Business Development & Innovation

1. March 2015 Roy Schütt MSc
BUSINESS DEVELOPMENT:
INNOVERENVANUIT EEN MARKT ORIENTERING
PERSPECTIEF

2. © DIWANIYA B.V.
31-03-15
2
BUSINESS DEVELOPMENT
ALOUDE MARKETING PRINCIPES IN EEN NIEUW JASJE?
§ Business
Development
is
een
rela1ef
jong
begrip
dat
aan
een
flinke
opgang
bezig
is
§ De
term
Business
Development
wordt
vaak
te
pas
en
te
onpas
gebruikt.
Niet
zelden
is
duidelijk
wat
er
precies
mee
wordt
bedoeld
§ Hoe
verhoudt
Business
Development
zich
dan
tot
de
ingeburgerde
begrippen
als
innova1e,
marke1ng,
new
product
development,
markt
oriënta1e
en
strategisch
management?
§ Voegt
Business
Development
iets
toe,
of
is
het
oude
wijn
in
nieuwe
zakken?
§ Wat
is
Business
Development
eigenlijk?

3. © DIWANIYA B.V.
31-03-15
3
BUSINESS DEVELOPMENT
CORE DISCIPLINES

4. © DIWANIYA B.V.
31-03-15
4

5. © DIWANIYA B.V.
31-03-15
5
INDUSTRIAL SOCIETY 2005 - PRESENT
“INTERACTION AND CHANGE”

6. © DIWANIYA B.V.
31-03-15
6
4E GENERATION SYSTEM DYNAMICS MODEL
CIM: INNOVATION ON MACRO LEVEL
Source: Cyclic Innovation Model [Prof. Dr. A.J. Berkhout, 2005]

7. © DIWANIYA B.V.
31-03-15
7

8. © DIWANIYA B.V.
31-03-15
8
BUSINESS DEVELOPMENT
GEDEFINEERD
“BUSINESS
DEVELOPMENT
IS
HET
WELOVERWOGEN
VERBETEREN
VAN
HET
BEDRIJFSRENDEMENT
DOOR
HET
ONTWIKKELEN
VAN
NIEUWE
BUSINESS
OF
VERNIEUWING
VAN
DE
BUSINESS”
§ Concreet
richt
Business
Development
op
het
in
de
markt
zeFen
van
een
nieuwe
business
of
de
levenscyclus
ervan
te
verlengen
door
het
ontwikkelen
van
nieuwe
bedrijvigheden
§ Van
het
vergroten
van
het
marktaandeel
in
bestaande
markten
naar
veranderingen
van
productporHolio,
het
succesvol
creëren
of
aanboren
van
nieuwe
markten,
ontwikkelen
van
nieuwe
business
modellen
tot
het
‘slim’
opschuiven
in
de
waardeketen,
fusies
en
overnames

9. MARKET(ING)
INNOVATIONS
IMPLEMENTATION OF NEW IDEAS
IMPLEMENTATION OF NEW IENTRY
ORGANISATION
INNOVATIONS
IMPLEMENTATION OF NEW ENTRY
IMPLEMENTATION OF NEW IDEAS
© DIWANIYA B.V.
31-03-15
9
BUSINESS DEVELOPMENT IS
INNOVEREN VANUIT EEN MARKT ORIENTERING
PERSPECTIEF
MARKET
TRANSITION
ORGANISATION
DEVELOPMENT
STRATEGIC MANAGEMENT
AND
INNOVATIVENESS
PRODUCT
DEVELOPMENT
NEW PRODUCT DEV.
AND
MARKET FOCUS
BUSINESS DEVELOPMENT EXPLORATIE GEBIEDEN
LAAT U ZICH LEIDEN DOOR DE OMGEVING OF
PROBEERT U DE OMGEVING TE VERANDEREN?

