SlideShare une entreprise Scribd logo
1  sur  45
Télécharger pour lire hors ligne
Managing Growth by Business Model Innovation
  1st Session, Dr. oec. (HSG) Patrick Stähler

                March 13, 2009
Agenda



    Introduction of the course

    How do you think about innovation? Homework and survey!

    The Bosch Case: How to grow in a mature and highly
    competitive market

    A bit of theory: What is a business model innovation?

        Sustaining vs. disruptive innovations




                                                              1
Dr. Patrick Stähler. Leuphana University Lüneburg
And now let’s have
                                                    some fun!            2
Dr. Patrick Stähler. Leuphana University Lüneburg
Let’s sneak into your heads
                                                    Homework and Survey




                                                                                  3
Dr. Patrick Stähler. Leuphana University Lüneburg
What insights did you
                                                    gain from your
                                                    homework?           4
Dr. Patrick Stähler. Leuphana University Lüneburg
And the winner are……




                                                    5
Dr. Patrick Stähler. Leuphana University Lüneburg
IT, internet, consumer electronic product companies are seen
 as more innovative than service, retail or banking, but…..
                                ---   --    -+   ++   +++
          Apple

 *
 *
        Amazon
         Toyota

                                                                         You think that there are more
           Audi
          Nokia
                                                                         innovative industries like
          Smart

                                                                         consumer electronics or IT
          BMW
      Mercedes
                                                                         Zara, Aldi, Dell, ING-DiBa
       Siemens
         SONY
                                                                         redefined their “dull” industries
        Ryanair

 *                                                                       through business model
 *          Dell

                                                                         innovations
           IBM


 *         Zara
                                                                         even in “dull” industries
       Samsung
       AirBerlin
                                                                         business model innovation
   Otto Versand
                                                                         can change the competitive
      Lufthansa


 *          Aldi
                                                                         landscape
            HP

                                                                         Apple was a business model
        EasyJet
            Lidl
                                                                         innovation for the music
         Thalia


 *                                                                       industry
      ING-DiBa
          Dacia
  Deutsche Bank
         Haspa
        Kaufhof



                                                                                   *busi
                   0%     20%              40%        60%   80%   100%
                                                                                           ness innovators   6
Dr. Patrick Stähler. Leuphana University Lüneburg
Sustaining innovations are rated high


                                   ---   --   -+    ++   +++


        first to market

             value-add
                                                                             sustaining innovations are
                                                                             rated highly
  bundle of products
                                                                             disruptive innovations are
                                                                             rated low
       new customer
                                                                             answers show typical
                                                                             behavior of current
         brand/image
                                                                             customers that have
                                                                             difficulties to see advantage
        more features

           self service

               cheaper

                          0%         20%        40%       60%   80%   100%
                                                                                                             7
Dr. Patrick Stähler. Leuphana University Lüneburg
The Case
•Die Ausgangsituation


 At the beginning of the 1990s the world in the power tool industry was in
 perfect order




            Established brands in a growing,European market
            Competition was well defined and Bosch was the uncontested market leader


                                                                                       9
Dr. Patrick Stähler. Leuphana University Lüneburg
•Die Ausgangsituation


 And then the Chinese came along…..




           Over 200 new competitors in a short period of time

                                                                10
Dr. Patrick Stähler. Leuphana University Lüneburg
•Die Ausgangsituation


 …and the market stagnated at the same time.




                                                    11
Dr. Patrick Stähler. Leuphana University Lüneburg
•Die Ausgangsituation


 Dire consequences:
 A steep decline in the average price per sold tool and….


                                                                                  5,9
                                                    Sales(Mio. units)


                                                                                  307
       3,8
                                      Sales (Mio. Euro)
      329


           88                                         Ø – price in Euro
                      78
                                69                  64 67 62
                                           65                         58           52
                                                                             56



                                                                                        Source: GfK
           93         94         95        96       97   98    99       00   01    02

  Do-it-yourself chains in Germany: 1993 bis 2002

                                                                                                      12
Dr. Patrick Stähler. Leuphana University Lüneburg
… and declining market share for the established brands and exponential
 growth for the no-names and trade brands

                       Market Share Powertools
                       (Germany)

           100%
                               6                    27
                                                          29    33

                                                                               No Names &
                                                                               Trade Brands
                                                                               Established
                            95                                                 Brands
                                                          71
                                                    73          67




              0%
                            1991               2000      2001   2002   Source: GfK, Do-it-yourself shops


          Strong increase of market share for no-names and trade brands
          Bosch Power Tools DIY 2002 with a market share of 33% but loss making

                                                                                                           13
Dr. Patrick Stähler. Leuphana University Lüneburg
Simple task from your board:
  Defend market leadership
  Improve profitability
Which directions
                                                    should we take?    15
Dr. Patrick Stähler. Leuphana University Lüneburg
How about this crazy idea?




           “How about making a power tool which is
            much weaker than the last generation but
            we make it also very handy and nicely
            designed. For that we charge a premium
            and market it to people who are not really
            into DIY.

           Great idea, isn’t it?”




                                                         16
Dr. Patrick Stähler. Leuphana University Lüneburg
The solution: Tools for
the IKEA Generation 17
Here is the solution for Bosch: the IXO, the first power tool for the IKEA
 generation

                                                    Bosch introduces the IXO to the
                                                    market
                                                    Instead of following the traditional
                                                    mantra of “better, stronger, faster”
                                                    Bosch used a new battery
                                                    technology to make tools smaller
                                                    and more user friendly
                                                    Instead of going for the traditional
                                                    market of MMS (men, muscles and
                                                    sweat) the IXO addresses the soft
                                                    DIYs that assembles its IKEA
                                                    furniture but not more
                                                    Thereby, it addresses a new,
                                                    previously unserved market of non-
                                                    customers
                                                    The IXO is a typical value
                                                    innovation that opened up new,
                                                    uncontested markets

                                                                                    18
Dr. Patrick Stähler. Leuphana University Lüneburg
Shift from technology to user orientation

                                                      since 2002 …
                                       … prior 2002


                                      Technologie     User and usage
                                       orientation    orientation


                                                      Building/repair, planning
                                      Building and
                                                      and home decoration
                                          repairing


                reliable, very powerful and           reliable, easy to use
                        long-living products          products and services



                                unemotional           inspiring people
                       technology orientation




                                                                                  19
Dr. Patrick Stähler. Leuphana University Lüneburg
The traditional market:
MMS or Men, Muscles and
Sweat
                          20
New market:
Addressing previously
non-customers like soft
DIYlers and particularly
                           Dr.
woman                      Patrick
                           Stähler |
                           21
Changed consumer behavior
The first power tool for the
kitchen drawer
                                                     22
 Dr. Patrick Stähler. Leuphana University Lüneburg
Bosch IXO is the world record holder in units sales




           IXO was first power tool with Li-Ionen technology
           IXO is the best selling power tool in the world

                                                               23
Dr. Patrick Stähler. Leuphana University Lüneburg
Growing market share and highly profitable


               Market share in power tools
               (DIY Shops Germany)



                       27         29        33            34
                                                    35          38    38

                                                                                No Name /
                                                                                Trade Brands
                       40         38                      29
                                            34      31                25
                                                                26              Other Brands


                                                                                Bosch
                                                          37          37
                                                                36
                                                    34
                       33         33        33



