utrecht business school - college 3 business development & innovatie-def
TRANSCRIPT
Thursday 26 March 2015 Roy Schütt & Alexander Boelen
BUSINESS DEVELOPMENT:INNOVEREN VANUIT EEN MARKT ORIENTERING
PERSPECTIEF
© DIWANIYA B.V. 30-03-15
2
INDUSTRIAL SOCIETY 2005 - PRESENT “INTERACTION AND CHANGE”
© DIWANIYA B.V. 30-03-15
3
4E GENERATION SYSTEM DYNAMICS MODELCIM: INNOVATION ON MACRO LEVEL
Source: Cyclic Innovation Model [Prof. Dr. A.J. Berkhout, 2005]
© DIWANIYA B.V. 30-03-15
4
© DIWANIYA B.V. 30-03-15
5
BUSINESS DEVELOPMENTGEDEFINEERD
“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 zetten 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 productportfolio, het succesvol creëren of aanboren van nieuwe markten, ontwikkelen van nieuwe business modellen tot het ‘slim’ opschuiven in de waardeketen, fusies en overnames
MARKET(ING)
INNOVATIONS
IMPLEMENTATION OF NEW IDEAS
IMPLEMENTATION OF NEW IENTRY
ORGANISATION
INNOVATIONS
IMPLEMENTATION OF NEW ENTRY
IMPLEMENTATION OF NEW IDEAS
© DIWANIYA B.V. 30-03-15
6
BUSINESS DEVELOPMENT ISINNOVEREN VANUIT EEN MARKT ORIENTERING
PERSPECTIEF
MARKET TRANSITION
ORGANISATION
DEVELOPMENTSTRATEGIC 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?
© DIWANIYA B.V. 30-03-15
7
MARKT ORIENTERINGHET 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 IDEASORGANISATION
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
EXIS
TING
MARK
ETDOM
AIN
COMPETITIVEADVANTAGEFROM
PRODUCTPERSPECTIVE
CREATE SUPERIORPERFORMANCE IN
CUSTOMERPERCEIVED VALUE
TO PRODUCTS
CREATE SUPERIORPERFORMANCE IN
PRODUCTOFFERING TO THE
MARKET SPACE
CREATE SUPERIORPERFORMANCE IN
FIRM’S VALUEOFFERING TO STAKE
HOLDERS
CREATE SUPERIORPERFORMANCE IN
FIRM’S VALUEOFFERING TOCUSTOMERS
NEW
MARKE
TDOM
AIN
COMPETITIVEADVANTAGEFROM
ORGANISATIONPERSPECTIVE
© DIWANIYA B.V. 30-03-15
8
‘MARKT ORIENTED’ INNOVEREN IS DUS EIGENLIJKSCHAKEN OP VIER BORDEN TEGELIJKERTIJD
Based on the 4P innovationmix developed by JohnBessant and Joe Tidd
THE CIRCLE OF CHANGEPART II – CYCLIC BUSINESS DEVELOPMENT
REFERENCE MODEL
© DIWANIYA B.V. 30-03-15
10
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
OR
GA
NIS
AT
ION
IN
NO
VA
TIO
NS
M
AR
KE
TIN
G IN
NO
VA
TIO
NS
MARKET ENVIRONMENT
BUYERS MARKET
© DIWANIYA B.V. 30-03-15
11
BUSINESS DEVELOPMENTROL, TAKEN EN ACTIVITEITEN
Adviseert en begeleidt het senior management en directies van bedrijven die worstelen met de situatie om naast noodzakelijke verbeteringen ook structurele veranderingen in het bedrijf door te voeren
Ontlast ze van de tijdrovende taken en processen met betrekking tot product, markt en organisatie vernieuwing vanuit een markt-oriëntering perspectief
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 zetten en daadwerkelijk meer geld te laten verdienen (DOEN)
© DIWANIYA B.V. 30-03-15
12
BUSINESS DEVELOPMENT RAAMWERKeen 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
