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  • Have you ever wondered why hyper successful companies like Nokia or Kodak suddenly lose

  • their edge? Or how couldrms like Commodore Computers,

  • Grundig, Nakamichi, Newsweek or Polaroid possibly fail?

  • Did they not have abundant R&D resources, top employees and profound knowledge of their

  • markets? Yes, but they had another thing in common:

  • They all missed the moment when they should have left their successful path to rethink

  • their business model. They missed out on radical innovation because

  • they were too busy managing daily business and serving current clientsinstead of

  • envisioning future opportunities. In other words: Today‘s success is the enemy

  • of tomorrow‘s success!

  • The innovation cycle spins faster than ever in nearly all industries.

  • Innovation either increases the customer value of a product or service or it lowers their

  • costs

  • and therefore creates a competitive advantage. Apple, for instance, creates a high perceived

  • customer value with its innovative new products. And Dell reduces its costs and working

  • capital through build-to-order-processes.

  • But even though its importance is undisputed, there are many misconceptions about

  • innovation. Three myths are particularly pervasive:

  • First, innovation stems from ideas nobody has had before.

  • Second, big success requires big resources.

  • And third, innovation breakthroughs are always based on fascinating technologies.

  • Luckily, they are all wrong!

  • IBM did not invent the Personal Computer, Apple did not invent MP3 technology, and

  • Amazon did not invent the online book store. Successful innovators learn and recombine

  • whereas the pioneers get eaten by the wolves.

  • Cisco had virtually non-existent R&D resources, but out-innovated the largest research lab

  • in the world, AT&T’s Bell labs.

  • 14 of todays 25 most innovativerms have innovated their business modeland not

  • just their technology!

  • Takerms such as Google, Amazon, or Ebay. Great algorithms, yes, but it is the business

  • model not just the technology that is responsible for their success.

  • So, what exactly is a business model innovation?

  • A business model provides answers to four questions:

  • Who is your target customer? What do you offer to the customer?

  • How do you create the value proposition? And how do you generate revenue?

  • And a business model innovation changes at least two of these four dimensions!

  • In our research, we have looked at all major business model innovations in the past 50

  • years. They have all revolutionised one or several

  • industries. For instance, Ikea has redened the

  • way we buy furniture, TomTom has transformed the navigation business, or Ebay has

  • changed the world of trade. Yet only 10% of these business model innovations

  • were novel and introduced new business model patterns.The other 90% merely adapted,

  • rened or combined these patterns. For instance, innovative companies often apply

  • creative imitation.They ask themselves: How could a business model innovation from another

  • industry revolutionise our own industry?

  • In total, we have identied 55 business model patterns that are responsible for all

  • business model innovations.

  • For example Flatrate, Supermarket, Rent Instead of Buy, Experience Selling, E-Commerce or

  • the Razor and Blade Pattern.

  • Let‘s have a look at this one: Since 1904, Gillette has been giving away

  • Razors for next to nothing, but selling its blades at

  • obscenely high prices. Nespresso creatively imitated this pattern,

  • selling cheap coffee machines and expensive coffeeand revolutionised the coffee industry.

  • And many other companies applied the Razor and Blade Pattern, too.

  • Remember Apple’s iTunes, Amazon’s Kindle or Hewlett Packard‘s Inkjet-Printers?

  • Now, what do YOU have to do to innovate YOUR business model?

  • We advise you to follow four steps: Initiation, ideation, integration, and implementation.

  • During Initiation, you analyse your current business model. Again:

  • Who is your target customer? What do you offer to the customer?

  • How do you create the value proposition? And how do you generate revenue?

  • During Ideation you confront this business model with the 55 business model innovation

  • patterns and develop new models. How would Nespresso conduct your business?

  • Or is there a match between your product and the experience selling pattern?Challenge your

  • basic assumptions and the dominant logic of your industry.

  • But don’t try to reinvent the wheel. Instead, use analogies and learn from other

  • industries.

  • During Integration you need to check the consistency of the business model.

  • This is important detail work where you examine all four questions regarding organizational

  • fit.

  • Finally, during Implementation, it is time to awaken the beast.

  • But be careful! In iterative cycles, you design a business

  • model, build a pilot, test the pilot and return to the

  • design phase. It is important to not only gain qualitative

  • and quantitative data to verify or falsify your

  • assumptions about your new business model but also not to forget about the soft factors

  • of innovation!

  • Thanks to incorrect management behaviour and organisational resistance more than 70% of

  • all change initiatives fail! Therefore, keep a few rules in mind:

  • First, only implement one business model at the time.

  • Second, clearly communicate the new business model and the need for change.

  • Third, don’t overemphasise short term KPIs. Innovation needs time.

  • Fourth, get top management commitment. Without their sponsorships, business model

  • innovation is doomed to fail! Andnally, overcome the not-invented-here

  • syndrome!

  • Got that? Let‘s wrap it up then. Innovation is THE key factor to defeat path

  • dependency and stay competitive in today‘s economy.

  • Yet,innovation is not necessarily about new technologies, excessive research and

  • development, or about creating completely new ideas. Most of the time, innovation is

  • about learning from others and reinventing your

  • business modelnot just your technology. This can be done in a structured process of

  • initiation, ideation, integration, and implementation: You analyse your business

  • model, apply the 55 innovation patterns, check for inconsistencies and start implementing

  • carefullykeeping in mind success factors and

  • pitfalls.

  • Are you ready then to revolutionize your own industry?

  • Try to creatively learn from the giants whose shoulders you are standing on!

  • Think big and think different. Steve Jobs did itso why can‘t you?

Have you ever wondered why hyper successful companies like Nokia or Kodak suddenly lose

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B1 中級

商業模式創新 (Business Model Innovation)

  • 1530 99
    林蔚宏 發佈於 2021 年 01 月 14 日
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