UBS-College 3-Business Development en Innovatie-DEF

APRIL 2015 Door: Roy Schütt MSc, Managing Partner

BUSINESS DEVELOPMENT: INNOVEREN VANUIT EEN MARKT ORIENTERING

PERSPECTIEF

© DIWANIYA B.V. 21-04-15

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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



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


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


MARKET FOCUS

INDUSTRY TRANSITION


STRUCTURES

MARKET TRANSITION


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




PROCESS 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


MARKET FOCUS

INDUSTRY TRANSITION


STRUCTURES

MARKET TRANSITION


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


MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN


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OBTAINING MARKET LEADERSHIP BY REDEFINING THE PRODUCT

PRODUCT DEVELOPMENT




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




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




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




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





PROCESS INNOVATIONS

MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN


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UNDERLYING MARKET GROWTH STRATEGIES INTEGRATIVE GROWTH AND DIVERSIFICATION


VERTICAL INTEGRATION

DIVERSIFICATION




PROCESS INNOVATIONS

MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN


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CREATE SUPERIOR PERFORMANCE IN FIRM’S VALUE OFFERING TO CUSTOMERS




“UNIQUENESS”





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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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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PRODUCT DEVELOPMENT

IMPLEMENTATION OF NEW MARKET IDEAS

IMPLEMENTATION OF NEW MARKET ENTRY


INDUSTRY TRANSITION

CAPACITY DRIVEN

CAPABILITY DRIVEN

UNDERLYING MARKET GROWTH STRATEGIES INTENSIVE GROWTH AND DIVERSIFICATION


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PRODUCT DEVELOPMENT




INDUSTRY TRANSITION

CAPACITY DRIVEN

CAPABILITY DRIVEN

MARKET DEVELOPMENT

DIVERSIFICATION

CREATE SUPERIOR PERFORMANCE IN PRODUCT OFFERING TO THE MARKET SPACE

PRODUCT DEVELOPMENT




INDUSTRY TRANSITION

CAPACITY DRIVEN

CAPABILITY DRIVEN


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“UNIQUENESS”


PRODUCT DEVELOPMENT




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




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


IMPLEMENTATION OF NEW BUSINESS IDEAS

IMPLEMENTATION OF NEW BUSINESS ENTRY


INDUSTRY TRANSITION

CAPACITY DRIVEN

CAPABILITY DRIVEN


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OBTAINING MARKET LEADERSHIP BY REDEFINING THE BUSINESS






INDUSTRY TRANSITION

CAPACITY DRIVEN

CAPABILITY DRIVEN


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UNDERLYING MARKET GROWTH STRATEGIES INTEGRATIVE GROWTH AND DIVERSIFICATION


HORIZONTAL INTEGRATION

DIVERSIFICATION





INDUSTRY TRANSITION

CAPACITY DRIVEN

CAPABILITY DRIVEN


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CREATE SUPERIOR PERFORMANCE IN FIRM’S VALUE OFFERING TO STAKE HOLDERS




“UNIQUENESS”






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





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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BALANCING IN COMPETITION AND GROWTH THINKING RED OCEAN, PURPLE GOLDFISH AND BLUE OCEAN


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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]


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THANKS FOR YOUR ATTENTION

UBS-College 3-Business Development en Innovatie-DEF

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