Post on 05-Aug-2015
APRIL 2015 Door: Roy Schütt MSc, Managing Partner
BUSINESS DEVELOPMENT: INNOVEREN VANUIT EEN MARKT ORIENTERING
PERSPECTIEF
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INDUSTRIAL SOCIETY 2005 - PRESENT “INTERACTION AND CHANGE”
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4E GENERATION SYSTEM DYNAMICS MODEL CIM: INNOVATION ON MACRO LEVEL
Source: Cyclic Innovation Model [Prof. Dr. A.J. Berkhout, 2005]
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BUSINESS DEVELOPMENT GEDEFINEERD
“BUSINESS DEVELOPMENT IS HET WELOVERWOGEN VERBETEREN VAN HET BEDRIJFSRENDEMENT DOOR HET ONTWIKKELEN VAN
NIEUWE BUSINESS OF VERNIEUWING VAN DE BUSINESS”
§ Concreet richt Business Development op het in de markt ze7en 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 productpor?olio, 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
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BUSINESS DEVELOPMENT IS INNOVEREN VANUIT EEN MARKT ORIENTERING
PERSPECTIEF
MARKET TRANSITION
ORGANISATION DEVELOPMENT STRATEGIC MANAGEMENT
AND INNOVATIVENESS
PRODUCT DEVELOPMENT
NEW PRODUCT DEV. AND
MARKET FOCUS
BUSINESS DEVELOPMENT EXPLORATIE GEBIEDEN
LAAT U ZICH LEIDEN DOOR DE OMGEVING OF PROBEERT U DE OMGEVING TE VERANDEREN?
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MARKT ORIENTERING HET BEGRIP ‘MARKT’ KENT VERSCHILLENDE INTERPRETATIES
MARKETING INNOVATIONS
ORGANISATION INNOVATIONS
ORGANISATION INNOVATIONS
MARKETING INNOVATIONS
IMPLEMENTATION OF
NEW ENTRY
IMPLEMENTATION OF
NEW ENTRY
IMPLEMENTATION OF
NEW ENTRY
IMPLEMENTATION OF
NEW ENTRY
IMPLEMENTATION OF
NEW IDEAS ORGANISATION DEVELOPMENT STRATEGIC MANAGEMENT
AND INNOVATIVENESS
PRODUCT DEVELOPMENT
NEW PRODUCT DEV. AND
MARKET FOCUS
MARKET TRANSITION
MARKET INTELLIGENCE AND
STRUCTURES
MARKET TRANSITION
MARKETING RESEARCH AND
BEHAVIOUR
STAKEHOLDER CENTRIC VISION
INDUSTRIAL ECONOMIC PERSPECTIVE
CUSTOMER CENTRIC VISION
MARKET(ING) PERSPECTIVE
IMPLEMENTATION OF
NEW IDEAS
EXISTING(
MAR
KET(DO
MAIN(
COMPETITIVE(ADVANTAGE(FROM(
PRODUCT(PERSPECTIVE(
CREATE&SUPERIOR&PERFORMANCE&IN&
CUSTOMER&PERCEIVED&VALUE&TO&PRODUCTS&
&&
CREATE&SUPERIOR&PERFORMANCE&IN&
PRODUCT&OFFERING&TO&THE&MARKET&SPACE(
CREATE&SUPERIOR&PERFORMANCE&IN&FIRM’S&VALUE&
OFFERING&TO&STAKE&HOLDERS&
CREATE&SUPERIOR&PERFORMANCE&IN&FIRM’S&VALUE&OFFERING&TO&CUSTOMERS&
NEW
(MAR
KET(DO
MAIN(
COMPETITIVE(ADVANTAGE(FROM(ORGANISATION(PERSPECTIVE(
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‘MARKT ORIENTED’ INNOVEREN IS DUS EIGENLIJK SCHAKEN OP VIER BORDEN TEGELIJKERTIJD
Based on the 4P innovation mix developed by John
Bessant and Joe Tidd
THE CIRCLE OF CHANGE PART II – CYCLIC BUSINESS DEVELOPMENT
REFERENCE MODEL
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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
ATIO
N IN
NO
VATI
ON
S MA
RK
ETING
INN
OVATIO
NS
MARKET ENVIRONMENT
BUYERS MARKET
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BUSINESS DEVELOPMENT ROL, TAKEN EN ACTIVITEITEN
§ Adviseert en begeleidt het senior management en direcEes van bedrijven die worstelen met de situaEe om naast noodzakelijke verbeteringen ook structurele veranderingen in het bedrijf door te voeren
