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Business Development from a Market-Oriented perspective

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Business Development & Innovation

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Business Development from a Market-Oriented perspective

  1. 1. March 2015 Roy Schütt MSc BUSINESS DEVELOPMENT: INNOVERENVANUIT EEN MARKT ORIENTERING PERSPECTIEF
  2. 2. © DIWANIYA B.V. 31-03-15 2 BUSINESS DEVELOPMENT ALOUDE MARKETING PRINCIPES IN EEN NIEUW JASJE? §  Business  Development  is  een  rela1ef  jong  begrip  dat  aan  een  flinke   opgang  bezig  is   §  De  term  Business  Development  wordt  vaak  te  pas  en  te  onpas   gebruikt.  Niet  zelden  is  duidelijk  wat  er  precies  mee  wordt  bedoeld   §  Hoe  verhoudt  Business  Development  zich  dan  tot  de  ingeburgerde   begrippen  als  innova1e,  marke1ng,  new  product  development,   markt  oriënta1e  en  strategisch  management?     §  Voegt  Business  Development  iets  toe,  of  is  het  oude  wijn  in  nieuwe   zakken?   §  Wat  is  Business  Development  eigenlijk?  
  3. 3. © DIWANIYA B.V. 31-03-15 3 BUSINESS DEVELOPMENT CORE DISCIPLINES
  4. 4. © DIWANIYA B.V. 31-03-15 4
  5. 5. © DIWANIYA B.V. 31-03-15 5 INDUSTRIAL SOCIETY 2005 - PRESENT “INTERACTION AND CHANGE”
  6. 6. © DIWANIYA B.V. 31-03-15 6 4E GENERATION SYSTEM DYNAMICS MODEL CIM: INNOVATION ON MACRO LEVEL Source: Cyclic Innovation Model [Prof. Dr. A.J. Berkhout, 2005]
  7. 7. © DIWANIYA B.V. 31-03-15 7
  8. 8. © DIWANIYA B.V. 31-03-15 8 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  zeFen  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  productporHolio,  het  succesvol  creëren  of   aanboren  van  nieuwe  markten,  ontwikkelen  van  nieuwe  business   modellen  tot  het  ‘slim’  opschuiven  in  de  waardeketen,  fusies  en   overnames  
  9. 9. MARKET(ING) INNOVATIONS IMPLEMENTATION OF NEW IDEAS IMPLEMENTATION OF NEW IENTRY ORGANISATION INNOVATIONS IMPLEMENTATION OF NEW ENTRY IMPLEMENTATION OF NEW IDEAS © DIWANIYA B.V. 31-03-15 9 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?
  10. 10. © DIWANIYA B.V. 31-03-15 10 MARKT ORIENTERING HET BEGRIP ‘MARKT’ KENT VERSCHILLENDE INTERPRETATIES MARKETING INNOVATIONS ORGANISATION INNOVATIONS ORGANISATION 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 NEW PRODUCT DEV. AND 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
  11. 11. EXISTING( MARKET(DOMAIN( 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( MARKET(DOMAIN( COMPETITIVE( ADVANTAGE(FROM( ORGANISATION( PERSPECTIVE( © DIWANIYA B.V. 31-03-15 11 ‘MARKT ORIENTED’ INNOVEREN IS DUS EIGENLIJK SCHAKEN OPVIER BORDEN TEGELIJKERTIJD Based on the 4P innovation mix developed by John Bessant and Joe Tidd
  12. 12. THE CIRCLE OF CHANGE PART II – CYCLIC BUSINESS DEVELOPMENT REFERENCE MODEL
  13. 13. © DIWANIYA B.V. 31-03-15 13 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 NEW PRODUCT DEV. AND MARKET FOCUS INDUSTRY TRANSITION MARKET INTELLIGENCE AND STRUCTURES MARKET TRANSITION MARKETING RESEARCH AND BEHAVIOUR CUSTOMER DRIVEN CAPABILITY DRIVEN CAPACITY DRIVEN CAPACITY DRIVEN COMPETITOR DRIVEN COMPETITOR DRIVEN ORGANISATIONINNOVATIONS MARKETINGINNOVATIONS MARKET ENVIRONMENT BUYERS MARKET
