The Value of Innovation (AQA A Level Business): Revision Note

Exam code: 7132

Lisa Eades

Written by: Lisa Eades

Reviewed by: Steve Vorster

Updated on

Why innovation is important

  • Innovation brings new products to customers and new processes that can lead to greater business efficiency

Incremental and disruptive innovation

Incremental innovation

Disruptive innovation

  • The gradual, small-scale improvement of products, services or processes over time

  • Developing a significant changed or entirely new product which disrupts the existing market

Comparison of smartphones labelled 2G, 3G, 3GS, 4, 4S, and 5, showing their front view with app icons on screens, increasing in size.
Stack of books on the left and a hand holding an e-reader on the right, displaying text from Chapter 2.
  • New features and upgrades are added to each new Apple iPhone release, such as improved camera performance and security features

  • Amazon's Kindle was the first affordable e-reader, which changed the market for books

Types of innovation

  • Product innovation means creating a new good or service, or making a clear, valuable improvement to an existing one so that it meets customer needs more effectively than before

    • Examples include adding new features, better materials or a greener design

  • Process innovation is the introduction of new or significantly improved ways of making, delivering, or supporting a product or service that increase efficiency, cut costs or raise quality

    • This may include new equipment, software, production methods or workflow designs

Innovation helps businesses to:

  1. Keep ahead of competitors

    • Introducing new or improved products gives customers a clear reason to choose one firm over another

    • Updating production methods can also lower prices or raise quality, helping a business stay competitive in fast-moving markets

  2. Improve profits through cost savings and added value

    • Process innovations (for example, better software, automation, or energy-efficient equipment) reduce waste and labour time, cutting the cost of each unit made

    • Product innovations can justify higher selling prices or create premium versions, increasing profit earned on every sale

  3. Reach new customers and markets

    • Developing products with different features, sizes, or environmental benefits, and finding better ways to make or deliver them allows a business to serve groups it could not reach before

    • A wider customer base spreads risk and supports steady growth over time

Pressures on firms to innovate

Hexagonal flowchart showing pressure for innovation driven by competition, customer preferences, technology, cost targets, capacity needs, and quality.
Businesses are pressured to innovate for reasons including changing customer preferences and the need to reduce costs
  1. Intensifying competition

    • When rival firms launch new models or features, a business risks losing customers unless it responds with fresh ideas of its own

  2. Changing customer preferences

    • Shifts in lifestyle, fashion or concerns, such as demand for eco-friendly packaging or healthier ingredients, force firms to update products to stay relevant

  3. Advances in technology

    • Breakthroughs in materials, digital tools, or production processes, such as 3D printing or AI, open the door to products that are smarter, faster, or cheaper than older versions

    • This puts pressure on businesses to adopt the latest technology too

  4. Cost reduction targets

    • Rising labour, energy, or material costs encourage businesses to find quicker, less wasteful methods so each unit can be produced more cheaply

  5. Need for higher capacity and speed

    • Growing demand or shorter delivery expectations (for example, next-day shipping) require faster production lines, better logistics software, or automation to handle larger volume without delays

  6. Quality and compliance

    • Stricter quality standards and regulations, such as food safety rules or data protection laws, push firms to adopt new systems that guarantee consistent output and meet legal obligations

How do firms innovate?

  • Businesses can encourage innovation by making small daily improvements (Kaizen), running formal research projects (R & D), encouraging employees to act like entrepreneurs (intrapreneurship), and studying top performers to copy best practice (benchmarking)

Kaizen

Research & development (R&D)

  • The practice of making many small, everyday changes suggested by employees at every level

  • Formal, often laboratory-based work to discover new knowledge or technology and turn it into new products or processes

  • Regular team discussions and suggestion schemes recognise tiny efficiency or quality improvements that add up over time

  • Staff feel ownership of improvements, so they spot and solve problems earlier

  • Experimenting in small steps builds a steady flow of low-risk, low-cost innovations

  • Dedicated scientists and engineers explore new materials, software, or scientific breakthroughs that competitors may not yet know about

  • Prototypes and testing convert ideas into market-ready products with unique features

Intrapreneurship

Benchmarking

  • Encouraging employees to think and act like entrepreneurs while staying inside the organisation

  • Comparing the firm’s products, processes, or performance with industry leaders or best-practice organisations

  • Staff can pitch new product or service ideas and receive time and budgets to develop them

  • A safe space for employees to take small risks lowers the fear of failure, so bold ideas surface more often

