We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byMoses Harness
Modified over 2 years ago
European definition is SME up to 250 employees; Mid-sized firms are more than 250 employees and up to 1bn in turn-over. The average German mid-sized firm has 600 employees, turns over 100 million and export 62% of their turnover; 70% are family owned, 70% are based in local/rural communities and they are on average 70 years old as firms; they have on average 5% of turnover in R&D. The mid-sized firms contribute 50 % of Germanys gross domestic product (GDP, $3.3 trillion). They have a synergistic relationship with the institutional structure that supports high value added manufacturing in Germany 80 % of the worlds SME & Midsized leaders are based in Germany and Scandinavia © Copyright Göran Roos 2012
Dominate global segments Global market footprint + specialisation = market leadership Stay away from large, price-driven volume markets Compete through superior value not cost Technology Leadership Masters of incremental innovation Very good at innovation Obsessed with leading edge technology Very strong, mostly domestic, research network [internal plus external] Operational effectiveness Sophisticated production networks Careful choice of outsourcing and offshoring [less then you think] Close connection between R&D and Manufacturing Highly flexible work arrangements worldwide Learning organisations and Kaizen masters Top class management capability © Copyright Göran Roos 2012
Stewardship/Custodian: Long-term survival and intergenerational transfer as key objective Profit is an inevitable consequence of serving customers better than anyone else Focus on long-term sustainability with key stakeholders: customers; employees; suppliers and community at large Companies as communities: high degree of mutual trust and loyalty leading to an implicit life-long contract contributing to a high performance work place culture Leadership through example: Domain knowledge Passion for the business Flat hierarchies and informal channels of communication Bottom-up management style High degree of cross compartmental cooperation © Copyright Göran Roos 2012
ExperiencedEntrepreneurial Leadership with Ambitious Goals ExperiencedEntrepreneurial Leadership with Ambitious Goals DepthDepth DecentralisationDecentralisation Knowledgeable, Loyal Low turn-over Employees Knowledgeable, Loyal Low turn-over Employees FocusFocus IntegratedInnovationIntegratedInnovation GlobalisationGlobalisation Specific Closeness to the customer Specific Closeness to the customer High Performance High Quality Product-Service-SystemOffering High Performance High Quality Product-Service-SystemOffering Risk reducing and Innovation driving partnerships with research and expertise centres Risk reducing and Innovation driving partnerships with research and expertise centres Roos, G. and Burton, K., Integrated Innovation driven by emerging technologies, Adelaide Thinker in Residence 2011 Innovation Process: Underpinning Subject Matter Report, February 1 st 2012, Department of the Premier and Cabinet, Adelaide, Australia © Copyright Göran Roos 2012
Edquist, H., 2011, Intangible investment and the Swedish manufacturing and service sector paradox – what can Europe learn?, Research Institute of Industrial Economics, Stockholm, Sweden © Copyright Göran Roos 2012
Extracted from slide No. 17 in Green, R., 2011, Future of manufacturing – management, innovation and productivity, Presentation, Australian Chambers Business Congress Gold Coast Convention Centre, June 1-3 2011 © Copyright Göran Roos 2012
My responsibility as an employer is to make you the employee more employable during your tenure with me My responsibility as an employee is to make you the employer more successful during my tenure with you We both want more firms that are more successful We differ on how to distribute the economic profit and social good that results from a successful firm © Copyright Göran Roos 2012
Innovation& Effectiveness Focus Imitation& Efficiency Focus Innovation& Effectiveness Focus Imitation& Efficiency Focus © Copyright Göran Roos 2012
Innovation Management Innovation Strategy & Innovation Management System Innovation Management Innovation Strategy & Innovation Management System Innovation to Create Value Through Efficiency Improving Innovations, Technology Based Innovations, Design Based Innovations, Art Based Innovations and Hermeneutic Based Innovations Innovation to Create Value Through Efficiency Improving Innovations, Technology Based Innovations, Design Based Innovations, Art Based Innovations and Hermeneutic Based Innovations Innovation to Appropriate Value Through Effectiveness Improving Innovations and Business Model Based Innovations Innovation to Appropriate Value Through Effectiveness Improving Innovations and Business Model Based Innovations Innovation Enablers Monetary, Physical, Relational, Organisational and Competence Resources deployed in an effective and efficient system Innovation Enablers Monetary, Physical, Relational, Organisational and Competence Resources deployed in an effective and efficient system Roos, G., Integrated Innovation – The necessary route to profitability, in B+I Strategy (ed.), Estrategia, Bilbao, Spain, December, 2011, pp. 51-58 © Copyright Göran Roos 2012
Resources Resource Deployment System © Copyright Göran Roos 2012
Owned or Controlled By the Firm Owned or Controlled By the Firm Owned or Controlled By the Firm Additive Additive Owned or Controlled by the Other Party Owned or Controlled By the Employee © Copyright Göran Roos 2012
MONETARY PHYSICAL RELATIONAL ORGANISATIONAL HUMAN MONETARYPHYSICALREL.ORG.HUMAN Knowledge codification, new IP Building & developing relationships Developing prototypes Sales of man-hours Sale of IP, processes & knowledge Produce By numbers CRM Developing competence through use Relationship arbitrage Use of other companys assets Access to process Co-learning Sales of products Design & Chemical effect New Processes New Knowledge Investment in assets Investment in building links Investment in brands, image and systems Recruitment training, conditions Training Chemical synthesis Word of mouth Systems generate IP Investment In financial instruments © Copyright Göran Roos 2012