  14. 14. © DIWANIYA B.V. 31-03-15 14 BUSINESS DEVELOPMENT ROL, TAKEN EN ACTIVITEITEN §  Adviseert   en   begeleidt   het   senior   management   en   direc1es   van   bedrijven   die   worstelen   met   de   situa1e   om   naast   noodzakelijke   verbeteringen  ook  structurele  veranderingen  in  het  bedrijf  door  te   voeren   §  Ontlast   ze   van   de   1jdrovende   taken   en   processen   met   betrekking   tot   product,   markt   en   organisa1e   vernieuwing   vanuit   een   markt-­‐ oriëntering  perspec1ef   §  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   zeFen   en   daadwerkelijk  meer  geld  te  laten  verdienen  (DOEN)  
  15. 15. © DIWANIYA B.V. 31-03-15 15 BUSINESS DEVELOPMENT RAAMWERK een nimmer eindigende cyclus van dromen, denken, durven en doen 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 NEW PRODUCT DEV. AND MARKET FOCUS INDUSTRY TRANSITION MARKET INTELLIGENCE AND STRUCTURES MARKET TRANSITION MARKETING RESEARCH AND BEHAVIOUR CUSTOMER DRIVEN CAPABILITY DRIVEN CAPACITY DRIVEN CAPACITY DRIVEN COMPETITOR DRIVEN COMPETITOR DRIVEN ORGANISATIONINNOVATIONS MARKETINGINNOVATIONS MARKET ENVIRONMENT BUYERS MARKET
  16. 16. © DIWANIYA B.V. 31-03-15 16 BUSINESS DEVELOPMENT MANIFESTATIONS POSITIONING, PROCESS, PORTFOLIO, PARADIGM
  17. 17. © DIWANIYA B.V. 31-03-15 17 POSITIONING INNOVATIONS CREATE SUPERIOR PERFORMANCE IN CUSTOMER PERCEIVED VALUE TO PRODUCTS
  18. 18. PRODUCT DEVELOPMENT IMPLEMENTATION OF NEW PRODUCT IDEAS IMPLEMENTATION OF NEW PRODUCT ENTRY POSITIONING INNOVATIONS MARKET TRANSITION COMPETITOR DRIVEN CUSTOMER DRIVEN © DIWANIYA B.V. 31-03-15 18 Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012] OBTAINING PRODUCT LEADERSHIP BY REDEFINING THE PRODUCT
  19. 19. PRODUCT DEVELOPMENT IMPLEMENTATION OF NEW PRODUCT IDEAS IMPLEMENTATION OF NEW PRODUCT ENTRY POSITIONING INNOVATIONS MARKET TRANSITION COMPETITOR DRIVEN CUSTOMER DRIVEN © DIWANIYA B.V. 31-03-15 19 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”
  20. 20. PRODUCT DEVELOPMENT IMPLEMENTATION OF NEW PRODUCT IDEAS IMPLEMENTATION OF NEW PRODUCT ENTRY POSITIONING INNOVATIONS MARKET TRANSITION COMPETITOR DRIVEN CUSTOMER DRIVEN © DIWANIYA B.V. 31-03-15 20 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
  21. 21. © DIWANIYA B.V. 31-03-15 21 CREATE SUPERIOR PERFORMANCE IN PRODUCT BELIEVE AND EXPERIENCE PRODUCT DEVELOPMENT IMPLEMENTATION OF NEW PRODUCT IDEAS IMPLEMENTATION OF NEW PRODUCT ENTRY POSITIONING INNOVATIONS 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
  22. 22. © DIWANIYA B.V. 31-03-15 22 PROCESS INNOVATIONS CREATE SUPERIOR PERFORMANCE IN FIRM’S VALUE OFFERING TO CUSTOMERS
  23. 23. ORGANISATION DEVELOPMENT IMPLEMENTATION OF NEW ORGANIZATIONAL IDEAS IMPLEMENTATION OF NEW ORGANIZATIONAL ENTRY PROCESS INNOVATIONS MARKET TRANSITION COMPETITOR DRIVEN CUSTOMER DRIVEN © DIWANIYA B.V. 31-03-15 23 OBTAINING PERFORMANCE LEADERSHIP BY REDEFINING THE BUSINESS ARCHITECTURE Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]
  24. 24. ORGANISATION DEVELOPMENT IMPLEMENTATION OF NEW ORGANIZATIONAL IDEAS IMPLEMENTATION OF NEW ORGANIZATIONAL ENTRY PROCESS INNOVATIONS MARKET TRANSITION COMPETITOR DRIVEN CUSTOMER DRIVEN © DIWANIYA B.V. 31-03-15 24 CREATE SUPERIOR PERFORMANCE IN FIRM’S VALUE OFFERING TO CUSTOMERS DIFFERENTIATION AS COMPETITIVE STRATEGY DIVERSIFICATION AS GROWTH STRATEGY Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957) “UNIQUENESS” “SUSTAINABLE COMPETITIVE ADVANTAGE”
  25. 25. ORGANISATION DEVELOPMENT IMPLEMENTATION OF NEW ORGANIZATIONAL IDEAS IMPLEMENTATION OF NEW ORGANIZATIONAL ENTRY PROCESS INNOVATIONS MARKET TRANSITION COMPETITOR DRIVEN CUSTOMER DRIVEN © DIWANIYA B.V. 31-03-15 25 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
  26. 26. © DIWANIYA B.V. 31-03-15 26 ORGANISATION DEVELOPMENT IMPLEMENTATION OF NEW ORGANIZATIONAL IDEAS IMPLEMENTATION OF NEW ORGANIZATIONAL ENTRY 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