                       '00       '01       '02      '03   '04   '05   '06   Source: GfK




                                                                                               24
Dr. Patrick Stähler. Leuphana University Lüneburg
OK, let’s do some analytics
and theory
                              25
Bosch used the new battery technology for a disruptive value innovation

                                                     Sustaining innovation = Serving today’s
                                                       customers
                                                       Extend performance in direction of what
                                                       today’s customers like
Advantages of Li-Ion
                                                       Use the Li-Ion technology for stronger
 can be formed into a variety of shapes
                                                       and more heavy duty tools
 and sizes so as to efficiently fill available
 space in the devices
 lighter than other—often much lighter.
 do not suffer from the memory effect
 low self-discharge rate of approximately
                                                     Disruptive innovation = Finding new
 5% per month, compared with over 30%
                                                       customers with different needs
 per month in nickel metal hydride
                                                       Use for a new market segments that
 batteries (Source Wikipedia)
                                                       values different performance parameters
                                                       like usability, handiness than traditional
                                                       customers
                                                       Performance of tool will be worse in
                                                       parameters current customers value




                                                                                                    26
 Dr. Patrick Stähler. Leuphana University Lüneburg
Technology does not create value per se.
 A sustainable business model is needed




                                                        X
                technology                                                  value


                                           enables                creates


                                                     business model




                                                                                    27
Dr. Patrick Stähler. Leuphana University Lüneburg
Let’s take a look at the innovation process at Bosch


      The idea of the IXO was born in the strategic planning process after the
      board order a strategic review of the Bosch Power Tool division
      It was clear for top management that they wanted to break the rules of the
      industry with a business model innovation
      The approach to the IXO was very analytical starting with a market analysis
      that showed that there was a market for smaller, weaker power tools
      Particularly women expressed their need for smaller power tools since they
      wanted to do some home decoration
      Top Management came finally up with the idea to create the IXO to serve the
      market
      Market research firms later calculated that Bosch will sell more of IXO than
      any competitor had done before.
      And then they lived forever happily…….




                                                                                 28
Dr. Patrick Stähler. Leuphana University Lüneburg
The real story: Driven by chance, luck, professionalism and the right
 people
      A young product manager (female) fresh out of university had the idea to
      make tools for her generation
      The head of product development (engineer) is open to experiments
      The development costs for a prototype of a power tool is not very high so
      that market test could be conducted with “real” products
      The president of Bosch Grün has no engineering background but gained his
      professional experiences in the fast-moving-consumer-goods industry




      The crisis and later the success of the IXO change the whole strategy of
      Bosch Grün towards a user driven company
      Processes were changed to support the new mantra of consumer-orientation
      What was once a disruptive move for the company is today’s business.


                                                                                  29
Dr. Patrick Stähler. Leuphana University Lüneburg
Creating Business model innovations is
                                    a creative and analytical process at
                                    the same time. There is a reason why
                                    god gave us two brain hemispheres




                                                                             30
Dr. Patrick Stähler. Leuphana University Lüneburg
The definition of a
business model                                      Value Proposition
                                                    What value do we create
                                                    for our customers and for other
                                                    stakeholders?




                                                    Value Architecture
                                                    How do we create the value?




                                                    Revenue Model
                                                    How do we earn money?




                                                                                      31
Dr. Patrick Stähler. Leuphana University Lüneburg
The business model is
 the DNA of a company




                                                    32
Dr. Patrick Stähler. Leuphana University Lüneburg
A business model is the simplified model of a business
     you can make it as detailed as needed but don‘t get lost in details
                                                            Business Model



                                                                                                           Revenue Model
                                                        Value Architecture
    Value Proposition




For customers       For other           Product-/       Internal Value Arch.   External Value Arch.             Mix of
                  stakeholders           Market           resources            customer interface            sources of
                    and value            Model            value chain            distribution channels        revenues
                    partnenrs                             communication          customer information
                                                          channels               communication channels
                                                          coordination         value partners
                                                          mechanisms             active (suppliers,
                                                                                 customers, competitors)
                                                                                 passive (supplier of
                                                                                 complementary goods




                                                                                                                    33
    Dr. Patrick Stähler. Leuphana University Lüneburg
A business model is no strategy: A deliberate change of or an innovation
   in a business model can be a strategy


Starting points
for innovations

                                                        Most business models are
                                                        constructs of the past
                                                        All components of a business
                               Value Proposition
                                                        model can be the starting points
                                                        for innovation
                                                            value innovation
                                   Architecture
                                                            architectural innovation
                                                             revenue model innovation
                                Revenue Model
                                                        In the end all business model
                                                        innovation must be a value
                                       Business Model
                                                        innovation to guarantee success




                                                                                           34
  Dr. Patrick Stähler. Leuphana University Lüneburg
The strategy canvas of Bosch IXO: A clear profile of the value innovation


               6                                    Traditional brands   No-Name   Bosch

               5

               4

               3

               2

               1

               0

              -1



                                                                                           35
Dr. Patrick Stähler. Leuphana University Lüneburg
Where does the value innovation of Bosch start?



                           Eliminate – Reduce – Create – Raise Matrix


                           Eliminate                        Create
                             technology talk                • easy of use
                                                            • fun




                                                                                 Differentiation
          cost reduction




                                                            • inspiring people


                           Reduce                           Raise
                           • performance                    • price
                           • heavy duty                     • home decoration
                           • men, muscle & sweat




                                                                                                   36
Dr. Patrick Stähler. Leuphana University Lüneburg
A business model
innovation is always
about differentiation
                                                    37
Dr. Patrick Stähler. Leuphana University Lüneburg
We love clear profiles
We have only a limited capacity
for each category




                             amazon is online books
                             IKEA is crazy and modern furniture
                             Otto is the mail order house
                             Apple is the cool computer kid
What do you think as a customer about this
 idea?



     „ Our service is much worse than
       your competitors. We need your
       cooperation for transportation,
       moving and assembling for our
       service. But for all your hassle, you
       really get a great price!

        Great idea, isn‘t it?“




                                                    39
Dr. Patrick Stähler. Leuphana University Lüneburg
„Scary to be this nail. Where will
 the hammer hit next time?“
„Business model innovation is
 about being

 DIFFERENT!“
REALLYDI
NO,              FFERENT!
And you can be innovative in


  ANY
INDUSTRY!
Contact




                      Dr. oec. (HSG) Patrick Stähler
                      Partner & Founder
                      fluidminds GmbH, the business innovators
                      Gemeindestrasse 23
                      8032 Zürich
                      Switzerland
                      Tel: +41 79 770 27 09
                      www.fluidminds.ch
                      Blog.business-model-innovation.com




                                                                 Ackknowledgement
                                                                 Pictures in the presentation taken from Toni_V (flickr),
                                                                 Bosch and others
                                                                 Graphics in part from Marty Neumeier, Neutron LCC


                                                                                                                            44
Dr. Patrick Stähler. Leuphana University Lüneburg

Contenu connexe

Tendances

42629 lecture 3 pt2
42629 lecture 3 pt242629 lecture 3 pt2
42629 lecture 3 pt2Tom Howard
 
Entrepreneurship 101: Different Forms of Entrepreneurship
Entrepreneurship 101: Different Forms of EntrepreneurshipEntrepreneurship 101: Different Forms of Entrepreneurship
Entrepreneurship 101: Different Forms of Entrepreneurshipguest7bfe78
 
