Universiteit Antwerpen
Academiejaar 2018-2019
Organisatie en Strategie: Bijzondere Vraagstukken –
Samenvatting
Inhoudsopgave
Sessie 1 Introductie tot het vak en tot het thema..................................................................... 3
1.1 Why business models need to radically shift .................................................................. 3
1.1.1 Mega challenges ............................................................................................................. 3
1.1.2 What to do at company level? ........................................................................................ 3
1.1.3 Why business models need to radically shift .................................................................. 4
1.2 Taking consequences from digitization and servitization ................................................ 5
1.2.1 ‘Phygital’: Torn between digital and physical orientation .............................................. 5
1.2.2 ‘Hybrids’: Torn between service and product orientation ............................................. 7
Sessie 2 Business modellen en hun drijfkrachten...................................................................... 9
2.1 Assessing your current business model .......................................................................... 9
2.1.1 Types of business models ............................................................................................... 9
2.2 Moving from small tweaks to radical shifts .................................................................. 13
2.2.1 Definition business model............................................................................................. 13
2.2.2 Business model frameworks ......................................................................................... 14
2.2.3 Emergence of the business model concept .................................................................. 15
2.2.4 Taking a dynamic perspective: radical business model transformation ....................... 15
Sessie 3 Zoeken naar Blauwe oceanen .................................................................................. 16
3.1 Blue versus red oceans ................................................................................................ 16
3.1.1 Commoditization dynamics .......................................................................................... 16
3.2 Value innovation vs. product innovation ...................................................................... 18
3.2.1 Industry recipes............................................................................................................. 19
3.2.2 Absorptive capacity ....................................................................................................... 21
3.2.3 Internal barriers to new value creation ........................................................................ 22
3.2.4 A toolkit for value innovation ....................................................................................... 23
3.3 Value innovation for industry 4.0 & IIoT ....................................................................... 24
3.3.1 Fourth industrial revolution: Case study Siemens ........................................................ 24
3.3.2 Industry 4.0 and IIoT ..................................................................................................... 24
Sessie 4 Inzoomen en introductie kernschema boek ............................................................... 25
4.1 How to lead a radical business model shift ................................................................... 25
4.1.1 Business model transformation board ......................................................................... 25
4.2 Shifting the level of inclusiveness (crossing the equator) .............................................. 27
4.2.1 Transforming to more inclusive business models (South-North) ................................. 27
, 4.2.2 Transforming to more focused business models (North-South) .................................. 29
4.3 Shifting the level of customization (crossing the meridian) ........................................... 30
4.3.1 Transforming to more customized business models (West-East) ................................ 30
4.3.2 Transforming to more standardized business models (East-West) .............................. 31
4.4 Sequencing multiple radical shifts ................................................................................ 32
4.4.1 Directness: diagonal versus stepwise shifts .................................................................. 33
4.4.2 Sequence: clockwise versus counter-clockwise shifts .................................................. 33
4.5 Servitization and integrated ‘PSS’ or solutions ............................................................. 34
4.5.1 Servitization and solutions ............................................................................................ 34
4.5.2 A framework for (dynamic) servitization strategies in business markets ..................... 36
4.5.3 Illustration case metalworking industry ....................................................................... 40
4.5.4 Digital servitization ....................................................................................................... 42
4.5.5 PSS Upscaling barriers & toolkit .................................................................................... 44
Sessie 13 Conclusie lessen ....................................................................................................... 44
13.1 Mastering the transformational leadership challenge................................................... 44
13.1.1 Transforming with the mainstream or going your own innovative way ...................... 44
13.1.2 Focusing on results and implementation: entrepreneurial leadership ........................ 45
13.2 Navigating with the business model transformation manual ........................................ 45
13.2.1 Assessing your starting point: Business model typology .............................................. 45
13.2.2 Where do you want to go: Dynamics in business model typology ............................... 46
13.2.3 Radical business model transformation........................................................................ 46
Examen info............................................................................................................................... 47
2
, Introductie tot het vak en tot het thema
Why business models need to radically shift
Sessie 1 Introductie tot het vak en tot het
thema
Cursusmateriaal
Boek: Linz, C., G. Müller-Stewens & A. Zimmermann, Radical Business Model Transformation,
London: Kogan Page, 2017. ISBN 978 074948045 5, E-ISBN 978 074948046 2.
Boek intro deel 1, hoofdstuk 1
1.1 Why business models need to radically shift
1.1.1 Mega challenges
Marketplaces are transforming and business practices are being Senior Marketing Executive:
reshaped… change and transitions come up as number 1 concern in
meetings with nearly all firms we speak to… “Either we get better at
differentiation, segmenting and
Some mega-trends are profoundly reshaping marketplaces and branding our products or we do
customer needs (>50%): Mobility, Globalization, Urbanization, a much better job at innovation.
Technology, Sustainability, Internet of Things etc. If we do neither, we’ll lose the
battle.”
