Beschreibung
A look at business model innovation's crucial role in today's global business environment.
Showing organizations how business model innovation should be a key focus area in today's global economy, this book features cases from businesses around the globe that have developed customized business models and achieved spectacular levels of performance.
Case examples from well-known innovation leaders IKEA, Apple, Tata, SHARP, Saudi Aramco, De Beers, Telefonica, Valero Energy, LEGO, and Proctor& GambleShows businesses how to get beyond traditional business models to take better advantage of emerging opportunitiesCoauthored by former CEO of SAP AG, the world's largest provider of enterprise software
Filled with interviews with key executives, this book reveals the role of technology in driving and enabling changes to fundamental facets of a business. Companies around the world are innovating their business models with tremendous results.IT-Driven Business Models shows interested organizations how they can start the process.
Autorenportrait
DR. HENNING KAGERMANN is the former CEO of SAP AG, the world's largest provider of enterprise software, where he served as CEO from 1998 until 2009. He currently serves as president of acatech, the German Academy of Science and Engineering.
DR. HUBERT OSTERLE is Director of the Institute of Information Management at the University of St. Gallen. He is involved in teaching and research in the areas of business models for the information age and business engineering.
JOHN M. JORDAN is a clinical professor in the Department of Supply Chain and Information Systems at the Smeal College of Business, Penn State University, where he teaches IT strategy to undergraduates, MBAs, and executives. His research focuses on emerging technologies and their impact on business strategy, design, and practice.
Inhalt
Foreword ix
Preface xi
Acknowledgments xix
Chapter 1 Enterprise Value from Customer Value 1
Customer Value and Enterprise Value 3
Context 4
Shaping a Response 9
Business Models, Business Concepts, and the Role of IT 13
Case Study: Apple 15
Realizing the Information Vision: The Technology Dimension 21
Checklist 27
Chapter 2 Customer Value from the Customer Process 29
Management Summary 29
Vision 32
From Product to Solution Provider 33
Process Focus: Waste Disposal and Management 36
Concepts of the Customer Process 38
Realizing the Vision 44
Checklist 48
Chapter 3 More Customers and More for the Customer 49
Management Summary 49
Vision 52
Turning Employees and Customers into Fans 53
Concepts of Market and Customer Development 55
Realizing the Vision 64
Checklist 67
Chapter 4 Innovation and Personalization Trump Commoditization 69
Management Summary 69
Vision 72
From Single Standardized Product to Personalized Service Package: Endress+Hauser 72
Procter& Gamble (Innovation) 74
Pioneering Co-creation: LEGO Group 77
The Tata Nano: A Case of Disruptive Innovation? 79
Concepts of Product and Service Development 80
Realizing the Vision 90
Checklist 92
Chapter 5 Silent Commerce 93
Management Summary 93
Vision 96
Seamless Fulfillment, Silent Commerce 97
Concepts of Fulfillment 99
Realizing the Vision 108
Checklist 110
Chapter 6 Strategy-Compliant Management 111
Management Summary 111
Vision 113
From Reporting to Strategy Implementation 114
Concepts of Operative Management 122
Realizing the Vision 131
Checklist 133
Chapter 7 Value Chain Redesign 135
Management Summary 135
Vision 138
From Value Chain to Ecosystem: Seven Redesigns 139
Competition in Networks 147
Concepts of Value Chain Redesign 150
Realizing the Vision 167
Checklist 169
Chapter 8 ITs Role in Business Model Transformation 171
Management Summary 171
Vision 174
High-Performance IS Organizations 175
Concepts of IS Organizational Performance 179
Realizing the Vision 191
Checklist 194
Conclusion IT-Driven Innovation in the 2010s 195
Notes 197
About the Authors 209
Index 211
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