What winning product teams are doing right in today's economy
What winning product teams are doing right in today's economyWhat winning product teams are doing right in today's economy
What winning product teams are doing right in today's economyalisoncs
 
Entrepreneurship 101: Commercializing University / Hospital Technologies
Entrepreneurship 101: Commercializing University / Hospital TechnologiesEntrepreneurship 101: Commercializing University / Hospital Technologies
Entrepreneurship 101: Commercializing University / Hospital TechnologiesMaRS Discovery District
 
Topled Introduction
Topled IntroductionTopled Introduction
Topled Introductionmaconhang
 
Realizing your Business Model
Realizing your Business ModelRealizing your Business Model
Realizing your Business ModelAlberto Onetti
 

Tendances (7)

42629 lecture 3 pt2
42629 lecture 3 pt242629 lecture 3 pt2
42629 lecture 3 pt2
 
Entrepreneurship 101: Different Forms of Entrepreneurship
Entrepreneurship 101: Different Forms of EntrepreneurshipEntrepreneurship 101: Different Forms of Entrepreneurship
Entrepreneurship 101: Different Forms of Entrepreneurship
 
What winning product teams are doing right in today's economy
What winning product teams are doing right in today's economyWhat winning product teams are doing right in today's economy
What winning product teams are doing right in today's economy
 
Entrepreneurship 101: Commercializing University / Hospital Technologies
Entrepreneurship 101: Commercializing University / Hospital TechnologiesEntrepreneurship 101: Commercializing University / Hospital Technologies
Entrepreneurship 101: Commercializing University / Hospital Technologies
 
Topled Introduction
Topled IntroductionTopled Introduction
Topled Introduction
 
Co-creation
Co-creationCo-creation
Co-creation
 
Realizing your Business Model
Realizing your Business ModelRealizing your Business Model
Realizing your Business Model
 

En vedette

Innovation & Business Model & Business Model Canvas 2014
Innovation & Business Model & Business Model Canvas 2014Innovation & Business Model & Business Model Canvas 2014
Innovation & Business Model & Business Model Canvas 2014Serdar Temiz
 
Disruption - business opportunity or challenge?
Disruption - business opportunity or challenge?Disruption - business opportunity or challenge?
Disruption - business opportunity or challenge?Martin Stenfeldt
 
New Approaches to Business Model Innovation
New Approaches to Business Model InnovationNew Approaches to Business Model Innovation
New Approaches to Business Model InnovationThe Garage Group
 
Dynamic business models and business model innovation
Dynamic business models and business model innovationDynamic business models and business model innovation
Dynamic business models and business model innovationTommi Rissanen
 
Business Model Innovation Workshop
Business Model Innovation WorkshopBusiness Model Innovation Workshop
Business Model Innovation WorkshopMichael S. Jordan
 
Entrepreneurial Smart Camp: Imitation vs. Innovation in Business Model Design
Entrepreneurial Smart Camp: Imitation vs. Innovation in Business Model DesignEntrepreneurial Smart Camp: Imitation vs. Innovation in Business Model Design
Entrepreneurial Smart Camp: Imitation vs. Innovation in Business Model DesignChris Corbishley
 
Business model innovation new value
Business model innovation   new valueBusiness model innovation   new value
Business model innovation new valueMarcus Tarrant
 
A Practical Guide to Business Modeling
A Practical Guide to Business ModelingA Practical Guide to Business Modeling
A Practical Guide to Business ModelingLHBS
 
Business Models for Dummies Overview
Business Models for Dummies OverviewBusiness Models for Dummies Overview
Business Models for Dummies OverviewBMI
 
10 Tips 4 Business Model Innovation
10 Tips 4 Business Model Innovation10 Tips 4 Business Model Innovation
10 Tips 4 Business Model InnovationPatrick Van der Pijl
 
Accelerating and Sustaining Business Model Innovation
Accelerating and Sustaining Business Model InnovationAccelerating and Sustaining Business Model Innovation
Accelerating and Sustaining Business Model InnovationInês Almeida
 
Who says paper is dead? Business model innovation in the media industry
Who says paper is dead? Business model innovation in the media industryWho says paper is dead? Business model innovation in the media industry
Who says paper is dead? Business model innovation in the media industryPatrick Stähler
 
Business Model Innovation By H Chesbrough
Business Model Innovation By H ChesbroughBusiness Model Innovation By H Chesbrough
Business Model Innovation By H ChesbroughNicolò Borghi
 
Business Model Innovation by Business Models Inc. Training Summary
Business Model Innovation by Business Models Inc. Training SummaryBusiness Model Innovation by Business Models Inc. Training Summary
Business Model Innovation by Business Models Inc. Training SummaryBusiness Models Inc.
 
Business Model Innovation Research Project
Business Model Innovation Research ProjectBusiness Model Innovation Research Project
Business Model Innovation Research ProjectDr. Marc Sniukas
 
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)SPENTREP - Business Model Innovation (reported by Emmanuel Junio)
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)emmanueljunio
 
Topic 4 business model innovation
Topic 4   business model innovationTopic 4   business model innovation
Topic 4 business model innovationZaheer Travadi
 
Business model innovation
Business model innovationBusiness model innovation
Business model innovationDavid Skok
 
What is Business Model Innovation?
What is Business Model Innovation?What is Business Model Innovation?
What is Business Model Innovation?Dr. Marc Sniukas
 
Nespresso Business Model Innovation
Nespresso Business Model Innovation Nespresso Business Model Innovation
Nespresso Business Model Innovation Lucrezia De Martis
 

En vedette (20)

Innovation & Business Model & Business Model Canvas 2014
Innovation & Business Model & Business Model Canvas 2014Innovation & Business Model & Business Model Canvas 2014
Innovation & Business Model & Business Model Canvas 2014
 
Disruption - business opportunity or challenge?
Disruption - business opportunity or challenge?Disruption - business opportunity or challenge?
Disruption - business opportunity or challenge?
 
New Approaches to Business Model Innovation
New Approaches to Business Model InnovationNew Approaches to Business Model Innovation
New Approaches to Business Model Innovation
 
Dynamic business models and business model innovation
Dynamic business models and business model innovationDynamic business models and business model innovation
Dynamic business models and business model innovation
 
Business Model Innovation Workshop
Business Model Innovation WorkshopBusiness Model Innovation Workshop
Business Model Innovation Workshop
 
Entrepreneurial Smart Camp: Imitation vs. Innovation in Business Model Design
Entrepreneurial Smart Camp: Imitation vs. Innovation in Business Model DesignEntrepreneurial Smart Camp: Imitation vs. Innovation in Business Model Design
Entrepreneurial Smart Camp: Imitation vs. Innovation in Business Model Design
 
Business model innovation new value
Business model innovation   new valueBusiness model innovation   new value
Business model innovation new value
 
A Practical Guide to Business Modeling
A Practical Guide to Business ModelingA Practical Guide to Business Modeling
A Practical Guide to Business Modeling
 
Business Models for Dummies Overview
Business Models for Dummies OverviewBusiness Models for Dummies Overview
Business Models for Dummies Overview
 
10 Tips 4 Business Model Innovation
10 Tips 4 Business Model Innovation10 Tips 4 Business Model Innovation
10 Tips 4 Business Model Innovation
 
