BOTS “ Waardecreatie doorsamenwerking”Baarn, 23 maart 2011
2Het programma#      Time                                  Activities1   16:30 – 17:00   Ontvangst2   17:00 – 17:15   Welk...
3Waardecreatie wat betekent dat voor jou?                          =
4Door wereldwijde veranderingen neemt hetbelang van samenwerking toe•  De zoektocht naar goedkopere arbeidskrachten leidde...
5Echter, veel organisaties vragen zich af hoedit te organiseren•  Hoe ga je om met controle versus vertrouwen•  Hoe voorko...
Duurzame commerciële relaties            trusted value management™6	           Hans Hopmans, 2011
Waarom komen écht succesvolle   zakelijke B2B relaties zo     moeizaam tot stand?
Verkoop is nog steeds         negatief kritisch over Inkoop:       1.  Praten over Kosten, Doen in Prijs       2.  Inkoop ...
Veel inkopers en verkopers  knevelen elkaar in het      machtsdenken.
WHAT is making B2B Relationships sustainable                                           Strategic                          ...
Waardecreatieprodukt + functionaliteit + toegevoegde waarde   vertrouwen
Resultaat                     Afhandeling                          Emotie    Wat krijg ik? Produkten, Diensten,           ...
Waardecreatie         produkt + functionaliteit + toegevoegde waardeMeer                                          Minder  ...
Waardecreatie terreinen (economic value)1.     Sales (Product Mix x Price x Quantity)      1.     Verkoop (Produkt Mix x P...
Economic Value      + Social Value  Business   trust
Vertrouwen is     geen ‘soft’ issue
Competenties   Karakter
Competenties                  Karakter know-how / skills           integriteit / respect bereikte resultaten             c...
hoog                                                                                                               toekoms...
Managing Sustainable B2B Relationships                                           Strategic                                ...
Operational           StrategicEffectiveness                =     PositioningRun the same        Choose to run a race fast...
Operational Effectiveness  Assimilating, attaining and  extending best practices
Strategic Positioning   Creating a unique and sustainable valueproposition, with a different tailored value chain,with cle...
Shaping markets►matching strategy    Differrent race     Faster race     Same race                      Trust level   Valu...
Managing Sustainable B2B Relationships                                           Strategic                                ...
8 samenwerkingsaspecten1.  Vertegenwoordigen (represent)    De samenwerking richt zich niet op het realiseren van onderlin...
Presentatie Dries FaemsBaarn, 23 maart 2011
Managing value creation in R&D            alliances               Dr. Dries Faems  Associate Professor, University of Twen...
R&D alliances•  Formal arrangement between a limited   number of otherwise independent   organizations in which R&D is at ...
R&D alliances and innovation performance •  Results of study on Belgian CIS data (Faems,    Van Looy & Debackere, 2005)   ...
However!!!•  Failure rate of individual R&D alliances   ranges between 50 and 80%•  In almost 80% of cases, managers from ...
Value creation challenges in R&D alliances:  •  Challenge 1: Minimizing the risk that the     other partner opportunistica...
Challenge 1: Mitigating opportunistic behavior   •  Two potential strategies      –  Contractual strategy: Negotiating a c...
Illustration:•  JET: High-tech SME, specialized in the development   of advanced inkjet printheads•  GRAPH: International ...
Governance Level           Operational Level               Managerial Level            Narrow contractual       Limited jo...
Conclusion•  Content of the contract substantially   influences trust dynamics in R&D   alliances•  The more the content o...
Challenge 2: Coordinating across              different cultures•  When they [= entrepreneurial partner] said we want to i...
Illustration•  Optical Glass Technology (OGT)   Alliance between GCOMP and OPTICS  –  GCOMP: International company active ...
First year of OGT alliance•  OPTICS makes limited progress in developing industrial   prototypes   –  Limited willingness ...
Second year of OGT alliance•  GCOMP makes substantial progress in attracting   potential customers. However, industrial pr...
Third year of OGT alliance•  GCOMP engineer manages to gradually   establish trustful relationship with OPTICS   engineers...
Conclusion•  Importance of boundary spanning   individuals to bridge differences in   organizational culture
(2) Structural Design of                            Interfirm Project                    - Governance structure (1) Innova...
Value Creation in           Merger & Acquisitions•  NWO Veni Grant of 250.000 euro to conduct   case study research on val...