10. © DIWANIYA B.V.
31-03-15
10
MARKT ORIENTERING
HET BEGRIP ‘MARKT’ KENT VERSCHILLENDE INTERPRETATIES
MARKETING
INNOVATIONS
ORGANISATION
INNOVATIONS
ORGANISATION
INNOVATIONS
MARKETING
INNOVATIONS
IMPLEMENTATION
OF
NEW ENTRY
IMPLEMENTATION
OF
NEW ENTRY
IMPLEMENTATION
OF
NEW ENTRY
IMPLEMENTATION
OF
NEW ENTRY
IMPLEMENTATION
OF
NEW IDEAS
ORGANISATION
DEVELOPMENT
STRATEGIC MANAGEMENT
AND
INNOVATIVENESS
PRODUCT
DEVELOPMENT
NEW PRODUCT DEV.
AND
MARKET FOCUS
MARKET
TRANSITION
MARKET INTELLIGENCE
AND
STRUCTURES
MARKET
TRANSITION
MARKETING RESEARCH
AND
BEHAVIOUR
STAKEHOLDER
CENTRIC VISION
INDUSTRIAL ECONOMIC
PERSPECTIVE
CUSTOMER
CENTRIC VISION
MARKET(ING)
PERSPECTIVE
IMPLEMENTATION
OF
NEW IDEAS

11. EXISTING(
MARKET(DOMAIN(
COMPETITIVE(
ADVANTAGE(FROM(
PRODUCT(
PERSPECTIVE(
CREATE&SUPERIOR&
PERFORMANCE&IN&
CUSTOMER&
PERCEIVED&VALUE&
TO&PRODUCTS&
&
&
CREATE&SUPERIOR&
PERFORMANCE&IN&
PRODUCT&
OFFERING&TO&THE&
MARKET&SPACE(
CREATE&SUPERIOR&
PERFORMANCE&IN&
FIRM’S&VALUE&
OFFERING&TO&STAKE&
HOLDERS&
CREATE&SUPERIOR&
PERFORMANCE&IN&
FIRM’S&VALUE&
OFFERING&TO&
CUSTOMERS&
NEW(
MARKET(DOMAIN(
COMPETITIVE(
ADVANTAGE(FROM(
ORGANISATION(
PERSPECTIVE(
© DIWANIYA B.V.
31-03-15
11
‘MARKT ORIENTED’ INNOVEREN IS DUS EIGENLIJK
SCHAKEN OPVIER BORDEN TEGELIJKERTIJD
Based on the 4P innovation
mix developed by John
Bessant and Joe Tidd

12. THE CIRCLE OF CHANGE
PART II – CYCLIC BUSINESS DEVELOPMENT
REFERENCE MODEL

13. © DIWANIYA B.V.
31-03-15
13
Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]
PORTFOLIO
INNOVATIONS
PARADIGM
INNOVATIONS
PROCESS
INNOVATIONS
POSITIONING
INNOVATIONS
NEW
PRODUCT
ENTRY
NEW
BUSINESS
ENTRY
NEW
ORGANIZATIONAL
ENTRY
NEW
MARKETS
ENTRY
NEW
MARKETS
IDEAS
NEW
PRODUCT
IDEAS
NEW
ORGANIZATIONAL
IDEAS
NEW
BUSINESS
IDEAS
ORGANISATION
DEVELOPMENT
STRATEGIC MANAGEMENT
AND
INNOVATIVENESS
PRODUCT
DEVELOPMENT
NEW PRODUCT DEV.
AND
MARKET FOCUS
INDUSTRY
TRANSITION
MARKET INTELLIGENCE
AND
STRUCTURES
MARKET
TRANSITION
MARKETING RESEARCH
AND
BEHAVIOUR
CUSTOMER
DRIVEN
CAPABILITY
DRIVEN
CAPACITY
DRIVEN
CAPACITY
DRIVEN
COMPETITOR
DRIVEN
COMPETITOR
DRIVEN
ORGANISATIONINNOVATIONS
MARKETINGINNOVATIONS
MARKET ENVIRONMENT
BUYERS MARKET

14. © DIWANIYA B.V.
31-03-15
14
BUSINESS DEVELOPMENT
ROL, TAKEN EN ACTIVITEITEN
§ Adviseert
en
begeleidt
het
senior
management
en
direc1es
van
bedrijven
die
worstelen
met
de
situa1e
om
naast
noodzakelijke
verbeteringen
ook
structurele
veranderingen
in
het
bedrijf
door
te
voeren
§ Ontlast
ze
van
de
1jdrovende
taken
en
processen
met
betrekking
tot
product,
markt
en
organisa1e
vernieuwing
vanuit
een
markt-­‐
oriëntering
perspec1ef
§ Zet
veranderingen
in
gang
en
geef
er
impact
aan
§ Bepaalt
waar
de
kansen
liggen
(DENKEN),
ontwikkelt
kansen
naar
concrete
commerciële
concepten
(DURVEN)
en
ondersteunt
hen
bij
het
gericht
doorvoeren
van
de
verandering
om
hun
bedrijf,
dienst
of
product
blijvend
onderscheidend
in
de
markt
te
zeFen
en
daadwerkelijk
meer
geld
te
laten
verdienen
(DOEN)