Accelerating and Sustaining Business Model Innovation
Accelerating and Sustaining Business Model InnovationAccelerating and Sustaining Business Model Innovation
Accelerating and Sustaining Business Model Innovation
 
Who says paper is dead? Business model innovation in the media industry
Who says paper is dead? Business model innovation in the media industryWho says paper is dead? Business model innovation in the media industry
Who says paper is dead? Business model innovation in the media industry
 
Business Model Innovation By H Chesbrough
Business Model Innovation By H ChesbroughBusiness Model Innovation By H Chesbrough
Business Model Innovation By H Chesbrough
 
Business Model Innovation by Business Models Inc. Training Summary
Business Model Innovation by Business Models Inc. Training SummaryBusiness Model Innovation by Business Models Inc. Training Summary
Business Model Innovation by Business Models Inc. Training Summary
 
Business Model Innovation Research Project
Business Model Innovation Research ProjectBusiness Model Innovation Research Project
Business Model Innovation Research Project
 
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)SPENTREP - Business Model Innovation (reported by Emmanuel Junio)
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)
 
Topic 4 business model innovation
Topic 4   business model innovationTopic 4   business model innovation
Topic 4 business model innovation
 
Business model innovation
Business model innovationBusiness model innovation
Business model innovation
 
What is Business Model Innovation?
What is Business Model Innovation?What is Business Model Innovation?
What is Business Model Innovation?
 
Nespresso Business Model Innovation
Nespresso Business Model Innovation Nespresso Business Model Innovation
Nespresso Business Model Innovation
 

Similaire à Growth by business model innovation, a lecture at Leuphana University

Management 101 Presentation on Apple
Management 101 Presentation on AppleManagement 101 Presentation on Apple
Management 101 Presentation on Applewhitt49
 
Customer Centric Retail Innovation - Bucharest May 29, 2008
Customer Centric Retail Innovation - Bucharest May 29, 2008Customer Centric Retail Innovation - Bucharest May 29, 2008
Customer Centric Retail Innovation - Bucharest May 29, 2008Futurelab
 
Innovation And Entrepreneurship
Innovation And EntrepreneurshipInnovation And Entrepreneurship
Innovation And EntrepreneurshipAndre Kearns
 
Midem: Prototyping Innovation
Midem: Prototyping InnovationMidem: Prototyping Innovation
Midem: Prototyping InnovationAxel Quack
 
Dematic Logistics Review #5
Dematic Logistics Review #5Dematic Logistics Review #5
Dematic Logistics Review #5scottcottingham
 
Dematic Logistics Review #5
Dematic Logistics Review #5Dematic Logistics Review #5
Dematic Logistics Review #5hagenbucksw
 
Research linkage to_innovation_and_entrepreneurship_ts
Research linkage to_innovation_and_entrepreneurship_tsResearch linkage to_innovation_and_entrepreneurship_ts
Research linkage to_innovation_and_entrepreneurship_tsTarek Salah
 
Spain Startup Pitches 1
Spain Startup Pitches 1Spain Startup Pitches 1
Spain Startup Pitches 1SpainStartUp
 
Intrapreneurship at Alcatel-Lucent
Intrapreneurship at Alcatel-LucentIntrapreneurship at Alcatel-Lucent
Intrapreneurship at Alcatel-LucentJean-Yves Huwart
 
Seminar (EN): Beyond Budgeting - Leading with Flexible Targets, Kuala Lumpur/...
Seminar (EN): Beyond Budgeting - Leading with Flexible Targets, Kuala Lumpur/...Seminar (EN): Beyond Budgeting - Leading with Flexible Targets, Kuala Lumpur/...
Seminar (EN): Beyond Budgeting - Leading with Flexible Targets, Kuala Lumpur/...Gebhard Borck
 
Frt 110523.3 - Vision Meeting - Intrapeneurship - Alcatel-Lucent - presentatie
Frt   110523.3 - Vision Meeting - Intrapeneurship - Alcatel-Lucent - presentatieFrt   110523.3 - Vision Meeting - Intrapeneurship - Alcatel-Lucent - presentatie
Frt 110523.3 - Vision Meeting - Intrapeneurship - Alcatel-Lucent - presentatieFlevum
 
agilent 2002corporatereport
agilent  2002corporatereportagilent  2002corporatereport
agilent 2002corporatereportfinance38
 
Alar Kolk Intro
Alar Kolk IntroAlar Kolk Intro
Alar Kolk Introportgert
 
Case Study Apple Inc. 2008
Case Study Apple Inc. 2008Case Study Apple Inc. 2008
Case Study Apple Inc. 2008Spartanski
 
2nd Thin Film Solar Summit Europe- March 2010
2nd Thin Film Solar Summit Europe- March 20102nd Thin Film Solar Summit Europe- March 2010
2nd Thin Film Solar Summit Europe- March 2010guest34b6a5d
 
Ideation Presentation
Ideation PresentationIdeation Presentation
Ideation Presentationrgolenberg
 
Ideation Presentation
Ideation PresentationIdeation Presentation
Ideation Presentationrgolenberg
 

Similaire à Growth by business model innovation, a lecture at Leuphana University (20)

Management 101 Presentation on Apple
Management 101 Presentation on AppleManagement 101 Presentation on Apple
Management 101 Presentation on Apple
 
Customer Centric Retail Innovation - Bucharest May 29, 2008
Customer Centric Retail Innovation - Bucharest May 29, 2008Customer Centric Retail Innovation - Bucharest May 29, 2008
Customer Centric Retail Innovation - Bucharest May 29, 2008
 
Innovation And Entrepreneurship
Innovation And EntrepreneurshipInnovation And Entrepreneurship
Innovation And Entrepreneurship
 
Midem: Prototyping Innovation
Midem: Prototyping InnovationMidem: Prototyping Innovation
Midem: Prototyping Innovation
 
Innovation management
Innovation managementInnovation management
Innovation management
 
Dematic Logistics Review #5
Dematic Logistics Review #5Dematic Logistics Review #5
Dematic Logistics Review #5
 
Dematic Logistics Review #5
Dematic Logistics Review #5Dematic Logistics Review #5
Dematic Logistics Review #5
 
Research linkage to_innovation_and_entrepreneurship_ts
Research linkage to_innovation_and_entrepreneurship_tsResearch linkage to_innovation_and_entrepreneurship_ts
Research linkage to_innovation_and_entrepreneurship_ts
 
Spain Startup Pitches 1
Spain Startup Pitches 1Spain Startup Pitches 1
Spain Startup Pitches 1
 
Intrapreneurship at Alcatel-Lucent
Intrapreneurship at Alcatel-LucentIntrapreneurship at Alcatel-Lucent
Intrapreneurship at Alcatel-Lucent
 
Seminar (EN): Beyond Budgeting - Leading with Flexible Targets, Kuala Lumpur/...
Seminar (EN): Beyond Budgeting - Leading with Flexible Targets, Kuala Lumpur/...Seminar (EN): Beyond Budgeting - Leading with Flexible Targets, Kuala Lumpur/...
Seminar (EN): Beyond Budgeting - Leading with Flexible Targets, Kuala Lumpur/...
 