OR
GA
NIS
AT
ION
INN
OV
AT
ION
S
MA
RK
ET
ING
INN
OV
AT
ION
S
MARKET ENVIRONMENT
BUYERS MARKET
© DIWANIYA B.V. 30-03-15
13
BUSINESS DEVELOPMENT MANIFESTATIONSPOSITIONING, PROCESS, PORTFOLIO, PARADIGM
© DIWANIYA B.V. 30-03-15
14
POSITIONING INNOVATIONSCREATE SUPERIOR PERFORMANCE IN
CUSTOMER PERCEIVED VALUE TO PRODUCTS
PRODUCT
DEVELOPMENT
IMPLEMENTATION OF
NEW PRODUCT IDEAS
IMPLEMENTATION OF
NEW PRODUCT ENTRY
POSITIONING
INNOVATIONS
MARKET
TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
© DIWANIYA B.V. 30-03-15
15
Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]
OBTAINING PRODUCT LEADERSHIP BYREDEFINING THE PRODUCT
PRODUCT
DEVELOPMENT
IMPLEMENTATION OF
NEW PRODUCT IDEAS
IMPLEMENTATION OF
NEW PRODUCT ENTRY
POSITIONING
INNOVATIONS
MARKET
TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
© DIWANIYA B.V. 30-03-15
16
DIFFERENTIATION AS COMPETITIVE STRATEGY
DIVERSIFICATION AS GROWTH STRATEGY
CREATE SUPERIOR PERFORMANCE INCUSTOMER PERCEIVED VALUE TO PRODUCTS
Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)
PRODUCT
DEVELOPMENT
IMPLEMENTATION OF
NEW PRODUCT IDEAS
IMPLEMENTATION OF
NEW PRODUCT ENTRY
POSITIONING
INNOVATIONS
MARKET
TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
© DIWANIYA B.V. 30-03-15
17
CREATE SUPERIOR PERFORMANCE INBRANDING AND CUSTOMER ENGAGEMENT
CREATE ADDED VALUE TO PRODUCTS AND SERVICES
THROUGH INNOVATION IN EXTERNAL BRANDING
CREATE ADDED VALUE TO PRODUCTS AND SERVICES
THROUGH INNOVATION IN CUSTOMER ENGAGEMENT
© DIWANIYA B.V. 30-03-15
18
CREATE SUPERIOR PERFORMANCE INBRANDING AND CUSTOMER ENGAGEMENT
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
© DIWANIYA B.V. 30-03-15
19
PROCESS INNOVATIONSCREATE SUPERIOR PERFORMANCE IN
FIRM’S VALUE OFFERING TO CUSTOMERS
ORGANISATION
DEVELOPMENT
IMPLEMENTATION OF
NEW ORGANIZATIONAL IDEAS
IMPLEMENTATION OF
NEW ORGANIZATIONAL ENTRY
PROCESS
INNOVATIONS
MARKET
TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
© DIWANIYA B.V. 30-03-15
20
OBTAINING PERFORMANCE LEADERSHIP BYREDEFINING THE BUSINESS ARCHITECTURE
Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]
ORGANISATION
DEVELOPMENT
IMPLEMENTATION OF
NEW ORGANIZATIONAL IDEAS
IMPLEMENTATION OF
NEW ORGANIZATIONAL ENTRY
PROCESS
INNOVATIONS
MARKET
TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
© DIWANIYA B.V. 30-03-15
21
CREATE SUPERIOR PERFORMANCE INFIRM’S VALUE OFFERING TO CUSTOMERS
DIFFERENTIATION AS COMPETITIVE STRATEGY
DIVERSIFICATION AS GROWTH STRATEGY
Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)
ORGANISATION
DEVELOPMENT
IMPLEMENTATION OF
NEW ORGANIZATIONAL IDEAS
IMPLEMENTATION OF
NEW ORGANIZATIONAL ENTRY
PROCESS
INNOVATIONS
MARKET
TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
© DIWANIYA B.V. 30-03-15
22
CREATE SUPERIOR PERFORMANCE INPROFIT MODEL 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
© DIWANIYA B.V. 30-03-15
