Innovation 3.0 - The challenge of business modelling in a new innovation era
Upcoming SlideShare
Loading in...5
×
 

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

on

  • 3,061 views

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.

Statistics

Views

Total Views
3,061
Views on SlideShare
3,047
Embed Views
14

Actions

Likes
6
Downloads
249
Comments
0

3 Embeds 14

http://www.slideshare.net 12
https://www.linkedin.com 1
https://twitter.com 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

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