•  Questions and Comments?      •  Other Challenges?   •  Your own experiences?
48Samenwerkingsvormen
49De bouwstenen van iedere samenwerking
50 Jullie mening1.  Samenwerking met concurrenten is een illusie2.  De markt is opportunistisch en heeft maar weinig belan...
51Bedankt!           Stefan Schaap           +31 6463 21980           s.schaap@kirkmancompany.com           Sanne Meijboom...
Bots waardecreatie door samenwerking 23 maart 2011
Bots waardecreatie door samenwerking 23 maart 2011
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Bots waardecreatie door samenwerking 23 maart 2011

  1. 1. BOTS “ Waardecreatie doorsamenwerking”Baarn, 23 maart 2011
  2. 2. 2Het programma# Time Activities1 16:30 – 17:00 Ontvangst2 17:00 – 17:15 Welkom en kick-off 17:15 – 18:00 Presentatie Hans Hopmans3 De ruilmarkt van waarde en vertrouwen: de mismatch tussen inkopers en verkopers" 18:00 – 18:45 Presentatie Dries Faems4 "Het managen van waardecreatie in innovatiegerichte samenwerking: contractuele en/of relationele strategieën"5 18:45 – 19:30 Discussie6 19:30 – 20:30 Diner + borrel
  3. 3. 3Waardecreatie wat betekent dat voor jou? =
  4. 4. 4Door wereldwijde veranderingen neemt hetbelang van samenwerking toe•  De zoektocht naar goedkopere arbeidskrachten leidde tot het exploreren over grenzen heen•  Snelle technologische ontwikkelingen ondersteunen het leggen van global contact•  Wereldwijde concurrentie dwingt tot snellere time to market•  Het klimaatprobleem leidt tot het bundelen van krachten voor een gezamenlijke aanpak•  Organisaties bundelen krachten om een nieuwe markt te betreden of een groter marktbereik te realiseren
  5. 5. 5Echter, veel organisaties vragen zich af hoedit te organiseren•  Hoe ga je om met controle versus vertrouwen•  Hoe voorkom je opportunistisch gedrag•  Wat is de basis om een goede samenwerking te organiseren•  Hoe kan je het optimale uit de relatie halen en waarde creeren•  Hoe ga je om met behoud van intellectual property in een relatie waarin concurrenten samenwerken•  Hoe zorg je ervoor dat verschillende partijen eenzelfde doel nastreven
  6. 6. Duurzame commerciële relaties trusted value management™6 Hans Hopmans, 2011
  7. 7. Waarom komen écht succesvolle zakelijke B2B relaties zo moeizaam tot stand?
  8. 8. Verkoop is nog steeds negatief kritisch over Inkoop: 1.  Praten over Kosten, Doen in Prijs 2.  Inkoop wil KT-scoren (spreadsheet-relatie) 3.  Gatekeeper i.p.v. netwerkbouwer 4.  Focus op Afhankelijkheidsreductie 5.  Onprofessionele bejegening Bron: Feedback van ISAM-studenten 2004-2011 SW-MHB016-2003-06-12-SIR-V1 88
  9. 9. Veel inkopers en verkopers knevelen elkaar in het machtsdenken.
  10. 10. WHAT is making B2B Relationships sustainable Strategic Fit Value Mastering Time-2-Act Trust Collaborative Model The Trusted Value Model ™Managing sustainable B2B relationships Hans Hopmans, 2008
  11. 11. Waardecreatieprodukt + functionaliteit + toegevoegde waarde vertrouwen
  12. 12. Resultaat Afhandeling Emotie Wat krijg ik? Produkten, Diensten, + Hoe krijg ik het? Leveringsproces, + Wat voel ik erbij? Imago, Reputatie,Services, Infrastructuur Interactie, Interface Experiences etc. etc. etc. Prijs Moeite Hoeveel kost het? Prijs, Fluctuaties, Differentiaties, + Wat moet ik ervoor doen? Tijd, energie, sores, onveiligheid Korting etc. etc.