§ Ontlast ze van de Ejdrovende taken en processen met betrekking tot product, markt en organisaEe vernieuwing vanuit een markt-‐oriëntering perspecEef
§ 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 ze7en en daadwerkelijk meer geld te laten verdienen (DOEN)
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BUSINESS DEVELOPMENT RAAMWERK een nimmer eindigende cyclus van dromen, denken, durven en doen
Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]
PORTFOLIO INNOVATIONS
PARADIGM INNOVATIONS
PROCESS INNOVATIONS
POSITIONING INNOVATIONS
NEW PRODUCT
ENTRY
NEW BUSINESS
ENTRY
NEW ORGANIZATIONAL
ENTRY
NEW MARKETS
ENTRY
NEW MARKETS
IDEAS
NEW PRODUCT
IDEAS
NEW ORGANIZATIONAL
IDEAS
NEW BUSINESS
IDEAS ORGANISATION DEVELOPMENT STRATEGIC MANAGEMENT
AND INNOVATIVENESS
PRODUCT DEVELOPMENT
NEW PRODUCT DEV. AND
MARKET FOCUS
INDUSTRY TRANSITION
MARKET INTELLIGENCE AND
STRUCTURES
MARKET TRANSITION
MARKETING RESEARCH AND
BEHAVIOUR
CUSTOMER DRIVEN
CAPABILITY DRIVEN
CAPACITY DRIVEN
CAPACITY DRIVEN
COMPETITOR DRIVEN
COMPETITOR DRIVEN
OR
GA
NIS
ATIO
N IN
NO
VATI
ON
S MA
RK
ETING
INN
OVATIO
NS
MARKET ENVIRONMENT
BUYERS MARKET
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BUSINESS DEVELOPMENT MANIFESTATIONS POSITIONING, PROCESS, PORTFOLIO, PARADIGM
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POSITIONING INNOVATIONS CREATE 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
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Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]
OBTAINING MARKET LEADERSHIP BY REDEFINING THE PRODUCT
PRODUCT DEVELOPMENT
IMPLEMENTATION OF NEW PRODUCT IDEAS
IMPLEMENTATION OF NEW PRODUCT ENTRY
POSITIONING INNOVATIONS
MARKET TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
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Source: Kotler, PH. & Keller, K.L. (2009). Marketing Management. Pearson Prentice Hal]
UNDERLYING MARKET GROWTH STRATEGIES INTENSIVE GROWTH AND DIVERSIFICATION
MARKET PENETRATION (EXPANSION)
DIVERSIFICATION
PRODUCT DEVELOPMENT
IMPLEMENTATION OF NEW PRODUCT IDEAS
IMPLEMENTATION OF NEW PRODUCT ENTRY
POSITIONING INNOVATIONS
MARKET TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
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DIFFERENTIATION AS COMPETITIVE STRATEGY
DIVERSIFICATION AS GROWTH STRATEGY
CREATE SUPERIOR PERFORMANCE IN CUSTOMER PERCEIVED VALUE TO PRODUCTS
Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)
“UNIQUENESS”
“SUSTAINABLE COMPETITIVE ADVANTAGE”
PRODUCT DEVELOPMENT
IMPLEMENTATION OF NEW PRODUCT IDEAS
IMPLEMENTATION OF NEW PRODUCT ENTRY
POSITIONING INNOVATIONS
MARKET TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
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CREATE SUPERIOR PERFORMANCE IN PRODUCT BELIEVE AND EXPERIENCE
CREATE ADDED VALUE TO PRODUCTS AND SERVICES THROUGH INNOVATION IN EXTERNAL BRANDING
CREATE ADDED VALUE TO PRODUCTS AND SERVICES THROUGH INNOVATION IN CUSTOMER ENGAGEMENT
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CREATE SUPERIOR PERFORMANCE IN PRODUCT BELIEVE AND EXPERIENCE
PRODUCT DEVELOPMENT
IMPLEMENTATION OF NEW PRODUCT IDEAS
IMPLEMENTATION OF NEW PRODUCT ENTRY
POSITIONING INNOVATIONS
MARKET TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