Efficiency Improving Innovations Technology Based Innovation Design Based Innovation Art Based Innovation Counselling Based Innovations © Copyright Göran Roos 2012
All the classical techniques e.g. Business Process Reengineering, Lean Manufacturing etc. All with the objective of reducing transaction costs © Copyright Göran Roos 2012
Trajectories of Existing Core Technologies Trajectories for potential substitute technologies Technology Convergence © Copyright Göran Roos 2012
Tomorrows Manufacturing Base GenomeGenome AtomsAtoms BitsBits NeuronesNeurones © Copyright Göran Roos 2012
Changes the economics of making customised components. Big threat to logistics firms: why would a company airfreight an urgently needed spare part from abroad when it could print one where it is required? It lowers the cost of entry into manufacturing by reducing the amount of conventional industrial infrastructure – machine tools, testing equipment and related factory hardware – that companies require to be considered serious industrial players Requires re-thinking existing design methodology and is a perfect complement to a Living Lab The quality of ideas becomes more important than the scale of production but brilliance alone will not suffice. Good products can be copied even more rapidly with 3D printing, so battles over intellectual property will probably become even more intense. It will be easier for imitators as well as innovators to get goods to market fast. Competitive advantages may thus be shorter-lived than ever before and although the competitive advantages of large and well organised global manufacturers will remain, the artisan production worker will return to prominence. Mass personalisation becomes a practical reality Enables some manufacturing to return from China and elsewhere. © Copyright Göran Roos 2012
The objective of Design is to achieve behavioural change in the user which is Desirable from the users point of view [i.e. they are better of in their own opinion after the change] Beneficial to the supplier Positively impacting other stakeholders © Copyright Göran Roos 2012 Source: Nyberg, M. and Lindström, M. (2005), Muotoilun Taloudelliset Vaikutukset, ETLA, Discussion papers No. 982, p. 20.
Art has numerous opportunities to add value to business. In consumer goods art can add to the perceived authenticity of the good and thereby increase its value in the eye of the consumer. This is critical in the luxury goods end of the spectrum. © Copyright Göran Roos 2012
Svejenova, S.,Mazza, C. and Planellas,M., 2007, Cooking up change in haute cuisine: Ferran Adrià as an institutional entrepreneur, Journal of Organizational Behavior 28 (5), 539 © Copyright Göran Roos 2012
Innovating in this space becomes a process, the aim of which is to generate, as a creator of an object, in the mind of the interpreter (consumer/customer) a specific set of emotions, intentions and thoughts as well as physical change. © Copyright Göran Roos 2012
Effectiveness Improving Innovations Business Model Based Innovations ©Göran Roos 2012
Maximising the value delivered from the stakeholders point of view © Copyright Göran Roos 2012 deployment Value derived from the deployment of the offering possession Value derived from the possession of the offering appreciation Value derived from the appreciation of the offering Instrumentalvalue Intrinsicvalue Extrinsicvalue
Description of the Product-Service-System/Solutions offering Value Proposition for each of the target customer segments, target consumer segments and other definitive stakeholders Description how the target customer segments, target consumer segments and other definitive stakeholders capture value from the offering What competitive advantage does the offering enable or contribute to within the target customer segments, target consumer segments and other definitive stakeholders Value attribute, attribute preference and attribute performance for each of the target customer segments, target consumer segments and other definitive stakeholders What requirements must be fulfilled by the target customer segments, target consumer segments and other definitive stakeholders in order to be able to benefit from the offering Description of how the Product-Service-System/Solutions offering should be implemented at the target customer segments, target consumer segments and other definitive stakeholders to ensure the targeted benefits (value) Place, role and strategy of THIS business in the business ecosystem of which it is part Outgoing logistics and Distribution Channel choice for each of the target customer segments, target consumer segments and other definitive stakeholders Incoming logistics and supply chain choice Relationship width, depth and frequency for each of the target customer segments and other definitive stakeholders Value Configuration (Value Chain, Value Shop, Value Network) Cost structure Revenue Models © Copyright Göran Roos 2012
To have a higher profit than the revenue from the main Product- Service-System Offering Through accessing multiple profit pools in different value chains and ecosystems © Copyright Göran Roos 2012
Innovation Strategy Innovation Management System © Copyright Göran Roos 2012
The University Viewpoint The Firm Viewpoint The Government Viewpoint © Copyright Göran Roos 2012.
1/11/11 1 Lecture 6. Organizations and Information Systems Organizational culture: Encompasses set of assumptions that define goal and product May be.
Attracting appropriate user funding in the context of declining public funding.
Chapter 1 Information Systems, Organizations, and Strategy.
Lecture 1: Strategic Marketing and The Marketing Planning Process Taufique Hossain Marketing Strategy MKT 460.