15. © DIWANIYA B.V.
31-03-15
15
BUSINESS DEVELOPMENT RAAMWERK
een nimmer eindigende cyclus van dromen, denken, durven en doen
Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]
PORTFOLIO
INNOVATIONS
PARADIGM
INNOVATIONS
PROCESS
INNOVATIONS
POSITIONING
INNOVATIONS
NEW
PRODUCT
ENTRY
NEW
BUSINESS
ENTRY
NEW
ORGANIZATIONAL
ENTRY
NEW
MARKETS
ENTRY
NEW
MARKETS
IDEAS
NEW
PRODUCT
IDEAS
NEW
ORGANIZATIONAL
IDEAS
NEW
BUSINESS
IDEAS
ORGANISATION
DEVELOPMENT
STRATEGIC MANAGEMENT
AND
INNOVATIVENESS
PRODUCT
DEVELOPMENT
NEW PRODUCT DEV.
AND
MARKET FOCUS
INDUSTRY
TRANSITION
MARKET INTELLIGENCE
AND
STRUCTURES
MARKET
TRANSITION
MARKETING RESEARCH
AND
BEHAVIOUR
CUSTOMER
DRIVEN
CAPABILITY
DRIVEN
CAPACITY
DRIVEN
CAPACITY
DRIVEN
COMPETITOR
DRIVEN
COMPETITOR
DRIVEN
ORGANISATIONINNOVATIONS
MARKETINGINNOVATIONS
MARKET ENVIRONMENT
BUYERS MARKET

16. © DIWANIYA B.V.
31-03-15
16
BUSINESS DEVELOPMENT MANIFESTATIONS
POSITIONING, PROCESS, PORTFOLIO, PARADIGM

17. © DIWANIYA B.V.
31-03-15
17
POSITIONING INNOVATIONS
CREATE SUPERIOR PERFORMANCE IN
CUSTOMER PERCEIVED VALUE TO PRODUCTS

18. PRODUCT
DEVELOPMENT
IMPLEMENTATION OF
NEW PRODUCT IDEAS
IMPLEMENTATION OF
NEW PRODUCT ENTRY
POSITIONING
INNOVATIONS
MARKET
TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
© DIWANIYA B.V.
31-03-15
18
Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]
OBTAINING PRODUCT LEADERSHIP BY
REDEFINING THE PRODUCT

19. PRODUCT
DEVELOPMENT
IMPLEMENTATION OF
NEW PRODUCT IDEAS
IMPLEMENTATION OF
NEW PRODUCT ENTRY
POSITIONING
INNOVATIONS
MARKET
TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
© DIWANIYA B.V.
31-03-15
19
DIFFERENTIATION AS COMPETITIVE STRATEGY
DIVERSIFICATION AS GROWTH STRATEGY
CREATE SUPERIOR PERFORMANCE IN
CUSTOMER PERCEIVED VALUE TO PRODUCTS
Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)
“UNIQUENESS”
“SUSTAINABLE COMPETITIVE ADVANTAGE”

20. PRODUCT
DEVELOPMENT
IMPLEMENTATION OF
NEW PRODUCT IDEAS
IMPLEMENTATION OF
NEW PRODUCT ENTRY
POSITIONING
INNOVATIONS
MARKET
TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
© DIWANIYA B.V.
31-03-15
20
CREATE SUPERIOR PERFORMANCE IN
PRODUCT BELIEVE AND EXPERIENCE
CREATE ADDED VALUE TO PRODUCTS AND SERVICES
THROUGH INNOVATION IN EXTERNAL BRANDING
CREATE ADDED VALUE TO PRODUCTS AND SERVICES
THROUGH INNOVATION IN CUSTOMER ENGAGEMENT

21. © DIWANIYA B.V.
31-03-15
21
CREATE SUPERIOR PERFORMANCE IN
PRODUCT BELIEVE AND EXPERIENCE
PRODUCT
DEVELOPMENT
IMPLEMENTATION OF
NEW PRODUCT IDEAS
IMPLEMENTATION OF
NEW PRODUCT ENTRY
POSITIONING
INNOVATIONS
MARKET
TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
CREATE ADDED VALUE TO PRODUCTS AND SERVICES
THROUGH INNOVATION IN EXTERNAL BRANDING
CREATE ADDED VALUE TO PRODUCTS AND SERVICES
THROUGH INNOVATION IN CUSTOMER ENGAGEMENT

