Master Thesis Defence Remco de Kramer

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  • Welkom – binnen 15 min – overzicht onderzoek wat ik op de hoofdlijnen uiteenzet – belang ervan aangeven - keuzes verantwoord – een aantal bevindingen presenteer
  • Master Thesis Defence Remco de Kramer

    1. 1. Afstudeerpresentatie Remco de Kramer
    2. 2. t h e c h a s m
    3. 3. Adapted from G.A. Moore (2005) from the book “DEALING WITH DARWIN” Innovators Techies Early Majority Pragmatists Late Majority Conservatives Laggards Skeptics Early Adopters Visionaries In de Technology Adoption Life Cycle! time R elative % of customers
    4. 4. <ul><li>Adopteren innovatie om revolutionaire verbeteringen te realiseren </li></ul><ul><li>Aangetrokken door hoge-risico / hoge-opbrengst projecten </li></ul><ul><li>Verwachten veel te winnen bij het adopteren van technologie </li></ul>
    5. 5. <ul><li>Zoeken naar kleine veranderingen t.b.v. productiviteits verbeteringen </li></ul><ul><li>Willen vaste gebruiks patronen niet veranderen; </li></ul><ul><li>Wilen bewezen technologie, betrouwbare service, etc. </li></ul><ul><li>alles om risico te minderen </li></ul>
    6. 6. Wat verandert er? Binnen en buiten de organisatie? In de Chasm? Hoe zijn de veranderingen operationaliseren?
    7. 7. Zijn er ‘knoppen’ (factoren) waar we aan kunnen draaien?Die de oversteek beinvloeden?
    8. 8. Theorie voor het overbruggen van de Chasm
    9. 10. Conceptueel model wat veranderingen in factoren beschrijft
    10. 11. Aggregated Conceptual Model – Internal and External Factors VALUE PROPOSITION MARKET DOMINATION STRATEGY ORGANIZATIONAL BUILDING BLOCKS SUCCES IN CROSSING THE CHASM EXTERNAL FACTORS
    11. 12. Theoretical validation model
    12. 13. Operationaliseren model
    13. 14. Empirische validatie multiple case study research
    14. 15. Wetenschappelijk bewijs Verbeterpunten 1
    15. 16. 2 h e r k e n b a a r Verbeterpunten
    16. 18. Er moet iets veranderen! Of moet er niets veranderen?
    17. 19. Wat precies? D at weten we niet!
    18. 20. Waarom? eigenlijk ook niet!
    19. 21. Oorzaken? Zijn controversieel!
    20. 22. Verbeterpunten 3 Prestatie theorie context afhankelijk
    21. 23. 4 Verbeterpunten Onvolledige constatering oorzaak chasm
    22. 24. Verbeterpunten 5 Gestructureerde weergave conceptueel model
    23. 25. Theorie is generaliseerbaar
    24. 26. Rudimentaire basis
    25. 28. Meer cases in verschillende contexten
    26. 29. Hoe meet je dit… nauwkeurig?
    27. 30. “ Niets is zo praktisch als een goede theorie” Kurt Lewin
    28. 31. Vragen?
    29. 32. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS ORGANIZATIONAL BUILDING BLOCKS MARKET DOMINATION STRATEGY VALUE PROPOSITION Pre -Chasm Business Model COMM & DISTRI- BUTION CHANNELS <ul><li>Technology-centric R&D </li></ul><ul><li>Product-centric R&D </li></ul><ul><li>Technology expertise in Human Resources </li></ul><ul><li>Cultural archetype: Pioneers </li></ul><ul><li>Strategic to validate technology in market </li></ul><ul><li>Tactical to speed product development </li></ul><ul><li>Emergent strategic planning process </li></ul><ul><li>Leadership role from research & development </li></ul><ul><li>Enabling competitive advantage </li></ul><ul><li>Product-oriented </li></ul><ul><li>Prepare for technology acceptance no focus </li></ul><ul><li>Price skimming strategy </li></ul><ul><li>Focus on technical community </li></ul><ul><li>Appealing to visionary values </li></ul><ul><li>Product-centric sales strategy </li></ul><ul><li>Word-of-Mouth </li></ul><ul><li>Distribution through direct sales / small resellers </li></ul><ul><li>Strategy: ad hoc segmentation </li></ul>SUCCESS METRICS <ul><li>Maximizing design wins </li></ul><ul><li>Reaching technological maturity </li></ul><ul><li>Control cash-burn-rate </li></ul>SUCCES IN THE EARLY MARKET
    30. 33. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS ORGANIZATIONAL BUILDING BLOCKS MARKET DOMINATION STRATEGY VALUE PROPOSITION Post -Chasm Business Model COMM & DISTRI- BUTION CHANNELS <ul><li>User & application centric R&D </li></ul><ul><li>Process-centric R&D </li></ul><ul><li>Business expertise in Human Resources </li></ul><ul><li>Cultural archetype: Settlers </li></ul><ul><li>Strategic to facilitate creation of ecosystem </li></ul><ul><li>Tactical for whole product infrastructure and niche market domination </li></ul><ul><li>Deliberate strategic planning process </li></ul><ul><li>Leadership role of marketing </li></ul><ul><li>Whole product </li></ul><ul><li>Solution-oriented </li></ul><ul><li>Optimize for technology acceptance </li></ul><ul><li>Price penetration strategy </li></ul><ul><li>Focus on end-user enlist support economic buyer </li></ul><ul><li>Appealing to pragmatist values </li></ul><ul><li>Market-centric sales strategy </li></ul><ul><li>Industry lines & prof. organizations </li></ul><ul><li>Distribution through value added / volume resellers </li></ul><ul><li>Strategy: niche segmentation </li></ul>SUCCESS METRICS <ul><li>Time-to-segment dominance </li></ul><ul><li>Category market share </li></ul><ul><li>Quick & small revenues </li></ul>SUCCES IN CROS- SING THE CHASM
    31. 34. External Forces Influencing the chasm crossing SUCCES IN CROSSING THE CHASM COMPETITION DOMINANT DESIGN CRITICAL MASS MARKET CIRCUMSTANCES

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