CREATE ADDED VALUE TO PRODUCTS AND SERVICES THROUGH INNOVATION IN EXTERNAL BRANDING
CREATE ADDED VALUE TO PRODUCTS AND SERVICES THROUGH INNOVATION IN CUSTOMER ENGAGEMENT
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PROCESS INNOVATIONS CREATE 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
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OBTAINING MARKET LEADERSHIP BY REDEFINING 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
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UNDERLYING MARKET GROWTH STRATEGIES INTEGRATIVE GROWTH AND DIVERSIFICATION
Source: Kotler, PH. & Keller, K.L. (2009). Marketing Management. Pearson Prentice Hal]
VERTICAL INTEGRATION
DIVERSIFICATION
ORGANISATION DEVELOPMENT
IMPLEMENTATION OF NEW ORGANIZATIONAL IDEAS
IMPLEMENTATION OF NEW ORGANIZATIONAL ENTRY
PROCESS INNOVATIONS
MARKET TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
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CREATE SUPERIOR PERFORMANCE IN FIRM’S VALUE OFFERING TO CUSTOMERS
DIFFERENTIATION AS COMPETITIVE STRATEGY
DIVERSIFICATION AS GROWTH STRATEGY
Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)
“UNIQUENESS”
“SUSTAINABLE COMPETITIVE ADVANTAGE”
ORGANISATION DEVELOPMENT
IMPLEMENTATION OF NEW ORGANIZATIONAL IDEAS
IMPLEMENTATION OF NEW ORGANIZATIONAL ENTRY
PROCESS INNOVATIONS
MARKET TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
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CREATE SUPERIOR PERFORMANCE IN THE VALUE CHAIN AND BUSINESS MODEL
CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN THE PROFIT MODEL
CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN THE BUSINESS MODEL
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ORGANISATION DEVELOPMENT
IMPLEMENTATION OF NEW ORGANIZATIONAL IDEAS
IMPLEMENTATION OF NEW ORGANIZATIONAL ENTRY
PROCESS INNOVATIONS
MARKET TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN THE PROFIT MODEL
CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN THE BUSINESS MODEL
CREATE SUPERIOR PERFORMANCE IN THE VALUE CHAIN AND BUSINESS MODEL
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PORTFOLIO INNOVATIONS CREATE SUPERIOR PERFORMANCE IN
PRODUCT OFFERING TO THE MARKET SPACE
OBTAINING MARKET LEADERSHIP BY REDEFINING THE MARKET
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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
UNDERLYING MARKET GROWTH STRATEGIES INTENSIVE GROWTH AND DIVERSIFICATION
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Source: Kotler, PH. & Keller, K.L. (2009). Marketing Management. Pearson Prentice Hal]
PRODUCT DEVELOPMENT
IMPLEMENTATION OF NEW MARKET IDEAS
IMPLEMENTATION OF NEW MARKET ENTRY
PORTFOLIO INNOVATIONS
INDUSTRY TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
MARKET DEVELOPMENT
DIVERSIFICATION
CREATE SUPERIOR PERFORMANCE IN PRODUCT OFFERING TO THE MARKET SPACE
PRODUCT DEVELOPMENT
IMPLEMENTATION OF NEW MARKET IDEAS
IMPLEMENTATION OF NEW MARKET ENTRY
PORTFOLIO INNOVATIONS
INDUSTRY TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
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DIFFERENTIATION AS COMPETITIVE STRATEGY
DIVERSIFICATION AS GROWTH STRATEGY
Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)
“UNIQUENESS”