  13. 13. Waardecreatie produkt + functionaliteit + toegevoegde waardeMeer Minder omzet kosten kwaliteit risicoflexibiliteit kapitaalbeslag service inspanning innovatie tijd
  14. 14. Waardecreatie terreinen (economic value)1.  Sales (Product Mix x Price x Quantity) 1.  Verkoop (Produkt Mix x Prijs x Volume)2.  Customer Responsiveness 2.  Reactievermogen op klantwensen/-klachten3.  Timely Supply (delivery & fulfilment) 3.  Tijdige levering / nakoming afspraken4.  Transport & Distribution 4.  Transport & distributie5.  Quality of Products & Services 5.  Kwaliteit van Produkten & Diensten6.  Overhead Costs 6.  Kosten van Bedrijfsvoering / ondersteunend proces7.  Operating Process / Procedures Efficiency 7.  Operationele werkprocessen & procedures8.  Cost of Materials & Production 8.  Kosten van materialen en produktie9.  Inventory 9.  Inventaris, voorraad10.  Asset utilization 10.  Gebruik/produktiviteit van investeringen11.  Productivity 11.  Algemene productiviteit12.  Innovation / R&D 12.  Innovatie / Onderzoek & Ontwikkeling13.  Cash Management 13.  Geldstroom / kaspositie / werkkapitaal14.  Risk Management 14.  Risico Management15.  Supply Chain Relationships 15.  Relaties / Relatiekwaliteit in de waardeketen16.  Change/Response Ability 16.  Veranderkundigheid / Reactie-vermogen
  15. 15. Economic Value + Social Value Business trust
  16. 16. Vertrouwen is geen ‘soft’ issue
  17. 17. Competenties Karakter
  18. 18. Competenties Karakter know-how / skills integriteit / respect bereikte resultaten consistentheid innovatiekracht transparantheid executiekracht loyaliteit / intentie verbindingskracht betrouwbaarheid luisteren naar de klant /leverancier maatschappelijke bijdrage
  19. 19. hoog toekomstbestendige korte duurzame Trust Drivers termijn relatie relatieCompetenties Karakter (concurrent termijn) (impact termijn)know-how / skills integriteit / respectbereikte resultaten consistentheidinnovatiekracht transparantheidexecutiekrachtverbindingskracht vertrouwen loyaliteit / intentie betrouwbaarheid geen relatie, middellange luisteren naar de klant /leverancier (tenzij er geen termijn relatie maatschappelijke bijdrage alternatieven zijn) (contract termijn) laag Terreinen van Waardecreatie hoog 1. Sales waardecreatie 9. Inventory (Product Mix x Price x Quantity) 2. Customer Responsiveness 10. Asset utilization 3. Timely Supply 11. P roductivity (delivery & fulfilment) 4. Transport & Distribution 12. Innovation / R&D 5. Quality of Products & Services 13. Cash Management 6. Overhead Costs 14. Risk Management 7. Operating Process / 15. Supply Chain Relationships Procedures Efficiency 8. Cost of Materials & Production 16. Change/Response Ability
  20. 20. Managing Sustainable B2B Relationships Strategic Fit Value Mastering Time-2-Act Trust Collaborative Model The Trusted Value Model ®Managing sustainable B2B relationships Hans Hopmans, 2008
  21. 21. Operational StrategicEffectiveness = PositioningRun the same Choose to run a race faster different race
  22. 22. Operational Effectiveness Assimilating, attaining and extending best practices
  23. 23. Strategic Positioning Creating a unique and sustainable valueproposition, with a different tailored value chain,with clear tradeoffs, performed by activities that reinforce each other.