22. © DIWANIYA B.V.
31-03-15
22
PROCESS INNOVATIONS
CREATE SUPERIOR PERFORMANCE IN
FIRM’S VALUE OFFERING TO CUSTOMERS

23. ORGANISATION
DEVELOPMENT
IMPLEMENTATION OF
NEW ORGANIZATIONAL IDEAS
IMPLEMENTATION OF
NEW ORGANIZATIONAL ENTRY
PROCESS
INNOVATIONS
MARKET
TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
© DIWANIYA B.V.
31-03-15
23
OBTAINING PERFORMANCE LEADERSHIP BY
REDEFINING THE BUSINESS ARCHITECTURE
Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]

24. ORGANISATION
DEVELOPMENT
IMPLEMENTATION OF
NEW ORGANIZATIONAL IDEAS
IMPLEMENTATION OF
NEW ORGANIZATIONAL ENTRY
PROCESS
INNOVATIONS
MARKET
TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
© DIWANIYA B.V.
31-03-15
24
CREATE SUPERIOR PERFORMANCE IN
FIRM’S VALUE OFFERING TO CUSTOMERS
DIFFERENTIATION AS COMPETITIVE STRATEGY
DIVERSIFICATION AS GROWTH STRATEGY
Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)
“UNIQUENESS”
“SUSTAINABLE COMPETITIVE ADVANTAGE”

25. ORGANISATION
DEVELOPMENT
IMPLEMENTATION OF
NEW ORGANIZATIONAL IDEAS
IMPLEMENTATION OF
NEW ORGANIZATIONAL ENTRY
PROCESS
INNOVATIONS
MARKET
TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
© DIWANIYA B.V.
31-03-15
25
CREATE SUPERIOR PERFORMANCE IN
THE VALUE CHAIN AND BUSINESS MODEL
CREATE ADDED VALUE TO THE ORGANISATION THROUGH
INNOVATION IN THE PROFIT MODEL
CREATE ADDED VALUE TO THE ORGANISATION THROUGH
INNOVATION IN THE BUSINESS MODEL

26. © DIWANIYA B.V.
31-03-15
26
ORGANISATION
DEVELOPMENT
IMPLEMENTATION OF
NEW ORGANIZATIONAL IDEAS
IMPLEMENTATION OF
NEW ORGANIZATIONAL ENTRY
PROCESS
INNOVATIONS
MARKET
TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
CREATE ADDED VALUE TO THE ORGANISATION THROUGH
INNOVATION IN THE PROFIT MODEL
CREATE ADDED VALUE TO THE ORGANISATION THROUGH
INNOVATION IN THE BUSINESS MODEL
CREATE SUPERIOR PERFORMANCE IN
THE VALUE CHAIN AND BUSINESS MODEL

27. © DIWANIYA B.V.
31-03-15
27
PORTFOLIO INNOVATIONS
CREATE SUPERIOR PERFORMANCE IN
PRODUCT OFFERING TO THE MARKET SPACE

28. OBTAINING MARKET LEADERSHIP BY
REDEFINING THE MARKET
© DIWANIYA B.V.
31-03-15
28
Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]
PRODUCT
DEVELOPMENT
IMPLEMENTATION OF
NEW MARKET IDEAS
IMPLEMENTATION OF
NEW MARKET ENTRY
PORTFOLIO
INNOVATIONS
INDUSTRY
TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN

29. CREATE SUPERIOR PERFORMANCE IN
PRODUCT OFFERING TO THE MARKET SPACE
PRODUCT
DEVELOPMENT
IMPLEMENTATION OF
NEW MARKET IDEAS
IMPLEMENTATION OF
NEW MARKET ENTRY
PORTFOLIO
INNOVATIONS
INDUSTRY
TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
© DIWANIYA B.V.
31-03-15
29
DIFFERENTIATION AS COMPETITIVE STRATEGY
DIVERSIFICATION AS GROWTH STRATEGY
Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)
“UNIQUENESS”
“SUSTAINABLE COMPETITIVE ADVANTAGE”

