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Van bedrijfskolom naar waardenetwerken


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Over het afbreken van bedrijfskolommen en het opbouwen van waardenetweken. De verticale integratie in bedrijfskolommen neemt af; er komen meer open business models, klassieke rolverdelingen tussen klant en leverancier verdwijnen, value networks groeien. We krijgen een economische ordening rondom de situatie van de eindgebruiker.

Published in: Marketing, Technology, Business
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Van bedrijfskolom naar waardenetwerken

  1. 1. Towards new value networks Ed Peelen
  2. 2. Urgency >Mobile telcos f.e.: – We transport (commodity) – Market volume grows – Market opportunity vs wrong revenue model (data stream) – Core assets is not core competency anymore? Are you making money on your key assets?
  3. 3. Tipping points change drivers F.e. Solar technology 3
  4. 4. Tipping point change drivers F.e. mobile technology
  5. 5. Tipping point change drivers: people & planet
  6. 6. Tipping point Change driver: society > Relieving the states that make life miserable… has made building the states that make life worth living less of a priority. The time has finally arrived for a science that seeks to understand positive emotion, build strength and virtue, and provide guideposts for finding what Aristotle called the ‘good life.’” ~ Martin Seligman 6
  7. 7. Tipping point Change driver: society > “The universe is made of stories, not atoms.” > During the Middle Ages, the dominant monoculture was one of religion and superstition. > Ours, Micheals demonstrates, is a monoculture shaped by economic values and assumptions. > Challenge: move past its confines to live a more authentic life within a broader spectrum of human values. 7
  8. 8. Tipping point… 8
  9. 9. 9
  10. 10. 7/7/2014 10 Source: Ostenwalder et al
  11. 11. Economic structures 11
  12. 12. Economic structures 12
  13. 13. Unbundling >Procter & Gamble >Tap in on innovations from others – Proposition – Packaging – Patent >Swiffer
  14. 14. >Linux software >Android >LEGO >Nabuurschap >Sell-A-Bend >Pros and cons? Open Business Models
  15. 15. Complete assortment > Drivers: – Underground economy (music, 2nd hand) – E-commerce – Filters, search engines > 80% of sales and >80% of profit from the long tale Long tail
  16. 16. Ecosystem >Resilient structures that are able to adapt to changes in the environment, and as fragile structures that can collapse >Members in the eco system are interdependent >Species evolve (change) in and endless reciprocal cycle >There are dominant combinations; they lose leadership if things change too radically >Metaphor to business; specific form of network or value constellation Source: den Ouden
  17. 17. Ecosystem >Nobody has a complete overview, only his own subjective view >There is no single, objective network >Build on tight and loose connections >Understanding each others needs is a prerequisite >Understanding your impact on the ecosystem as a whole >Boundaries are unclear Source: den Ouden
  18. 18. Ecosystem >From firm level thinking to holistic thinking >Nobody can do it on his own >Consumers will be come active co-creators >From competition to co-opetition >No hierarchical supervision >Constellation for learning by doing >Flourish if there is a high level of trust (stimulates co-operation; diminishes demand for formal agreements) >Person’s reputation plays a role >Monitoring by peers Source: den Ouden
  19. 19. Event Context event Personal relevance Involvement An irregular heartbeat at 11 o’clock in the morning at home Versus an irregular heartbeat downtown in the middle of the night Individual consumer Source: Prahalad et al. The value is in the individual, not in the product
  20. 20. “Who the hell wants to hear actors talk?” H. Warner, Warner Bros., 1927 The challenge
  21. 21. The challenge 23
  22. 22. The challenge