  24. 24. Shaping markets►matching strategy Differrent race Faster race Same race Trust level Value Impact
  25. 25. Managing Sustainable B2B Relationships Strategic Fit Value Mastering Time-2-Act Trust Collaborative Model The Trusted Value Model ®Managing sustainable B2B relationships Hans Hopmans, 2008
  26. 26. 8 samenwerkingsaspecten1.  Vertegenwoordigen (represent) De samenwerking richt zich niet op het realiseren van onderlinge transacties maar op het gezamenlijk behartigen van een gemeenschappelijk belang. Bijvoorbeeld het gezamenlijk optreden naar de overheid.2.  Leveren (supply) De samenwerking beperkt zich het slechts leveren van produkten of diensten van opdrachtnemer aan opdrachtgever. De organisaties hebben verder geen strategische of operationele verbindingen.3.  Ondersteunen (support) Naast de levering van produkten of diensten ondersteunen de organisaties elkaar bij het soepel laten verlopen van de pre- en posttransactionele processen.4.  Verbeteren (improve) De organisaties stellen hun transacties ook in het kader van het realiseren van verbeteringen. Men zoekt best practices om deze toe te passen in de onderlinge relatie of in de waardepropositie naar de eindklant.5.  Herverdelen (in/outsourcing) Organisaties herverdelen de verantwoordelijkheden, investeringen en activiteiten in de onderlinge waardeketen. Daar kunnen verschillende redenen voor zijn. Deze herverdeling leidt vaak tot een zeer nauwe samenwerking gedurende tenminste de eerste jaren na de herverdeling.6.  Uitbreiden (expand) De samenwerking heeft ten doel om door bundeling van krachten het bestaande, bewezen zakelijke succes van één van de partners ( of van beide partners) uit te breiden zonder daarbij te tornen aan elkaars rolpositie in de keten. Bijvoorbeeld het samen uitrollen van een succesvol distributieconcept in andere landen.7.  Vernieuwen (innovate) Samenwerking richt zich op het functioneel bundelen van krachten (mensen, middelen, technologie, kennis etc.) om samen nieuwe kennis, produkten, business concepten, proposities te ontwikkelen. Meestal neemt één van de partners de hoofdrol bij het vermarkten van de innovatie.8.  Ondernemen (enterprise) De samenwerking richt zich op het samen ondernemen, het echt delen van risico’s en kansen bij het in de (eventueel nieuwe) markt brengen van (eventueel nieuwe) produkten en diensten.
  27. 27. Presentatie Dries FaemsBaarn, 23 maart 2011
  28. 28. Managing value creation in R&D alliances Dr. Dries Faems Associate Professor, University of TwenteResearch Fellow, Katholieke Universiteit Leuven
  29. 29. R&D alliances•  Formal arrangement between a limited number of otherwise independent organizations in which R&D is at least part of the collaborative effort
  30. 30. R&D alliances and innovation performance •  Results of study on Belgian CIS data (Faems, Van Looy & Debackere, 2005) –  Alliances with customers and suppliers positively influence incremental innovation performance –  Alliances with universities and knowledge institutes positively influence radical innovation performance –  Companies that want to improve existing products as well as create new products benefit from a balanced alliance portfolio in which both different types of alliances are present
  31. 31. However!!!•  Failure rate of individual R&D alliances ranges between 50 and 80%•  In almost 80% of cases, managers from entrepreneurial firms felt unfairly exploited by their large firm partners (Alvarez & Barney, 2001)
  32. 32. Value creation challenges in R&D alliances: •  Challenge 1: Minimizing the risk that the other partner opportunistically abuses the collaboration •  Challenge 2: Maximizing coordinated action in the presence of cultural differences
  33. 33. Challenge 1: Mitigating opportunistic behavior •  Two potential strategies –  Contractual strategy: Negotiating a complex contract at the beginning of the collaboration –  Relational strategy: Building a trustfull relationship between both partners •  Question 1: Which strategy would you apply •  Question 2: What is the relationship between both strategies –  Contractual and relational strategies as substitutes –  Contractual and relational strategies as complements
  34. 34. Illustration:•  JET: High-tech SME, specialized in the development of advanced inkjet printheads•  GRAPH: International company active in imaging industry
  35. 35. Governance Level Operational Level Managerial Level Narrow contractual Limited joint sensemaking on Negative goodwill trust interface structure unexpected technological dynamics problems Rigid application of Contract compliance behavior SSH contract Negative goodwill trust Joint sensemaking onAlliance unexpected technological dynamics problems further reduces Negative competence trust Lowered expectations of dynamics feasibility of project Broad contractual Extensive joint sensemaking Positive goodwill trust interface structure on unexpected technological dynamics problems Flexible application of Search for qualitative ESH contract solutions Positive goodwill trust dynamicsAlliance Joint sensemaking on unexpected technological problems further increases Positive competence trust Heightened expectations dynamics of feasibility of project
  36. 36. Conclusion•  Content of the contract substantially influences trust dynamics in R&D alliances•  The more the content of the contract is aligned with the nature of the task, the higher the probability of value creation
  37. 37. Challenge 2: Coordinating across different cultures•  When they [= entrepreneurial partner] said we want to improve the performance of the technology they actually meant we continuously want to invent new products. At the same time, we [=established partner] were saying: If you want to improve the performance, you have to focus on your existing product and make sure that you can produce it in a good way with stable and consistent quality.•  They [= entrepreneurial partner] solved each problem with a new one. This is typical in a R&D environment. However, you need to focus on problems within an existing constellation. You need to try it step by step. When you come up with totally new solutions, these solutions will trigger new problems.•  That is a huge clash of cultures. You are all engineers, but you have different labels after the engineer and it is surprising how such differences make communication as well as understanding difficult.