23
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 INPROFIT MODEL AND BUSINESS MODEL
© DIWANIYA B.V. 30-03-15
24
PORTFOLIO INNOVATIONSCREATE SUPERIOR PERFORMANCE IN
PRODUCT OFFERING TO THE MARKET SPACE
OBTAINING MARKET LEADERSHIP BYREDEFINING THE MARKET
© DIWANIYA B.V. 30-03-15
25
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
CREATE SUPERIOR PERFORMANCE INPRODUCT 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. 30-03-15
26
DIFFERENTIATION AS COMPETITIVE STRATEGY
DIVERSIFICATION AS GROWTH STRATEGY
Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)
PRODUCT
DEVELOPMENT
IMPLEMENTATION OF
NEW MARKET IDEAS
IMPLEMENTATION OF
NEW MARKET ENTRY
PORTFOLIO
INNOVATIONS
INDUSTRY
TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
© DIWANIYA B.V. 30-03-15
27
CREATE SUPERIOR PERFORMANCE INPRODUCT SYSTEM AND PERFORMANCE
CREATE ADDED VALUE TO THE OFFERING
THROUGH INNOVATION IN THE PRODUCT SYSTEM
CREATE ADDED VALUE TO THE OFFERING
THROUGH INNOVATION IN PRODUCT PERFORMANCE
© DIWANIYA B.V. 30-03-15
28
CREATE SUPERIOR PERFORMANCE INPRODUCT 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 PRODUCT SYSTEM
CREATE ADDED VALUE TO THE OFFERING
THROUGH INNOVATION IN PRODUCT PERFORMANCE
© DIWANIYA B.V. 30-03-15
29
PARADIGM INNOVATIONSCREATE SUPERIOR PERFORMANCE IN
FIRM’S VALUE OFFERING TO STAKE HOLDERS
ORGANISATION
DEVELOPMENT
IMPLEMENTATION OF
NEW BUSINESS IDEAS
IMPLEMENTATION OF
NEW BUSINESS ENTRY
PARADIGM
INNOVATIONS
INDUSTRY
TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
© DIWANIYA B.V. 30-03-15
30
OBTAINING STRATEGIC LEADERSHIP BYREDEFINING THE BUSINESS
Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]
ORGANISATION
DEVELOPMENT
IMPLEMENTATION OF
NEW BUSINESS IDEAS
IMPLEMENTATION OF
NEW BUSINESS ENTRY
PARADIGM
INNOVATIONS
INDUSTRY
TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
© DIWANIYA B.V. 30-03-15
31
CREATE SUPERIOR PERFORMANCE INFIRM’S VALUE OFFERING TO STAKE HOLDERS
DIFFERENTIATION AS COMPETITIVE STRATEGY
DIVERSIFICATION AS GROWTH STRATEGY
Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)
ORGANISATION
DEVELOPMENT
IMPLEMENTATION OF
NEW BUSINESS IDEAS
IMPLEMENTATION OF
NEW BUSINESS ENTRY
PARADIGM
INNOVATIONS
INDUSTRY
TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
© DIWANIYA B.V. 30-03-15
32
CREATE SUPERIOR PERFORMANCE INORGANISATION CULTURE AND NETWORKING
CREATE ADDED VALUE TO THE ORGANISATION THROUGH
INNOVATION IN BELIEF, ATTITUDE AND BEHAVIOUR
CREATE ADDED VALUE TO THE ORGANISATION THROUGH
INNOVATION IN NETWORKING
© DIWANIYA B.V. 30-03-15
33
CREATE SUPERIOR PERFORMANCE INORGANISATION CULTURE AND NETWORKING
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 NETWORKING
© DIWANIYA B.V. 30-03-15
34
© DIWANIYA B.V. 30-03-15
35
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: [email protected]
© DIWANIYA B.V. 30-03-15
36
THANKS FOR YOUR ATTENTION