Frt 110523.3 - Vision Meeting - Intrapeneurship - Alcatel-Lucent - presentatie
Frt   110523.3 - Vision Meeting - Intrapeneurship - Alcatel-Lucent - presentatieFrt   110523.3 - Vision Meeting - Intrapeneurship - Alcatel-Lucent - presentatie
Frt 110523.3 - Vision Meeting - Intrapeneurship - Alcatel-Lucent - presentatie
 
agilent 2002corporatereport
agilent  2002corporatereportagilent  2002corporatereport
agilent 2002corporatereport
 
Business risk(1)
Business risk(1)Business risk(1)
Business risk(1)
 
Alar Kolk Intro
Alar Kolk IntroAlar Kolk Intro
Alar Kolk Intro
 
Case Study Apple Inc. 2008
Case Study Apple Inc. 2008Case Study Apple Inc. 2008
Case Study Apple Inc. 2008
 
2nd Thin Film Solar Summit Europe- March 2010
2nd Thin Film Solar Summit Europe- March 20102nd Thin Film Solar Summit Europe- March 2010
2nd Thin Film Solar Summit Europe- March 2010
 
Ideation Presentation
Ideation PresentationIdeation Presentation
Ideation Presentation
 
Ideation Presentation
Ideation PresentationIdeation Presentation
Ideation Presentation
 
Roger Whatmore
Roger WhatmoreRoger Whatmore
Roger Whatmore
 

Plus de Patrick Stähler

Sharing Geschäftsmodelle - Hype oder Realität?
Sharing Geschäftsmodelle - Hype oder Realität?Sharing Geschäftsmodelle - Hype oder Realität?
Sharing Geschäftsmodelle - Hype oder Realität?Patrick Stähler
 
Digitale Transformation, künstliche Intelligenz und Blockchain: Breaking the ...
Digitale Transformation, künstliche Intelligenz und Blockchain: Breaking the ...Digitale Transformation, künstliche Intelligenz und Blockchain: Breaking the ...
Digitale Transformation, künstliche Intelligenz und Blockchain: Breaking the ...Patrick Stähler
 
Data Insights Driven Business Model Innovation
Data Insights Driven Business Model InnovationData Insights Driven Business Model Innovation
Data Insights Driven Business Model InnovationPatrick Stähler
 
Warum wir im Bau lernen müssen, die Menschen zu lieben und nicht unsere Technik
Warum wir im Bau lernen müssen, die Menschen zu lieben und nicht unsere TechnikWarum wir im Bau lernen müssen, die Menschen zu lieben und nicht unsere Technik
Warum wir im Bau lernen müssen, die Menschen zu lieben und nicht unsere TechnikPatrick Stähler
 
14 Tips to Entrepreneurs to start the Right Stuff
14 Tips to Entrepreneurs to start the Right Stuff14 Tips to Entrepreneurs to start the Right Stuff
14 Tips to Entrepreneurs to start the Right StuffPatrick Stähler
 
Das Richtige gründen: Wie geht das?
Das Richtige gründen: Wie geht das?Das Richtige gründen: Wie geht das?
Das Richtige gründen: Wie geht das?Patrick Stähler
 
Creating value by design thinking or create businesses that customers love
Creating value by design thinking or create businesses that customers loveCreating value by design thinking or create businesses that customers love
Creating value by design thinking or create businesses that customers lovePatrick Stähler
 
What your strategy professors forgot to teach you
What your strategy professors forgot to teach youWhat your strategy professors forgot to teach you
What your strategy professors forgot to teach youPatrick Stähler
 
Entrepreneurial Design: Building a business that customers love and with whic...
Entrepreneurial Design: Building a business that customers love and with whic...Entrepreneurial Design: Building a business that customers love and with whic...
Entrepreneurial Design: Building a business that customers love and with whic...Patrick Stähler
 
Denkwerkzeuge für Start-ups und Unternehmer
Denkwerkzeuge für Start-ups und UnternehmerDenkwerkzeuge für Start-ups und Unternehmer
Denkwerkzeuge für Start-ups und UnternehmerPatrick Stähler
 
Hindernisse bei Business Model Innovation
Hindernisse bei Business Model InnovationHindernisse bei Business Model Innovation
Hindernisse bei Business Model InnovationPatrick Stähler
 
Why should your business exist
Why should your business existWhy should your business exist
Why should your business existPatrick Stähler
 
Rethinking the pets industry - a revolution in the coming
Rethinking the pets industry - a revolution in the comingRethinking the pets industry - a revolution in the coming
Rethinking the pets industry - a revolution in the comingPatrick Stähler
 
Customer Centric Business Model Innovation in the airline industry
Customer Centric Business Model Innovation in the airline industryCustomer Centric Business Model Innovation in the airline industry
Customer Centric Business Model Innovation in the airline industryPatrick Stähler
 
Innovative Geschäftsmodelle oder wie man Marktführer vom Thron stösst
Innovative Geschäftsmodelle oder wie man Marktführer vom Thron stösstInnovative Geschäftsmodelle oder wie man Marktführer vom Thron stösst
Innovative Geschäftsmodelle oder wie man Marktführer vom Thron stösstPatrick Stähler
 
Geschäftsmodellinnovationen oder die Magie des Andersseins
Geschäftsmodellinnovationen oder die Magie des AndersseinsGeschäftsmodellinnovationen oder die Magie des Andersseins
Geschäftsmodellinnovationen oder die Magie des AndersseinsPatrick Stähler
 
From an idea to a great and sustainable business model
From an idea to a great and sustainable business modelFrom an idea to a great and sustainable business model
From an idea to a great and sustainable business modelPatrick Stähler
 
Business with a purpose: Building sustainable business models
Business with a purpose: Building sustainable business modelsBusiness with a purpose: Building sustainable business models
Business with a purpose: Building sustainable business modelsPatrick Stähler
 
Von der Geschäftsidee zum tragfähigen Geschäftsmodell, Entrepreneurship Summi...
Von der Geschäftsidee zum tragfähigen Geschäftsmodell, Entrepreneurship Summi...Von der Geschäftsidee zum tragfähigen Geschäftsmodell, Entrepreneurship Summi...
Von der Geschäftsidee zum tragfähigen Geschäftsmodell, Entrepreneurship Summi...Patrick Stähler
 
Rethinking Business oder Was ist mein Geschäftsmodell
Rethinking Business oder Was ist mein GeschäftsmodellRethinking Business oder Was ist mein Geschäftsmodell
Rethinking Business oder Was ist mein GeschäftsmodellPatrick Stähler
 

Plus de Patrick Stähler (20)

Sharing Geschäftsmodelle - Hype oder Realität?
Sharing Geschäftsmodelle - Hype oder Realität?Sharing Geschäftsmodelle - Hype oder Realität?
Sharing Geschäftsmodelle - Hype oder Realität?
 
Digitale Transformation, künstliche Intelligenz und Blockchain: Breaking the ...
Digitale Transformation, künstliche Intelligenz und Blockchain: Breaking the ...Digitale Transformation, künstliche Intelligenz und Blockchain: Breaking the ...
Digitale Transformation, künstliche Intelligenz und Blockchain: Breaking the ...
 