30. PRODUCT
DEVELOPMENT
IMPLEMENTATION OF
NEW MARKET IDEAS
IMPLEMENTATION OF
NEW MARKET ENTRY
PORTFOLIO
INNOVATIONS
INDUSTRY
TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
© DIWANIYA B.V.
31-03-15
30
CREATE SUPERIOR PERFORMANCE IN
PRODUCT SYSTEM AND PERFORMANCE
CREATE ADDED VALUE TO THE OFFERING
THROUGH INNOVATION IN THE PROPOSITION
CREATE ADDED VALUE TO THE OFFERING
THROUGH INNOVATION IN PRODUCT PORTFOLIO

31. © DIWANIYA B.V.
31-03-15
31
CREATE SUPERIOR PERFORMANCE IN
PRODUCT SYSTEM AND PERFORMANCE
PRODUCT
DEVELOPMENT
IMPLEMENTATION OF
NEW MARKET IDEAS
IMPLEMENTATION OF
NEW MARKET ENTRY
PORTFOLIO
INNOVATIONS
INDUSTRY
TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
CREATE ADDED VALUE TO THE OFFERING
THROUGH INNOVATION IN THE PROPOSITION
CREATE ADDED VALUE TO THE OFFERING
THROUGH INNOVATION IN PRODUCT PORTFOLIO

32. © DIWANIYA B.V.
31-03-15
32
PARADIGM INNOVATIONS
CREATE SUPERIOR PERFORMANCE IN
FIRM’SVALUE OFFERING TO STAKE HOLDERS

33. ORGANISATION
DEVELOPMENT
IMPLEMENTATION OF
NEW BUSINESS IDEAS
IMPLEMENTATION OF
NEW BUSINESS ENTRY
PARADIGM
INNOVATIONS
INDUSTRY
TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
© DIWANIYA B.V.
31-03-15
33
OBTAINING STRATEGIC LEADERSHIP BY
REDEFINING THE BUSINESS
Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]

34. ORGANISATION
DEVELOPMENT
IMPLEMENTATION OF
NEW BUSINESS IDEAS
IMPLEMENTATION OF
NEW BUSINESS ENTRY
PARADIGM
INNOVATIONS
INDUSTRY
TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
© DIWANIYA B.V.
31-03-15
34
CREATE SUPERIOR PERFORMANCE IN
FIRM’SVALUE OFFERING TO STAKE HOLDERS
DIFFERENTIATION AS COMPETITIVE STRATEGY
DIVERSIFICATION AS GROWTH STRATEGY
Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)
“UNIQUENESS”
“SUSTAINABLE COMPETITIVE ADVANTAGE”

35. ORGANISATION
DEVELOPMENT
IMPLEMENTATION OF
NEW BUSINESS IDEAS
IMPLEMENTATION OF
NEW BUSINESS ENTRY
PARADIGM
INNOVATIONS
INDUSTRY
TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
© DIWANIYA B.V.
31-03-15
35
CREATE ADDED VALUE TO THE ORGANISATION THROUGH
INNOVATION IN BELIEF, ATTITUDE AND BEHAVIOUR
CREATE ADDED VALUE TO THE ORGANISATION THROUGH
INNOVATION IN COLLABORATION
CREATE SUPERIOR PERFORMANCE IN
ORGANISATION CULTURE AND STRATEGIC ALLIANCE

36. © DIWANIYA B.V.
31-03-15
36
CREATE SUPERIOR PERFORMANCE IN
ORGANISATION CULTURE AND STRATEGIC ALLIANCE
ORGANISATION
DEVELOPMENT
IMPLEMENTATION OF
NEW BUSINESS IDEAS
IMPLEMENTATION OF
NEW BUSINESS ENTRY
PARADIGM
INNOVATIONS
INDUSTRY
TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
CREATE ADDED VALUE TO THE ORGANISATION THROUGH
INNOVATION IN BELIEF, ATTITUDE AND BEHAVIOUR
CREATE ADDED VALUE TO THE ORGANISATION THROUGH
INNOVATION IN COLLABORATION

37. © DIWANIYA B.V.
31-03-15
37

38. © DIWANIYA B.V.
31-03-15
38
YOU LIKE TO KNOW MORE?
§ Spreekt de visie van DIWANIYA u aan
of wilt u weten hoe DIWANIYA uw
organisatie kan helpen het onderscheid
in de markt te maken? Neem contact op
met één van onze vennoten
§ I : www.diwaniya.nl
§ E: info@diwaniya.nl

39. © DIWANIYA B.V.
31-03-15
39
THANKS FOR YOUR ATTENTION