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8/4/2019 Prof. Dr. Oliver Gassmann
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O.Gassmann 1
Konstruktionsmethodik frGeschftsmodell-Innovation
Prof. Dr. Oliver Gassmann
ManuFuture-CHRapperswil, 23.08.2011
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A business model
1. offer a new value proposition
2. revolutionize the value chain architecture
3. change the source of revenues
It create value andcapture value.
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61 %
Innovation leads to higher profits
100
50
0
Radical Innovation(new products,
technologies,markets)
Similiar opportunities(improved products,related markets)
39 %
38 %
86 %
14 %
Type ofnew business
Income Profit
Chan, Mauborgue
62 %
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"The only way to beatthe competition is
to stop trying to beat thecompetition."
Kim/Mauborgne (2005)
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Example: Cirque du Soleil
Founded in 1984 by Guy Lalibert and Daniel Gauthier
Headquartered in Montreal, Quebec
1984: ~70 employees
Today: more than 4.000 employees from over 40 countries
Cirque's productions have been seen by ~90 Mio.
spectators
in over 200 cities on five continents
Annual revenues > 600 Mio. USD
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Price Starperformers Aisle
concessions
1) Ringling Bros. andBarnum&Bailey
Low
High
Example: Cirque du Soleil
2) Smaller RegionalCircuses
1)
2)
Animalshows Multipleshowarenas
Funand
humor
Thrills anddanger Uniquevenue
Refinedwatching
environment
Multipleproductions Artisticmusic
and dance
Theme
Kim/Mauborgne (2005)
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Example: IKEA
Founded in 1943 by Ingvar Kamprad
First catalogue published in 1951
1983 first store in Switzerland
Today: 315 stores in more than 36 countries,
more than 100.000 employees
Revenues 2008: ~28.8 bn USD
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Price
Design/Image
Range ofproducts
Traditionalfurniture retailer
Low
High
Productavailability /Self service
Assembly
Productrobustness
Shoppingconvenience(restaurants,
child care etc. )
Delivery
Example: IKEA
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Action bias
The BMI-Navigator
Eco-system
analysis
Industrylogic
Patternadaption
Dominantindustry
logic
BlueOcean
Low
High
Competitivefactors
PlayersCompetitive
situationTrends
Externalfit
Internal
fit
a) Similarity principle b) Confrontational principle
Dominantlogic
AnalogIndustry
Extremeversion
Dominantlogic
Iteration
Iteration
Experiment
Verificate
Implement
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Step 1: Analyse your industry
Eco-system
analysisPlayers
Competitivesituation
Trends
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Step 2: Identify the Dominant Industry Logic
Eco-system
analysis
PlayersCompetitive
situationTrends
Industrylogic Dominant
industrylogic
Low
High
Competitive factors
Kim/Mauborgne(2005)
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Step 3: Create the Blue Ocean
Eco-system
analysis
PlayersCompetitive
situationTrends
Industrylogic Dominant
industrylogic
Blue
Ocean
Low
High
Competitive factors
Kim/Mauborgne(2005)
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Step 4: Pattern adaption
Patternadaption
a) Similarity principle b) Confrontational principle
Dominantindustry
logic
Analogindustry
Extremeversion
Dominant
industrylogic
Eco-system
analysis
Industry
logic Dominant industrylogic
BlueOcean
Low
High
Competitive factors
PlayersCompetitive
situationTrends
Internal perspective and external perspective
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Step 4a: Similarity principle
Hilti's fleet management
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Step 4b: Confrontation principle
How would
conduct our business?
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How would
conduct our business?
Step 4b: Confrontation principle
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How would
conduct our business?
Step 4b: Confrontation principle
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How would
conduct our business?
Step 4b: Confrontation principle
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How would
1. Dell2. Mc Donald3. Ritz Carlton
4. 20 Minuten5. Aldi6. Apple7. Swatch8. Ryanair9. IWC10.Nespresso
conduct our business?
Step 4b: Confrontation principle
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Step 5: Consistency check
Eco-system
analysis
Industrylogic
Patternadaption
Dominantindustry
logic
BlueOcean
Low
High
Competitive factors
PlayersCompetitive
situationTrends
External
consistency
Internal
consistency
a) Similarity principle b) Confrontational principle
Dominantindustry
logic
AnalogIndustry
Extremeversion
Dominantindustry
logic
Internal perspective and external perspective
Iteration
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Step 6: Crossing the Rubikon
Iteration
Eco-system
analysis
Industrylogic
Patternadaption
Dominantindustry
logic
BlueOcean
Low
High
Competitive factors
PlayersCompetitive
situationTrends
Externalcheck of
consistency
Internalcheck of
consistency
a) Similarity principle b) Confrontational principle
Dominantindustry
logic
AnalogIndustry
Extremeversion
Dominantindustry
logic
Iteration
Action bias
Experiment
Verificate
Implement
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Action bias
No guarantee but higher probability
Eco-system
analysis
Industrylogic
Patternadaption
Dominantindustry
logic
BlueOcean
Low
High
Competitive factors
PlayersCompetitive
situationTrends
Externalcheck ofconsistency
Internalcheck of
consistency
a) Similarity principle b) Confrontational principle
Dominantindustry
logic
AnalogIndustry
Extremeversion
Dominantindustry
logic
Iteration
Iteration
Experiment
Verificate
Implement
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Our research project with industry partners
http://www.google.de/imgres?imgurl=http://www.comsolit.ch/blog/wp-content/uploads/2010/04/swisscom.jpg&imgrefurl=http://www.comsolit.ch/blog/2010/04/swisscom-kunden/&usg=__HHUvqPzbcytsejdhMwpXN8H-wzA=&h=333&w=333&sz=17&hl=de&start=1&zoom=1&um=1&itbs=1&tbnid=qkTfz4LoxqQwxM:&tbnh=119&tbnw=119&prev=/images?q=swisscom&um=1&hl=de&sa=N&rlz=1R2SKPB_deCH352&tbs=isch:1http://www.lean-hsg.de/img/mtu.pnghttp://www.landisgyr.com/de/de/pub/index.cfm8/4/2019 Prof. Dr. Oliver Gassmann
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How effective is yourorganization?
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Three elements of creativity
1. expertise
2. creative-thinking skills
3. motivation
We can influence this.
Pablo Picasso, Three Musicians(1921) Amabile (1998)
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Daniel BorelChairman & founder of Logitech2008
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Prof. Dr. Oliver Gassmann
DirektionsvorsitzenderInstitut fr TechnologiemanagementUniversitt St. GallenDufourstrasse 40a
CH-9000 St. Gallenwww.item.unisg.ch
[email protected]. +41-(0)71-224 7220