Data Insights Driven Business Model Innovation
Data Insights Driven Business Model InnovationData Insights Driven Business Model Innovation
Data Insights Driven Business Model Innovation
 
Warum wir im Bau lernen müssen, die Menschen zu lieben und nicht unsere Technik
Warum wir im Bau lernen müssen, die Menschen zu lieben und nicht unsere TechnikWarum wir im Bau lernen müssen, die Menschen zu lieben und nicht unsere Technik
Warum wir im Bau lernen müssen, die Menschen zu lieben und nicht unsere Technik
 
14 Tips to Entrepreneurs to start the Right Stuff
14 Tips to Entrepreneurs to start the Right Stuff14 Tips to Entrepreneurs to start the Right Stuff
14 Tips to Entrepreneurs to start the Right Stuff
 
Das Richtige gründen: Wie geht das?
Das Richtige gründen: Wie geht das?Das Richtige gründen: Wie geht das?
Das Richtige gründen: Wie geht das?
 
Creating value by design thinking or create businesses that customers love
Creating value by design thinking or create businesses that customers loveCreating value by design thinking or create businesses that customers love
Creating value by design thinking or create businesses that customers love
 
What your strategy professors forgot to teach you
What your strategy professors forgot to teach youWhat your strategy professors forgot to teach you
What your strategy professors forgot to teach you
 
Entrepreneurial Design: Building a business that customers love and with whic...
Entrepreneurial Design: Building a business that customers love and with whic...Entrepreneurial Design: Building a business that customers love and with whic...
Entrepreneurial Design: Building a business that customers love and with whic...
 
Denkwerkzeuge für Start-ups und Unternehmer
Denkwerkzeuge für Start-ups und UnternehmerDenkwerkzeuge für Start-ups und Unternehmer
Denkwerkzeuge für Start-ups und Unternehmer
 
Hindernisse bei Business Model Innovation
Hindernisse bei Business Model InnovationHindernisse bei Business Model Innovation
Hindernisse bei Business Model Innovation
 
Why should your business exist
Why should your business existWhy should your business exist
Why should your business exist
 
Rethinking the pets industry - a revolution in the coming
Rethinking the pets industry - a revolution in the comingRethinking the pets industry - a revolution in the coming
Rethinking the pets industry - a revolution in the coming
 
Customer Centric Business Model Innovation in the airline industry
Customer Centric Business Model Innovation in the airline industryCustomer Centric Business Model Innovation in the airline industry
Customer Centric Business Model Innovation in the airline industry
 
Innovative Geschäftsmodelle oder wie man Marktführer vom Thron stösst
Innovative Geschäftsmodelle oder wie man Marktführer vom Thron stösstInnovative Geschäftsmodelle oder wie man Marktführer vom Thron stösst
Innovative Geschäftsmodelle oder wie man Marktführer vom Thron stösst
 
Geschäftsmodellinnovationen oder die Magie des Andersseins
Geschäftsmodellinnovationen oder die Magie des AndersseinsGeschäftsmodellinnovationen oder die Magie des Andersseins
Geschäftsmodellinnovationen oder die Magie des Andersseins
 
From an idea to a great and sustainable business model
From an idea to a great and sustainable business modelFrom an idea to a great and sustainable business model
From an idea to a great and sustainable business model
 
Business with a purpose: Building sustainable business models
Business with a purpose: Building sustainable business modelsBusiness with a purpose: Building sustainable business models
Business with a purpose: Building sustainable business models
 
Von der Geschäftsidee zum tragfähigen Geschäftsmodell, Entrepreneurship Summi...
Von der Geschäftsidee zum tragfähigen Geschäftsmodell, Entrepreneurship Summi...Von der Geschäftsidee zum tragfähigen Geschäftsmodell, Entrepreneurship Summi...
Von der Geschäftsidee zum tragfähigen Geschäftsmodell, Entrepreneurship Summi...
 
Rethinking Business oder Was ist mein Geschäftsmodell
Rethinking Business oder Was ist mein GeschäftsmodellRethinking Business oder Was ist mein Geschäftsmodell
Rethinking Business oder Was ist mein Geschäftsmodell
 

Dernier

Who is the Darshan Hiranandani Wife ????
Who is the Darshan Hiranandani Wife ????Who is the Darshan Hiranandani Wife ????
Who is the Darshan Hiranandani Wife ????surajkumarsk121223
 
Interoperability and ecosystems: Assembling the industrial metaverse
Interoperability and ecosystems:  Assembling the industrial metaverseInteroperability and ecosystems:  Assembling the industrial metaverse
Interoperability and ecosystems: Assembling the industrial metaverseSiemens
 
How the Insurance Industry is Scaling with AI
How the Insurance Industry is  Scaling with AIHow the Insurance Industry is  Scaling with AI
How the Insurance Industry is Scaling with AIPeter Ward
 
Saffron and Dates opportunities from Iran .pdf
Saffron and Dates opportunities from Iran .pdfSaffron and Dates opportunities from Iran .pdf
Saffron and Dates opportunities from Iran .pdfRezaSeif2
 
Ivey Leveraging Information Technology MBA 2024
Ivey Leveraging Information Technology MBA 2024Ivey Leveraging Information Technology MBA 2024
Ivey Leveraging Information Technology MBA 2024Nihal Nishadul
 
Andrii Rodionov: What can go wrong in a distributed system – experience from ...
Andrii Rodionov: What can go wrong in a distributed system – experience from ...Andrii Rodionov: What can go wrong in a distributed system – experience from ...
Andrii Rodionov: What can go wrong in a distributed system – experience from ...Lviv Startup Club
 
Welding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsWelding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsIndiaMART InterMESH Limited
 
5-Step Framework to Convert Any Business into a Wealth Generation Machine.pdf
5-Step Framework to Convert Any Business into a Wealth Generation Machine.pdf5-Step Framework to Convert Any Business into a Wealth Generation Machine.pdf
5-Step Framework to Convert Any Business into a Wealth Generation Machine.pdfSherl Simon
 
ISO 37002:2021 (Whistleblowing Management Systems) Awareness Training
ISO 37002:2021 (Whistleblowing Management Systems) Awareness TrainingISO 37002:2021 (Whistleblowing Management Systems) Awareness Training
ISO 37002:2021 (Whistleblowing Management Systems) Awareness TrainingOperational Excellence Consulting
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdfShaun Heinrichs
 
Excvation Safety for safety officers reference
Excvation Safety for safety officers referenceExcvation Safety for safety officers reference
Excvation Safety for safety officers referencessuser2c065e
 
Fundamentals Welcome and Inclusive DEIB
Fundamentals Welcome and  Inclusive DEIBFundamentals Welcome and  Inclusive DEIB
Fundamentals Welcome and Inclusive DEIBGregory DeShields
 
Lessons from Shanavas M.P. (AKA SHAN) For The Mastering in Entrepreneurship
Lessons from Shanavas M.P. (AKA SHAN) For The Mastering in EntrepreneurshipLessons from Shanavas M.P. (AKA SHAN) For The Mastering in Entrepreneurship
Lessons from Shanavas M.P. (AKA SHAN) For The Mastering in EntrepreneurshipDoge Mining Website
 
EQX-PPT-20240405-CorporateDeck-slideshare
EQX-PPT-20240405-CorporateDeck-slideshareEQX-PPT-20240405-CorporateDeck-slideshare
EQX-PPT-20240405-CorporateDeck-slideshareEquinox Gold Corp.
 
