This is the Presentation by Dr. Dominique Christ at the HTB learning on 12 September 2023.

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IP STRATEGY
INTEGRATION OF IP INTO BUSINESS MODELS
DOMINIQUE CHRIST| 12TH SEPTEMBER 2023

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IP STRATEGY
PRESENTER
Dr. Dominique Christ
 IP practitioner, partner for companies on topics such as IP strategy,
innovation and overall business transformation
 Board Member and Managing Director Consulting for Dennemeyer
Group's business relationships with the world's largest companies
 Expert in the further development of IP strategies with the
involvement of top management
 Worked previously for leading global top management consulting
firm, advising clients on strategic business development and digital
transformation
 business lawyer, has completed his MBA in the USA and holds a
Spanish lawyer's title.

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SIMPLE CONTENT OVERVIEW
 Integration of IP in Business Models:
Generic IP-Strategies
 Creating IP-based Business Models
Example Thermomix
IP STRATEGY

4. INTEGRATION OF IP
INTO BUSINESS
MODELS:
GENERIC IP-
STRATEGIES

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BUSINESS MODEL - DIMENSIONS
 The business model of a company explains the underlying
economic logic upon which profits are generated.
 Describes how the value proposition of the company is
communicated and realized.
IP STRATEGY

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GENERIC IP-STRATEGIES: FORTRESS
MONOPOLY
IP STRATEGY
Source: Pike, C.Y.: Virtual Monopoly,
London, 2001

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GENERIC IP-STRATEGIES: VALUE-ADDED
MONOPOLY
IP STRATEGY
Source: Pike, C.Y.: Virtual Monopoly,
London, 2001

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GENERIC IP-STRATEGIES: HUB MONOPOLY
IP STRATEGY
Source: Pike, C.Y.: Virtual Monopoly,
London, 2001

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GENERIC IP-STRATEGIES: MONOPOLY IN-A-BOX
IP STRATEGY
Source: Pike, C.Y.: Virtual Monopoly,
London, 2001

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GENERIC IP-STRATEGIES: VALUE CHAIN
MONOPOLY
IP STRATEGY
Source: Pike, C.Y.: Virtual Monopoly,
London, 2001

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MARKET-BASED VIEW
IP STRATEGY
Source: Michael E. Porter (1991), Towards
a dynamic theory of strategy, in: Strategic
Management Journal, pp. 99-100

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ATTRACTIVENESS OF INDUSTRIES
IP STRATEGY
Source: Michael E. Porter (1991), Towards
a dynamic theory of strategy, in: Strategic
Management Journal, pp. 95-117, Grant
(2005), Contemporary strategy analysis

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PORTER’S FIVE FORCES
IP STRATEGY
Source: Michael E. Porter (1991), Towards
a dynamic theory of strategy, in: Strategic
Management Journal

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RESOURCE-BASED VIEW
IP STRATEGY
Source: Barney, J.B. (1994), A hierarchy of
corporate resources, in: Shrivastava et al.
(ed.): Advances in strategic management,
London, pp. 113-125.

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RESOURCE-BASED VIEW
IP STRATEGY

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STRATEGIC VALUE OF RESOURCES
IP STRATEGY
Source: Amit, R../Schoemaker, P. (1993),
Strategic assets and organizational rents,
in: Strategic Management Journal, pp. 33-
46.

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MARKET AND RESOURCE PERSPECTIVE
IN BUSINESS MODELS
IP STRATEGY
Source: Wurzer et al. (2016), Die 360° IP
Strategie, Vahlen

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VALUE ADDED MONOPOLY
IP STRATEGY
Source: Wurzer et al. (2016), Die 360° IP
Strategie, Vahlen

19. CREATING IP-BASED
BUSINESS MODELS
EXAMPLE THERMOMIX

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BUSINESS MODEL DESCRIPTION
THERMOMIX
IP STRATEGY

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IP-BASED BUSINESS MODELS
IN DIGITAL ECO-SYSTEMS
IP STRATEGY

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360° OBJECTIVES MATRIX
IP STRATEGY

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360° IP STRATEGY – OBJECTIVE MATRIX
THERMOMIX
IP STRATEGY

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The generic strategies are not necessarily compatible with each other. If a
firm attempts to achieve an advantage on all fronts, it may achieve no
advantage at all.
Porter proposed four generic business strategies firms can choose from in
order to gain a competitive advantage. These are: Cost leadership, Cost
focus, Differentiation leadership, Differentiation focus.
The existence of economic rents can be explained from the resource-
based view by the allocation, availability, and exploitation of valuable, rare,
imperfectly imitable, and non- (or imperfectly) substitutable resources.
IP has the task of making the unique selling proposition and the unique
communication proposition sustainable. Thus, the customer benefit
becomes exclusive and customer choice is influenced by a perceived lack
of alternatives. The effective enforcement of premium prices is achieved.
CONCLUSIONS
IP STRATEGY