Prof. Dr. Oliver Gassmann

8/4/2019 Prof. Dr. Oliver Gassmann

1/29

O.Gassmann 1

Konstruktionsmethodik frGeschftsmodell-Innovation

Prof. Dr. Oliver Gassmann

ManuFuture-CHRapperswil, 23.08.2011


2/29

O.Gassmann 2


3/29

O.Gassmann 3

A business model

1. offer a new value proposition

2. revolutionize the value chain architecture

3. change the source of revenues

It create value andcapture value.


4/29

O.Gassmann 4

61 %

Innovation leads to higher profits

100

50

0

Radical Innovation(new products,

technologies,markets)

Similiar opportunities(improved products,related markets)

39 %

38 %

86 %

14 %

Type ofnew business

Income Profit

Chan, Mauborgue

62 %


5/29

O.Gassmann 5

"The only way to beatthe competition is

to stop trying to beat thecompetition."

Kim/Mauborgne (2005)


6/29

O.Gassmann 6

Example: Cirque du Soleil

Founded in 1984 by Guy Lalibert and Daniel Gauthier

Headquartered in Montreal, Quebec

1984: ~70 employees

Today: more than 4.000 employees from over 40 countries

Cirque's productions have been seen by ~90 Mio.

spectators

in over 200 cities on five continents

Annual revenues > 600 Mio. USD


7/29 O.Gassmann 7

Price Starperformers Aisle

concessions

1) Ringling Bros. andBarnum&Bailey

Low

High

Example: Cirque du Soleil

2) Smaller RegionalCircuses

1)

2)

Animalshows Multipleshowarenas

Funand

humor

Thrills anddanger Uniquevenue

Refinedwatching

environment

Multipleproductions Artisticmusic

and dance

Theme

Kim/Mauborgne (2005)


8/29 O.Gassmann 8

Example: IKEA

Founded in 1943 by Ingvar Kamprad

First catalogue published in 1951

1983 first store in Switzerland

Today: 315 stores in more than 36 countries,

more than 100.000 employees

Revenues 2008: ~28.8 bn USD


9/29

O.Gassmann 9

Price

Design/Image

Range ofproducts

Traditionalfurniture retailer

Low

High

Productavailability /Self service

Assembly

Productrobustness

Shoppingconvenience(restaurants,

child care etc. )

Delivery

Example: IKEA


10/29

O.Gassmann 10

Action bias

The BMI-Navigator

Eco-system

analysis

Industrylogic

Patternadaption

Dominantindustry

logic

BlueOcean

Low

High

Competitivefactors

PlayersCompetitive

situationTrends

Externalfit

Internal

fit

a) Similarity principle b) Confrontational principle

Dominantlogic

AnalogIndustry

Extremeversion

Dominantlogic

Iteration

Iteration

Experiment

Verificate

Implement


11/29

O.Gassmann 11

Step 1: Analyse your industry

Eco-system

analysisPlayers

Competitivesituation

Trends


12/29

O.Gassmann 12

Step 2: Identify the Dominant Industry Logic

Eco-system

analysis

PlayersCompetitive

situationTrends

Industrylogic Dominant

industrylogic

Low

High

Competitive factors

Kim/Mauborgne(2005)


13/29

O.Gassmann 13

Step 3: Create the Blue Ocean

Eco-system

analysis

PlayersCompetitive

situationTrends

Industrylogic Dominant

industrylogic

Blue

Ocean

Low

High

Competitive factors

Kim/Mauborgne(2005)


14/29

O.Gassmann 14

Step 4: Pattern adaption

Patternadaption


Dominantindustry

logic

Analogindustry

Extremeversion

Dominant

industrylogic

Eco-system

analysis

Industry

logic Dominant industrylogic

BlueOcean

Low

High

Competitive factors

PlayersCompetitive

situationTrends

Internal perspective and external perspective


15/29

O.Gassmann 15

Step 4a: Similarity principle

Hilti's fleet management


16/29

O.Gassmann 16

Step 4b: Confrontation principle

How would

conduct our business?


17/29

O.Gassmann 17

How would




18/29

O.Gassmann 18

How would




19/29

O.Gassmann 19

How would




20/29

O.Gassmann 20

How would

1. Dell2. Mc Donald3. Ritz Carlton

4. 20 Minuten5. Aldi6. Apple7. Swatch8. Ryanair9. IWC10.Nespresso




21/29

O.Gassmann 21

Step 5: Consistency check

Eco-system

analysis

Industrylogic

Patternadaption

Dominantindustry

logic

BlueOcean

Low

High

Competitive factors

PlayersCompetitive

situationTrends

External

consistency

Internal

consistency


Dominantindustry

logic

AnalogIndustry

Extremeversion

Dominantindustry

logic

Internal perspective and external perspective

Iteration


22/29

O.Gassmann 22

Step 6: Crossing the Rubikon

Iteration

Eco-system

analysis

Industrylogic

Patternadaption

Dominantindustry

logic

BlueOcean

Low

High

Competitive factors

PlayersCompetitive

situationTrends

Externalcheck of

consistency

Internalcheck of

consistency


Dominantindustry

logic

AnalogIndustry

Extremeversion

Dominantindustry

logic

Iteration

Action bias

Experiment

Verificate

Implement


23/29

O.Gassmann 23

Action bias

No guarantee but higher probability

Eco-system

analysis

Industrylogic

Patternadaption

Dominantindustry

logic

BlueOcean

Low

High

Competitive factors

PlayersCompetitive

situationTrends

Externalcheck ofconsistency

Internalcheck of

consistency


Dominantindustry

logic

AnalogIndustry

Extremeversion

Dominantindustry

logic

Iteration

Iteration

Experiment

Verificate

Implement


24/29

O.Gassmann 24

Our research project with industry partners
http://www.google.de/imgres?imgurl=http://www.comsolit.ch/blog/wp-content/uploads/2010/04/swisscom.jpg&imgrefurl=http://www.comsolit.ch/blog/2010/04/swisscom-kunden/&usg=__HHUvqPzbcytsejdhMwpXN8H-wzA=&h=333&w=333&sz=17&hl=de&start=1&zoom=1&um=1&itbs=1&tbnid=qkTfz4LoxqQwxM:&tbnh=119&tbnw=119&prev=/images?q=swisscom&um=1&hl=de&sa=N&rlz=1R2SKPB_deCH352&tbs=isch:1http://www.lean-hsg.de/img/mtu.pnghttp://www.landisgyr.com/de/de/pub/index.cfm


25/29

O.Gassmann 25

How effective is yourorganization?


26/29

O.Gassmann 26

Three elements of creativity

1. expertise

2. creative-thinking skills

3. motivation

We can influence this.

Pablo Picasso, Three Musicians(1921) Amabile (1998)


27/29

O.Gassmann 27


28/29

O.Gassmann 28

Daniel BorelChairman & founder of Logitech2008


29/29

O Gassmann 29

Prof. Dr. Oliver Gassmann

DirektionsvorsitzenderInstitut fr TechnologiemanagementUniversitt St. GallenDufourstrasse 40a

CH-9000 St. Gallenwww.item.unisg.ch

[email protected]. +41-(0)71-224 7220

Prof. Dr. Oliver Gassmann

Documents

Transcript of Prof. Dr. Oliver Gassmann