarket-focused innovation10aorganization1 aMoretz, Jeff1 aSankaranarayanan, Karthik1 aPercival, Jennifer  uhttp://timreview.ca/article/732