Innovation 3.0 - The challenge of business modelling in a new innovation era
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Innovation 3.0 - The challenge of business modelling in a new innovation era

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This paper outlines the increasing challenges of Business Model Innovation in the Digital and New Media Economy. It describes drivers of change, impacts on the innovation and business landscape, ...

This paper outlines the increasing challenges of Business Model Innovation in the Digital and New Media Economy. It describes drivers of change, impacts on the innovation and business landscape, consequences for business modeling and the innovation process, as well as the implications for organizational adaptation. It presents in-depth observations from empirical
research on 12 business cases in the Digital and Media Economy in Germany.

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    Innovation 3.0 - The challenge of business modelling in a new innovation era Innovation 3.0 - The challenge of business modelling in a new innovation era Presentation Transcript

    • The challenge of business modelling
      in a new innovation era
      TII Annual Conference:Innovation 3.0: Challenges, Needs and Skills for the new innovation era
      Düsseldorf, 28 to 30 April 2010
      Markus Schroll & Joachim Hafkesbrink
      R&D Project AchtInno
      Contract number 01FH09003
      funded by:
    • The Emergence of Innovation 3.0
      Web 4.0
      Cross-linking intelligent applications
      Web 3.0
      Cross-linking knowledge
      Intelligent Semantic Agents
      Innovation 4.0 ?
      Ubiquitous Outernet
      Semantic
      enterprise
      ConvergenceTurn ?
      Embedded Innovation
      Knowledge Embedding
      Semantic Knowledge Networks
      Semantic Knowledge Management
      Know-howTurn
      Open Collaborative Learning
      knowledge inclusion and technological enhancement
      Open Innovation
      Web 2.0
      Cross-linking users
      Web 1.0
      Cross-linking information
      CollaborativeTurn
      Decentral Social Communities
      Closed Innovation
      Organi-zational Change
      NDA
      IPR
      Anthropocentric communities
      Corporate Individualism
      social inclusion and participation
    • Innovation System of the Digital Economy
      Demographic Change
      Globalisation
      Convergence of Markets
      Competition regulation
      Technology Knowledge Sources
      Standards
      Market for
      Contents
      Patent-laws
      Multi-agent system of Innovation Actors
      Telecommunication
      Basic services
      Value-Services
      Distri-bution
      Add. Services
      Market for
      Content
      Packaging &
      Applications
      Media-Technologies
      Market Demand
      Melting Kernel
      Technology Transfer
      Content Generation
      Pack-
      aging
      Distri-
      bution
      Enduser
      Devices
      Market for
      Transmission
      Carriers
      IT-/Electronics
      Parts
      Software
      Platforms
      Distri-bution
      Add. Services
      Market for
      Hardware
      (end-user devices etc.)
      Semantic Techn.
      Media Law
      eCommerce-Law
      ...
      ...
      ...
      ...
      Market for
      ...
      Digital Signature Act
      Institutional Framework(Governance)
      Internationalisation
    • Multi-Agent-System – Embedding into Communities -
      Community ofAffinity
      OuterKnowledge Space
      Mutuallearning
      Virtual organizationalboundary
      Pro-sumers
      Real organizationalboundary
      InnerKnowledge Space
      Community learningcycle
      Conventionalorganizationalboundary
      Feed-backs
      Innova-tors
      Organizatio-nalKernel
      Ex-perts
      Community
      of Interest
      Community
      of Practice
      Cross-Innovation: ideasfrom outside thecity wall
      Researchers
      Gravitational Embedding Force
      Technology Transfer
      ScientificCommunity
    • The Business Model Canvas
      Value
      Propositions
      Customer Relationships
      Customer
      Segments
      Key Partners
      Key Activities
      What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How costly are they? How are they integrated with the rest of our business model?
      What Key Activities do our Value Propositions require?
      Our Distribution Channels? Customer Relationships? Revenue Streams?
      What value do we deliver to the customer? Which one of our customer´s problems are we helping to solve? Which customer needs are we satisfying? What bundles of products and services are we offering to each Customer Segment?
      Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do Partners perform?
      For whom are we creating value? Who are our most important customers?
      Channels
      Key Resources
      Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines?
      What Key Resources do our Value Propositions require?
      Our Distribution Channels? Customer Relationships?
      Revenue Streams?
      Revenue Streams
      Cost Structure
      For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
      What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
      Source: Osterwalder/Pigneur (2009): Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
    • Business Model Cases in the Digital Economy
    • Business Modeling: new challenges at the customer side