Cracking the ‘Skill gap analysis' Code.pptx
Cracking the ‘Skill gap analysis' Code.pptxCracking the ‘Skill gap analysis' Code.pptx
Cracking the ‘Skill gap analysis' Code.pptxWorkforce Group
 
digital marketing , introduction of digital marketing
digital marketing , introduction of digital marketingdigital marketing , introduction of digital marketing
digital marketing , introduction of digital marketingrajputmeenakshi733
 
Device Management via Intune : Balancing Security and Flexibility
Device Management via Intune : Balancing Security and FlexibilityDevice Management via Intune : Balancing Security and Flexibility
Device Management via Intune : Balancing Security and FlexibilityManagedms365
 
PG webinar series 2024_For the organisation or against it? How change agents ...
PG webinar series 2024_For the organisation or against it? How change agents ...PG webinar series 2024_For the organisation or against it? How change agents ...
PG webinar series 2024_For the organisation or against it? How change agents ...DanielleTucker19
 

Dernier (20)

Who is the Darshan Hiranandani Wife ????
Who is the Darshan Hiranandani Wife ????Who is the Darshan Hiranandani Wife ????
Who is the Darshan Hiranandani Wife ????
 
Interoperability and ecosystems: Assembling the industrial metaverse
Interoperability and ecosystems:  Assembling the industrial metaverseInteroperability and ecosystems:  Assembling the industrial metaverse
Interoperability and ecosystems: Assembling the industrial metaverse
 
How the Insurance Industry is Scaling with AI
How the Insurance Industry is  Scaling with AIHow the Insurance Industry is  Scaling with AI
How the Insurance Industry is Scaling with AI
 
Saffron and Dates opportunities from Iran .pdf
Saffron and Dates opportunities from Iran .pdfSaffron and Dates opportunities from Iran .pdf
Saffron and Dates opportunities from Iran .pdf
 
Ivey Leveraging Information Technology MBA 2024
Ivey Leveraging Information Technology MBA 2024Ivey Leveraging Information Technology MBA 2024
Ivey Leveraging Information Technology MBA 2024
 
Andrii Rodionov: What can go wrong in a distributed system – experience from ...
Andrii Rodionov: What can go wrong in a distributed system – experience from ...Andrii Rodionov: What can go wrong in a distributed system – experience from ...
Andrii Rodionov: What can go wrong in a distributed system – experience from ...
 
Welding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsWelding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan Dynamics
 
5-Step Framework to Convert Any Business into a Wealth Generation Machine.pdf
5-Step Framework to Convert Any Business into a Wealth Generation Machine.pdf5-Step Framework to Convert Any Business into a Wealth Generation Machine.pdf
5-Step Framework to Convert Any Business into a Wealth Generation Machine.pdf
 
ISO 37002:2021 (Whistleblowing Management Systems) Awareness Training
ISO 37002:2021 (Whistleblowing Management Systems) Awareness TrainingISO 37002:2021 (Whistleblowing Management Systems) Awareness Training
ISO 37002:2021 (Whistleblowing Management Systems) Awareness Training
 
GAD EIF Webinar #6 Business Cases 6 out 39
GAD EIF Webinar #6 Business Cases 6 out 39GAD EIF Webinar #6 Business Cases 6 out 39
GAD EIF Webinar #6 Business Cases 6 out 39
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf
 
Excvation Safety for safety officers reference
Excvation Safety for safety officers referenceExcvation Safety for safety officers reference
Excvation Safety for safety officers reference
 
Fundamentals Welcome and Inclusive DEIB
Fundamentals Welcome and  Inclusive DEIBFundamentals Welcome and  Inclusive DEIB
Fundamentals Welcome and Inclusive DEIB
 
Lessons from Shanavas M.P. (AKA SHAN) For The Mastering in Entrepreneurship
Lessons from Shanavas M.P. (AKA SHAN) For The Mastering in EntrepreneurshipLessons from Shanavas M.P. (AKA SHAN) For The Mastering in Entrepreneurship
Lessons from Shanavas M.P. (AKA SHAN) For The Mastering in Entrepreneurship
 
EQX-PPT-20240405-CorporateDeck-slideshare
EQX-PPT-20240405-CorporateDeck-slideshareEQX-PPT-20240405-CorporateDeck-slideshare
EQX-PPT-20240405-CorporateDeck-slideshare
 
Cracking the ‘Skill gap analysis' Code.pptx
Cracking the ‘Skill gap analysis' Code.pptxCracking the ‘Skill gap analysis' Code.pptx
Cracking the ‘Skill gap analysis' Code.pptx
 
digital marketing , introduction of digital marketing
digital marketing , introduction of digital marketingdigital marketing , introduction of digital marketing
digital marketing , introduction of digital marketing
 
Authentically Social - presented by Corey Perlman
Authentically Social - presented by Corey PerlmanAuthentically Social - presented by Corey Perlman
Authentically Social - presented by Corey Perlman
 
Device Management via Intune : Balancing Security and Flexibility
Device Management via Intune : Balancing Security and FlexibilityDevice Management via Intune : Balancing Security and Flexibility
Device Management via Intune : Balancing Security and Flexibility
 
PG webinar series 2024_For the organisation or against it? How change agents ...
PG webinar series 2024_For the organisation or against it? How change agents ...PG webinar series 2024_For the organisation or against it? How change agents ...
PG webinar series 2024_For the organisation or against it? How change agents ...
 