  • Rewards such as bonuses, recognition or profit-sharing motivate teams to chase innovative projects

  • Gap analysis shows exactly where the business lags behind, prompting targeted improvement projects

  • Learning how top performers achieve lower costs, higher quality or faster delivery can inspire new process designs

Case Study

Unilever UK: Innovation in Action

Business Overview
Unilever is one of the UK’s largest FMCG (Fast-Moving Consumer Goods) companies, owning brands such as Dove, Lynx, and Persil. With R&D hubs in Port Sunlight and a strong culture of employee-led innovation, Unilever has become a leader in sustainable and customer-focused innovation

Unilever UK showcases innovation via Kaizen, R&D, intrapreneurship, and benchmarking, highlighting methods like employee pitches and comparing emissions.
Unilever uses Kaizen, intrapreneurship and benchmarking to innovate in the UK
  • Kaizen

    • In Unilever’s Port Sunlight factory, frontline employees run daily “improvement huddles," suggesting tweaks to reduce waste or streamline packaging lines

  • Research & Development

    • The UK R&D team helped launch the compressed deodorant can, using 50% less gas and metal—an eco-friendly innovation based on scientific aerosol research

  • Intrapreneurship

    • Through its internal “Foundry” programme, staff pitch start-up-style ideas. One success: an app that helps consumers reduce food waste with Unilever products

  • Benchmarking

    • Unilever regularly benchmarks supply chain emissions and packaging performance against top competitors like P&G and Nestlé to drive sustainability goals

Results

  • The compressed can design saved 15,000 tonnes of CO₂ annually

  • Continuous improvement from employee Kaizen ideas led to a 12% increase in line efficiency at one UK plant

  • Intrapreneur-led digital tools increased brand engagement and consumer loyalty

Examiner Tips and Tricks

Big R&D budgets help, but a culture that allows experimentation often turns smaller research spending into breakthroughs

Protecting innovation and intellectual property

  • Intellectual property rights (IPRs) protect inventions, creative works and some specialised processes from being copied

    • This protection encourages spending on research and development 

    • Possessing important IPRs can provide a valuable competitive advantage 

  • There are three main types of IPRs

    • Copyrights

    • Patents

    • Trademarks

Comparison of intellectual property rights

  1. Copyrights

    • Copyright grants the creator of an original work exclusive rights to its use and distribution for a limited time

    • It applies to creative, intellectual and artistic works including books, song lyrics, paintings and film scripts

    • Protection begins when a piece of work is created

      • It does not need to be formally registered

      • The © symbol may be applied to the work

      • Permission needs to be sought from the copyright holder to use the work 

    • In 2001 Dyson successfully sued Hoover for infringement of their bagless dual cyclone vacuum design

  2. Patents

    • Patents give a business or inventor exclusive rights to make, use and sell an invention for a specified period

    • A detailed description including drawings/diagrams is filed with the government patent office

    • Patents provide inventors with a legal monopoly for a limited time

      • This allows them to control the use of their inventions and potentially profit from them

    • In 2022 Converse won a patent case against fashion designer Steve Madden's similar Winnona Sneaker design

Enforcing property rights

  • IPRs can provide protection but pursuing breaches can be expensive, as court costs can be significant if a complaint is lost

    • Many businesses prefer to settle IPR disputes out of court

      • Arrangements to cease and desist from illegal use of designs, processes or trademarks

      • Agreeing compensation payments

You've read 0 of your 5 free revision notes this week

Unlock more, it's free!

Join the 100,000+ Students that ❤️ Save My Exams

the (exam) results speak for themselves:

Did this page help you?

Lisa Eades

Author: Lisa Eades

Expertise: Business Content Creator

Lisa has taught A Level, GCSE, BTEC and IBDP Business for over 20 years and is a senior Examiner for Edexcel. Lisa has been a successful Head of Department in Kent and has offered private Business tuition to students across the UK. Lisa loves to create imaginative and accessible resources which engage learners and build their passion for the subject.

Steve Vorster

Reviewer: Steve Vorster

Expertise: Economics & Business Subject Lead

Steve has taught A Level, GCSE, IGCSE Business and Economics - as well as IBDP Economics and Business Management. He is an IBDP Examiner and IGCSE textbook author. His students regularly achieve 90-100% in their final exams. Steve has been the Assistant Head of Sixth Form for a school in Devon, and Head of Economics at the world's largest International school in Singapore. He loves to create resources which speed up student learning and are easily accessible by all.