“SUSTAINABLE COMPETITIVE ADVANTAGE”
PRODUCT DEVELOPMENT
IMPLEMENTATION OF NEW MARKET IDEAS
IMPLEMENTATION OF NEW MARKET ENTRY
PORTFOLIO INNOVATIONS
INDUSTRY TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
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CREATE SUPERIOR PERFORMANCE IN PRODUCT SYSTEM AND PERFORMANCE
CREATE ADDED VALUE TO THE OFFERING THROUGH INNOVATION IN THE PROPOSITION
CREATE ADDED VALUE TO THE OFFERING THROUGH INNOVATION IN PRODUCT PORTFOLIO
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CREATE SUPERIOR PERFORMANCE IN PRODUCT SYSTEM AND PERFORMANCE
PRODUCT DEVELOPMENT
IMPLEMENTATION OF NEW MARKET IDEAS
IMPLEMENTATION OF NEW MARKET ENTRY
PORTFOLIO INNOVATIONS
INDUSTRY TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
CREATE ADDED VALUE TO THE OFFERING THROUGH INNOVATION IN THE PROPOSITION
CREATE ADDED VALUE TO THE OFFERING THROUGH INNOVATION IN PRODUCT PORTFOLIO
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PARADIGM INNOVATIONS CREATE 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
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OBTAINING MARKET LEADERSHIP BY REDEFINING 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
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UNDERLYING MARKET GROWTH STRATEGIES INTEGRATIVE GROWTH AND DIVERSIFICATION
Source: Kotler, PH. & Keller, K.L. (2009). Marketing Management. Pearson Prentice Hal]
HORIZONTAL INTEGRATION
DIVERSIFICATION
ORGANISATION DEVELOPMENT
IMPLEMENTATION OF NEW BUSINESS IDEAS
IMPLEMENTATION OF NEW BUSINESS ENTRY
PARADIGM INNOVATIONS
INDUSTRY TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
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CREATE SUPERIOR PERFORMANCE IN FIRM’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)
“UNIQUENESS”
“SUSTAINABLE COMPETITIVE ADVANTAGE”
ORGANISATION DEVELOPMENT
IMPLEMENTATION OF NEW BUSINESS IDEAS
IMPLEMENTATION OF NEW BUSINESS ENTRY
PARADIGM INNOVATIONS
INDUSTRY TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
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CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN COLLABORATION
CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN BELIEF, ATTITUDE AND BEHAVIOUR
CREATE SUPERIOR PERFORMANCE IN ORGANISATION CULTURE AND STRATEGIC ALLIANCE
ORGANISATION DEVELOPMENT
IMPLEMENTATION OF NEW BUSINESS IDEAS
IMPLEMENTATION OF NEW BUSINESS ENTRY
PARADIGM INNOVATIONS
INDUSTRY TRANSITION
CAPACITY DRIVEN
CAPABILITY DRIVEN
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CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN COLLABORATION
CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN BELIEF, ATTITUDE AND BEHAVIOUR
CREATE SUPERIOR PERFORMANCE IN ORGANISATION CULTURE AND STRATEGIC ALLIANCE
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Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]
BALANCING IN COMPETITION AND GROWTH THINKING RED OCEAN, PURPLE GOLDFISH AND BLUE OCEAN
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YOU LIKE TO KNOW MORE?
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§ I : www.diwaniya.nl § E: info@diwaniya.nl
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THANKS FOR YOUR ATTENTION