Growth by business model innovation, a lecture at Leuphana University

  • 1. Managing Growth by Business Model Innovation 1st Session, Dr. oec. (HSG) Patrick Stähler March 13, 2009
  • 2. Agenda Introduction of the course How do you think about innovation? Homework and survey! The Bosch Case: How to grow in a mature and highly competitive market A bit of theory: What is a business model innovation? Sustaining vs. disruptive innovations 1 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 3. And now let’s have some fun! 2 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 4. Let’s sneak into your heads Homework and Survey 3 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 5. What insights did you gain from your homework? 4 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 6. And the winner are…… 5 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 7. IT, internet, consumer electronic product companies are seen as more innovative than service, retail or banking, but….. --- -- -+ ++ +++ Apple * * Amazon Toyota You think that there are more Audi Nokia innovative industries like Smart consumer electronics or IT BMW Mercedes Zara, Aldi, Dell, ING-DiBa Siemens SONY redefined their “dull” industries Ryanair * through business model * Dell innovations IBM * Zara even in “dull” industries Samsung AirBerlin business model innovation Otto Versand can change the competitive Lufthansa * Aldi landscape HP Apple was a business model EasyJet Lidl innovation for the music Thalia * industry ING-DiBa Dacia Deutsche Bank Haspa Kaufhof *busi 0% 20% 40% 60% 80% 100% ness innovators 6 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 8. Sustaining innovations are rated high --- -- -+ ++ +++ first to market value-add sustaining innovations are rated highly bundle of products disruptive innovations are rated low new customer answers show typical behavior of current brand/image customers that have difficulties to see advantage more features self service cheaper 0% 20% 40% 60% 80% 100% 7 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 10. •Die Ausgangsituation At the beginning of the 1990s the world in the power tool industry was in perfect order Established brands in a growing,European market Competition was well defined and Bosch was the uncontested market leader 9 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 11. •Die Ausgangsituation And then the Chinese came along….. Over 200 new competitors in a short period of time 10 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 12. •Die Ausgangsituation …and the market stagnated at the same time. 11 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 13. •Die Ausgangsituation Dire consequences: A steep decline in the average price per sold tool and…. 5,9 Sales(Mio. units) 307 3,8 Sales (Mio. Euro) 329 88 Ø – price in Euro 78 69 64 67 62 65 58 52 56 Source: GfK 93 94 95 96 97 98 99 00 01 02 Do-it-yourself chains in Germany: 1993 bis 2002 12 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 14. … and declining market share for the established brands and exponential growth for the no-names and trade brands Market Share Powertools (Germany) 100% 6 27 29 33 No Names & Trade Brands Established 95 Brands 71 73 67 0% 1991 2000 2001 2002 Source: GfK, Do-it-yourself shops Strong increase of market share for no-names and trade brands Bosch Power Tools DIY 2002 with a market share of 33% but loss making 13 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 15. Simple task from your board: Defend market leadership Improve profitability
  • 16. Which directions should we take? 15 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 17. How about this crazy idea? “How about making a power tool which is much weaker than the last generation but we make it also very handy and nicely designed. For that we charge a premium and market it to people who are not really into DIY. Great idea, isn’t it?” 16 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 18. The solution: Tools for the IKEA Generation 17
  • 19. Here is the solution for Bosch: the IXO, the first power tool for the IKEA generation Bosch introduces the IXO to the market Instead of following the traditional mantra of “better, stronger, faster” Bosch used a new battery technology to make tools smaller and more user friendly Instead of going for the traditional market of MMS (men, muscles and sweat) the IXO addresses the soft DIYs that assembles its IKEA furniture but not more Thereby, it addresses a new, previously unserved market of non- customers The IXO is a typical value innovation that opened up new, uncontested markets 18 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 20. Shift from technology to user orientation since 2002 … … prior 2002 Technologie User and usage orientation orientation Building/repair, planning Building and and home decoration repairing reliable, very powerful and reliable, easy to use long-living products products and services unemotional inspiring people technology orientation 19 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 21. The traditional market: MMS or Men, Muscles and Sweat 20
  • 22. New market: Addressing previously non-customers like soft DIYlers and particularly Dr. woman Patrick Stähler | 21
  • 23. Changed consumer behavior The first power tool for the kitchen drawer 22 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 24. Bosch IXO is the world record holder in units sales IXO was first power tool with Li-Ionen technology IXO is the best selling power tool in the world 23 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 25. Growing market share and highly profitable Market share in power tools (DIY Shops Germany) 27 29 33 34 35 38 38 No Name / Trade Brands 40 38 29 34 31 25 26 Other Brands Bosch 37 37 36 34 33 33 33 '00 '01 '02 '03 '04 '05 '06 Source: GfK 24 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 26. OK, let’s do some analytics and theory 25
  • 27. Bosch used the new battery technology for a disruptive value innovation Sustaining innovation = Serving today’s customers Extend performance in direction of what today’s customers like Advantages of Li-Ion Use the Li-Ion technology for stronger can be formed into a variety of shapes and more heavy duty tools and sizes so as to efficiently fill available space in the devices lighter than other—often much lighter. do not suffer from the memory effect low self-discharge rate of approximately Disruptive innovation = Finding new 5% per month, compared with over 30% customers with different needs per month in nickel metal hydride Use for a new market segments that batteries (Source Wikipedia) values different performance parameters like usability, handiness than traditional customers Performance of tool will be worse in parameters current customers value 26 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 28. Technology does not create value per se. A sustainable business model is needed X technology value enables creates business model 27 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 29. Let’s take a look at the innovation process at Bosch The idea of the IXO was born in the strategic planning process after the board order a strategic review of the Bosch Power Tool division It was clear for top management that they wanted to break the rules of the industry with a business model innovation The approach to the IXO was very analytical starting with a market analysis that showed that there was a market for smaller, weaker power tools Particularly women expressed their need for smaller power tools since they wanted to do some home decoration Top Management came finally up with the idea to create the IXO to serve the market Market research firms later calculated that Bosch will sell more of IXO than any competitor had done before. And then they lived forever happily……. 28 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 30. The real story: Driven by chance, luck, professionalism and the right people A young product manager (female) fresh out of university had the idea to make tools for her generation The head of product development (engineer) is open to experiments The development costs for a prototype of a power tool is not very high so that market test could be conducted with “real” products The president of Bosch Grün has no engineering background but gained his professional experiences in the fast-moving-consumer-goods industry The crisis and later the success of the IXO change the whole strategy of Bosch Grün towards a user driven company Processes were changed to support the new mantra of consumer-orientation What was once a disruptive move for the company is today’s business. 29 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 31. Creating Business model innovations is a creative and analytical process at the same time. There is a reason why god gave us two brain hemispheres 30 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 32. The definition of a business model Value Proposition What value do we create for our customers and for other stakeholders? Value Architecture How do we create the value? Revenue Model How do we earn money? 31 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 33. The business model is the DNA of a company 32 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 34. A business model is the simplified model of a business you can make it as detailed as needed but don‘t get lost in details Business Model Revenue Model Value Architecture Value Proposition For customers For other Product-/ Internal Value Arch. External Value Arch. Mix of stakeholders Market resources customer interface sources of and value Model value chain distribution channels revenues partnenrs communication customer information channels communication channels coordination value partners mechanisms active (suppliers, customers, competitors) passive (supplier of complementary goods 33 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 35. A business model is no strategy: A deliberate change of or an innovation in a business model can be a strategy Starting points for innovations Most business models are constructs of the past All components of a business Value Proposition model can be the starting points for innovation value innovation Architecture architectural innovation revenue model innovation Revenue Model In the end all business model innovation must be a value Business Model innovation to guarantee success 34 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 36. The strategy canvas of Bosch IXO: A clear profile of the value innovation 6 Traditional brands No-Name Bosch 5 4 3 2 1 0 -1 35 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 37. Where does the value innovation of Bosch start? Eliminate – Reduce – Create – Raise Matrix Eliminate Create technology talk • easy of use • fun Differentiation cost reduction • inspiring people Reduce Raise • performance • price • heavy duty • home decoration • men, muscle & sweat 36 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 38. A business model innovation is always about differentiation 37 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 39. We love clear profiles We have only a limited capacity for each category amazon is online books IKEA is crazy and modern furniture Otto is the mail order house Apple is the cool computer kid
  • 40. What do you think as a customer about this idea? „ Our service is much worse than your competitors. We need your cooperation for transportation, moving and assembling for our service. But for all your hassle, you really get a great price! Great idea, isn‘t it?“ 39 Dr. Patrick Stähler. Leuphana University Lüneburg
  • 41. „Scary to be this nail. Where will the hammer hit next time?“
  • 42. „Business model innovation is about being DIFFERENT!“
  • 43. REALLYDI NO, FFERENT!
  • 44. And you can be innovative in ANY INDUSTRY!
  • 45. Contact Dr. oec. (HSG) Patrick Stähler Partner & Founder fluidminds GmbH, the business innovators Gemeindestrasse 23 8032 Zürich Switzerland Tel: +41 79 770 27 09 www.fluidminds.ch Blog.business-model-innovation.com Ackknowledgement Pictures in the presentation taken from Toni_V (flickr), Bosch and others Graphics in part from Marty Neumeier, Neutron LCC 44 Dr. Patrick Stähler. Leuphana University Lüneburg