      Customer Relationships
      Customer
      Segments
      Value
      Propositions
      The practice: LocalMobile.NRW1
      • no marketable products/services without UGC
      • B2B customers (restaurants, shops, cultural institutions etc.) and consumers have to deliver content and have to pay for the products/services
      • initiating of a premium user community
      • setting up of a decisive incentive system
      • clear IPR regulations
      • cross lateral exploitation (e.g. combine revenue streams from pay per transaction and adverts)
      1 LocalMobile.NRW is a mobile application for local personalized and context-sensitive content.
      Pro-sumers
      C2C
      Communities of Affinity
      B2B
      B2C
      What value do we deliver to the customer? Which one of our customer´s problems are we helping to solve? Which customer needs are we satisfying? What bundles of products and services are we offering to each Customer Segment?
      What type of relationship does each of our Customer Segments expect us to establish and maintain with them?
      For whom are we creating value? Who are our most important customers?
      Do we understand the relationships between our customers?
      How should we support conversation in the market and between customers?
      Do we need to address prosumers different from consumers?
      Who is creating value for our business model?
      What are the dynamics of value creation in our customers community?
      How can we combine our products / services with user generated value?
      Does user generated value support our value proposition?
      Revenue Streams
      For what value are our customers really willing to pay? For what do they currently pay?
      Is it possible to exploit user generated value commercially?
    • Business Modeling: new challenges at the producing side
      Value
      Propositions
      Key Activities
      Key Partners
      The practice: LocalMobile.NRW1
      • pro-active community engineering
      • setting up of a decisive incentive system
      • setting up of learning arenas
      • trendscouting in the communities
      • development and managing of organizational readiness, collaborative capabilities, absorptive capacities
      • integrating new enabling technologies
      • collaborative design and development
      • transaction costs of community engineering
      1 LocalMobile.NRW is a mobile application for local personalized and context-sensitive content.
      Ex-perts
      Community
      of Practice
      What Key Activities do our Value Propositions require?
      What key activities are required to sustain our communities of knowledge?
      What value do we deliver to the customer? Which one of our customer´s problems are we helping to solve? Which customer needs are we satisfying? What bundles of products and services are we offering to each Customer Segment?
      Who are our Key Partners? Who are our key suppliers?
      Innova-tors
      Community
      of Interest
      Key Resources
      How can we ensure mutual learning within communities and
      knowledge transfer to our business model?
      What Key Resources do our Value Propositions require?
      How can we combine our products / services with user generated value?
      Can we provide added value with complementary services our partners or communities?
      What key ressources and organizational antecedents are required to embed successfully in our communities?
      Researchers
      ScientificCommunity
      Cost Structure
      What are the most important costs inherent in our business model?
      What are the cost impacts of Community involvement into
      our business model?
    • A new important player: Prosumers
      Key Partners
      Customer
      Segments
      Pro-sumers
      Communities of Affinity
      Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do Partners perform?
      For whom are we creating value? Who are our most important customers?
      Are selected prosumers expected to evolve being key suppliers?
      e.g. business travellers, mobile nerds
      How do we need to support key-prosumer’s interaction with our business model architecture?
      e.g. setting up of common communication/learning arenas
      How do we mash-up contributions from key-prosumers within our business model?
      e.g. clear IPR regulations and incentives(establishing of win-win situations)
    • Communities and the innovation process
      Co-production
      Co-ideation
      Co-design
      Co-development
      Ex-perts
      Innova-tors
      Key Resources
      Pro-sumers
      What Key Resources do our Value Propositions require?
      Our Distribution Channels? Customer Relationships?
      Revenue Streams?
      Researchers
    • Innovation 3.0 – what does this mean?
      More than a new buzzword!
      • synchronization of organizational structures, processes and cultures of the firm with
      • open collaborative learning processes in surrounding communities, networks and stakeholder groups
      Integrating the firm into communities to ensure knowledge absorption and to exploit this knowledge for commercial ends.
      Business modelling for innovation 3.0?
      A never ending story!
    • Thank you for your interest.
      Contact:
      Markus Schrollms@innowise.euDr. Joachim Hafkesbrinkjh@innowise.eu
      Bürgerstr. 1547057 DuisburgGermany
      Tel. +49-203-393764-0
      www.innowise.eu