Marketers and developers become custodians of value and
distinctiveness.
Fourth industrial revolution
Deze revolutie gaat niet alleen over technologie, maar ook over:
- Sustainability revolution
o Hoge welvaarstniveaus aanhouden met lagere ecologische footprints
o Sustainable Developgment Goals (SDGs)
o Veel innovatie wordt gedreven door deze SDGs
- Circular economy revolution
o Bv. in de voedingsindustrie
- Sharing economy
o Nu al aanwezig in bv. Poppy, Velo, …
1.1.2 What to do at company level?
Tom Mayor, Principal, Strategy Practice, KPMG in the US: “From automakers investing into mobility
platforms to defense contractors investing into commercial cyber security services, manufacturers
are looking for ways to remain relevant to their customers while defending against potential
disruptors and disruptive business models in their core sectors.”
Business models need to radically shift
3
, Introductie tot het vak en tot het thema
Why business models need to radically shift
Organizations must rethink the answers to such fundamental questions as, “What business are
we in?” and “How do we make money?”
For example, traditional businesses sell product ownership, and actual usage takes place (long)
after purchase. Digitization makes use of how and when a product is being used (its observable
now), and pay-per-use business models become possible.
Ownership is replaced with access; physical products can be replaced with a service, such as
access to IBM or Amazon’s cloud computing services. BAE Systems, a UK-based defense,
security, and aerospace firm, once sold jet engines; now in a pay-per-use scenario, it sells jet
power as a service, charging per unit of jet power actually consumed.
In het boek wordt gewezen op drie dingen die moeten veranderen op het niveau van de
organisatie:
- Business models
- Capabilities / bekwaamheden / middelen
o Bv. BMW moet een overgaan van materiaalkennis naar mobile technology kennis
- Monetization
o Bv. BMW zal minder verdienen door auto’s verkopen met de komst van carsharing,
etc. => moeten naar andere inkomstenbronnen opzoek
o Bv. BAE: Jet power as a Service i.p.v. de verkoop van jet engines
Vliegtuigmaatschappijen kopen geen jet engines meer aan maar betalen per
gevlogen kilometer. BAE verzorgt onderhoud etc. => veel meer druk op BAE om
uitstekende service te leveren. Laten ze bv. Lufthansa 3 weken wachten op engine
onderhoud, kan Lufthansa 3 weken niet vliegen en heeft BAE die 3 weken geen
inkomsten (geen gevlogen kilometers).
1.1.3 Why business models need to radically shift
- Fit business model-environment → Continuously finetuning
- Now, due to mega challenges, adaptation is not enough
- Companies suffer from innovation pressure from startups and ‘niche’ competitors
o Car companies: smart cars, mobility solutions, selfdriving cars, electric cars and so
forth
o Media companies (e.g., Sanoma): content versus many formats
- We know how to build a business model but do not know how to transform it in established
companies…
- Implies often DNA change as well…
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, Introductie tot het vak en tot het thema
Taking consequences from digitization and servitization
1.2 Taking consequences from
digitization and servitization
Digitization: technical opportunities on how firms
develop, produce, and deliver their offerings and how
they interact with customers at scale
Servitization: Fundamental shift in value creation
towards co-creation and individualization
Er moet de afweging gemaakt worden tussen digitale
en fysieke producten enerzijds, en tussen een
productoriëntatie en een service-oriëntatie anderzijds
1.2.1 ‘Phygital’: Torn between digital and
physical orientation
Digitaal en fysiek gaan vandaag hand in hand. Het is
niet langer either/or.
Deze intelligente combinatie van physical en digital noemen we phygital
1.2.1.1 Going digital: Toward digital customer insights and virtual stickiness
Key criterion for differentiation is no longer better quality or lower price, but superior business
model
- 2013: 90% of CEOs sees digital economy as having major impact => business model
transformation is a priority
- But only 25% have a plan… of which only 15% are realized
- Where is Sony? → Need to rethink core competencies
o Business model is no longer competitive
o Competitor Apple: integrated offering comprising hardware, software, and a
multisided platform puts strain on competitors (like Sony) who only offer individual
products or services
- Also: Cultural clashes between ‘types’ of managers
o Digital transformation entails recruiting many more IT experts which could face
troubles fitting into a culture dominated by mechanical and electrical engineers
Digital revolution can lead to completely new client value propositions, different client
relationships, innovative revenue models, new market access, more efficient processes, etc.
- E.g. music industry: from labels providing contracts, recording, production, distribution, … to
musicians doing this all themselves thanks to streaming services like Spotify. Revenue
models have shifted to live concerts
- E.g. retail industry: Amazon allows even niche third-party vendors to sell at scale on Amazon
Marketplace and to interact with their customers. Offering of intangible products and 1-day
shipping for tangible products. Seemingly infinite amount of products on Amazon far
exceeds the limit of physical stores.
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