  38. 38. Illustration•  Optical Glass Technology (OGT) Alliance between GCOMP and OPTICS –  GCOMP: International company active in the domains of metals and materials –  OPTICS: High-tech SME, specialized in the development of optical lenses –  Purpose of alliance: Development and industrialization of optical glass lenses for the automotive industry
  39. 39. First year of OGT alliance•  OPTICS makes limited progress in developing industrial prototypes –  Limited willingness to focus on exploitative activities despite financial incentives •  GCOMP wanted to commercialize as quickly as possible… [However], we were specialists. We first wanted to achieve perfect quality before initiating production. (OPTICS engineer) –  Limited ability to conduct exploitative activities •  The people at OGT really were R&D people… They were not used to do process engineering. They were working in a laboratory. Their reasoning was: let s try something; if it works we have a process. However, this is not our definition of a stable process. (GCOMP engineer) –  Limited willingness to actively involve established partner •  His [=CEO of OPTICS] expectations were that we would provide financial support and that he could autonomously continue what he intended to do…From the start, we had stressed that we were not solely a financial partner, but that we also would play a more guiding role. However, I think that he did not understand what this guiding role exactly implied. (GCOMP manager)
  40. 40. Second year of OGT alliance•  GCOMP makes substantial progress in attracting potential customers. However, industrial prototypes remain absent•  GCOMP decides to send one engineer on a regular basis to the facility of OPTICS to gradually influence the activities at OPTICS –  GCOMP was not to become the driving force of the activities because that would destroy the innovativeness at OPTICS. On the other hand, you see that these people, although they might be innovative, make errors that can slow down the activities. To handle such a situation well causes risks. Either you interfere, which may cause the innovators to leave, or you don t, which may cause the project to result in nothing (GCOMP manager)
  41. 41. Third year of OGT alliance•  GCOMP engineer manages to gradually establish trustful relationship with OPTICS engineers –  Each time that I visited them, the intensity of the discussions was increased. In this way, I gradually obtained their trust (GCOMP process engineer)•  GCOMP becomes more actively involved in the technological activities, contributing to the successful development of industrial prototypes
  42. 42. Conclusion•  Importance of boundary spanning individuals to bridge differences in organizational culture
  43. 43. (2) Structural Design of Interfirm Project - Governance structure (1) Innovation - Contractual design: Context of * Formal contractInterfirm project (complexity + content)-Explorative * Psychological contractversus - Organizational designexploitative (4) Performance-Modular versus (3) Relational Quality of of Interfirmarchitectural Interfirm Project Project- Incremental -  Degree of interfirm trustversus radical (goodwill + competence) -  Degree of interfirm conflict (task + relational) -  Degree of communication
  44. 44. Value Creation in Merger & Acquisitions•  NWO Veni Grant of 250.000 euro to conduct case study research on value creation in M&A –  How to provide the acquired unit substantial autonomy to stay innovative and, at the same time, implement sufficient coordination to realize synergies? –  How does the presence/absence of prior collaboration influences the ability to manage the coordination-autonomy dilemma in M&A?
  45. 45. •  Questions and Comments? •  Other Challenges? •  Your own experiences?
  46. 46. 48Samenwerkingsvormen
  47. 47. 49De bouwstenen van iedere samenwerking
  48. 48. 50 Jullie mening1.  Samenwerking met concurrenten is een illusie2.  De markt is opportunistisch en heeft maar weinig belang bij echt samenwerken3.  Zonder vertrouwen kun je ook samenwerken en waarde creeren4.  Inkopers houden te veel vast aan tradtionele klant- leveranciersrelaties5.  Je kunt pas echt samenwerken als je een gelijkwaardige relatie hebt6.  Samenwerking is alleen te realiseren indien de belangen van de partijen gelijk zijn7.  Je gaat alleen samenwerken indien je het niet kunt kopen
  49. 49. 51Bedankt! Stefan Schaap +31 6463 21980 s.schaap@kirkmancompany.com Sanne Meijboom +31 6394 72045 s.meijboom@kirkmancompany.com

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