  27. 27. © DIWANIYA B.V. 31-03-15 27 PORTFOLIO INNOVATIONS CREATE SUPERIOR PERFORMANCE IN PRODUCT OFFERING TO THE MARKET SPACE
  28. 28. OBTAINING MARKET LEADERSHIP BY REDEFINING THE MARKET © DIWANIYA B.V. 31-03-15 28 Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012] PRODUCT DEVELOPMENT IMPLEMENTATION OF NEW MARKET IDEAS IMPLEMENTATION OF NEW MARKET ENTRY PORTFOLIO INNOVATIONS INDUSTRY TRANSITION CAPACITY DRIVEN CAPABILITY DRIVEN
  29. 29. CREATE SUPERIOR PERFORMANCE IN PRODUCT OFFERING TO THE MARKET SPACE PRODUCT DEVELOPMENT IMPLEMENTATION OF NEW MARKET IDEAS IMPLEMENTATION OF NEW MARKET ENTRY PORTFOLIO INNOVATIONS INDUSTRY TRANSITION CAPACITY DRIVEN CAPABILITY DRIVEN © DIWANIYA B.V. 31-03-15 29 DIFFERENTIATION AS COMPETITIVE STRATEGY DIVERSIFICATION AS GROWTH STRATEGY Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957) “UNIQUENESS” “SUSTAINABLE COMPETITIVE ADVANTAGE”
  30. 30. PRODUCT DEVELOPMENT IMPLEMENTATION OF NEW MARKET IDEAS IMPLEMENTATION OF NEW MARKET ENTRY PORTFOLIO INNOVATIONS INDUSTRY TRANSITION CAPACITY DRIVEN CAPABILITY DRIVEN © DIWANIYA B.V. 31-03-15 30 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
  31. 31. © DIWANIYA B.V. 31-03-15 31 CREATE SUPERIOR PERFORMANCE IN PRODUCT SYSTEM AND PERFORMANCE PRODUCT DEVELOPMENT IMPLEMENTATION OF NEW MARKET IDEAS IMPLEMENTATION OF NEW MARKET ENTRY PORTFOLIO INNOVATIONS 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
  32. 32. © DIWANIYA B.V. 31-03-15 32 PARADIGM INNOVATIONS CREATE SUPERIOR PERFORMANCE IN FIRM’SVALUE OFFERING TO STAKE HOLDERS
  33. 33. ORGANISATION DEVELOPMENT IMPLEMENTATION OF NEW BUSINESS IDEAS IMPLEMENTATION OF NEW BUSINESS ENTRY PARADIGM INNOVATIONS INDUSTRY TRANSITION CAPACITY DRIVEN CAPABILITY DRIVEN © DIWANIYA B.V. 31-03-15 33 OBTAINING STRATEGIC LEADERSHIP BY REDEFINING THE BUSINESS Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]
  34. 34. ORGANISATION DEVELOPMENT IMPLEMENTATION OF NEW BUSINESS IDEAS IMPLEMENTATION OF NEW BUSINESS ENTRY PARADIGM INNOVATIONS INDUSTRY TRANSITION CAPACITY DRIVEN CAPABILITY DRIVEN © DIWANIYA B.V. 31-03-15 34 CREATE SUPERIOR PERFORMANCE IN FIRM’SVALUE OFFERING TO STAKE HOLDERS DIFFERENTIATION AS COMPETITIVE STRATEGY DIVERSIFICATION AS GROWTH STRATEGY Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957) “UNIQUENESS” “SUSTAINABLE COMPETITIVE ADVANTAGE”
  35. 35. ORGANISATION DEVELOPMENT IMPLEMENTATION OF NEW BUSINESS IDEAS IMPLEMENTATION OF NEW BUSINESS ENTRY PARADIGM INNOVATIONS INDUSTRY TRANSITION CAPACITY DRIVEN CAPABILITY DRIVEN © DIWANIYA B.V. 31-03-15 35 CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN BELIEF, ATTITUDE AND BEHAVIOUR CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN COLLABORATION CREATE SUPERIOR PERFORMANCE IN ORGANISATION CULTURE AND STRATEGIC ALLIANCE
  36. 36. © DIWANIYA B.V. 31-03-15 36 CREATE SUPERIOR PERFORMANCE IN ORGANISATION CULTURE AND STRATEGIC ALLIANCE ORGANISATION DEVELOPMENT IMPLEMENTATION OF NEW BUSINESS IDEAS IMPLEMENTATION OF NEW BUSINESS ENTRY PARADIGM INNOVATIONS INDUSTRY TRANSITION CAPACITY DRIVEN CAPABILITY DRIVEN CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN BELIEF, ATTITUDE AND BEHAVIOUR CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN COLLABORATION
  37. 37. © DIWANIYA B.V. 31-03-15 37
  38. 38. © DIWANIYA B.V. 31-03-15 38 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: info@diwaniya.nl
  39. 39. © DIWANIYA B.V. 31-03-15 39 THANKS FOR YOUR ATTENTION

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