The Management of Knowledge Creation and Innovation Through an Intellectual Capital Lens Prof. Göran Roos.
1 Industry Analysis Business Plan Preparation Frank Moyes Leeds School of Business University of Colorado Boulder, Colorado.
5 Chapter 5: Building Competitive Advantage Through Business-Level Strategy BA 469 Spring Term, 2007 Prof. Dowling.
1 5 Building Competitive Advantage Through Business- Level Strategy.
Chapter 4 Marketing. Objectives After reading the chapter and reviewing the materials presented the students will be able to: Describe how marketing segmentation.
Financial Services Marketing services: an offering in which the dominant part is intangible, which is the case in most financial services. Marketing: the.
Building Competitive Advantage through Business Level Strategy Chapter 5.
5 Building Competitive Advantage Through Business-Level Strategy.
AusIndustry Martin Cebis AusIndustry – Entrepreneur Development Facilitator.
IT Strategy for Business © Oxford University Press 2008 All rights reserved Chapter 3 E-Strategy.
Chapter 2 COMPETING WITH INFORMATION TECHNOLOGY. Objective Identify several basic competitive strategies and explain how they use information technologies.
© 2006 by Nelson, a division of Thomson Canada Limited.1-1 Strategic Management & Strategic Competitiveness Chapter One.
International Strategy: Creating Value in Global Markets Chapter Seven Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin.
The Business Model Canvas The Building Blocks for a Successful Business PCBN Pacific Coast Business Networking June 10, 2015.
If the primary determinant of a firm's profitability is the attractiveness of the industry in which it operates, an important secondary determinant.
SM0374 Strategic Management and Leadership Lecture 7: Strategic Capabilities 3.
What is Strategy? (Part Two). Key Concepts Managerial Cognition Business Model Stakeholders The Balanced Scorecard.
Building Competitive Advantage through Functional Level Strategy Chapter 4.
Chapter 1 Defining Marketing for the New Realities Copyright © 2016 Pearson Education, Inc. 1-1.
Norman, MGT 5885 Key Points: Chapter 4: Business-Level Strategy Generic Business-Level Strategies Differentiate between the five generic strategies For.
4 Building Competitive Advantage Through Functional-Level Strategy.
Global Innovation Management VeMBA Business Models.
Strategic Entrepreneurship Strategic Entrepreneurship Taking entrepreneurial actions using a strategic perspective. Engaging in simultaneous opportunity.
Copyright © 2012 Pearson Canada Inc. 0 Chapter 3 The Internal Environment: Resources, Capabilities, and Activities.
Copyright © 2005 Pearson Education Canada Inc. Marketing: Managing Profitable Customer Relationships Chapter 1 Powerpoint slides Extendit! version Instructor.
DELL. Papel do gestor 1.Forming a Strategic Vision Michael Dell is definitely the company’s chief strategic visionary. He came up with the concept for.
E-Business Models. Learning Objectives Identify the key components of e-commerce business models. Describe the major B2C business models. Describe.
FUNCTIONAL LEVEL STRATEGIES - CHPT 4 BUSINESS 189 Spring 2007 DR. MARK FRUIN.
1 4 Building Competitive Advantage Through Functional-Level Strategy.
©2009 Prentice Hall 10-1 MGMT 738 Management of Technology Lecture 5 Capturing Value from Innovation.
Competing For Advantage Chapter 4 – The Internal Organization: Resources, Capabilities, and Core Competencies.
INTEGRATED SUPPLY CHAIN NETWORKS Achieving Global Competitiveness The Logistics Way The KisanBandhu: Creating a Globally Competitive Rural Growth Engine.
SECTION 2: Digital Value Chain, E-Business Models Teemu Hakolahti
Chapter 5 Santiago Ibarreche © S. Ibarreche
Session 1 Strategic Marketing – Introduction & Scope group3.
Module VI. CUSTOMER SERVICE - WHAT A Tool for Differentiation Customer Service Is the Fuel That Drives the Logistics Engine Logistics System Ensures.
May21972 Organizational A Change in Action BADM Presented By: Bin, Nancy, Shaarah, and Rebekah.
GETINGE Capital Markets Day January 30 th, GETINGE... a rapidly expanding healthcare company.
©2003 Prentice Hall, Inc.To accompany A Framework for Marketing Management, 2 nd Edition Slide 0 in Chapter 1 Chapter 1 Defining Marketing for the Twenty-First.
Defining Marketing for 21 st century. What is Marketing? “ marketing is about identifying and meeting human and social needs with profit” “marketing includes.
Porter’s Five Forces Model INDUSTRY COMPETITORS SUBSTITUTES BUYERSSUPPLIERS NEW ENTRANTS 1.
Part Three: Management Strategy and Decision Making Chapter 7: Strategic Management Chapter 8: Managing the Planning Process Chapter 9: Decision Making.
Fifth Edition 1 M a n a g e m e n t I n f o r m a t i o n S y s t e m s M a n a g I n g I n f o r m a t i o n T e c h n o l o g y i n t h e E – B u s i.
Chapter 5 Functional Level Strategy Strategic Charles W. L. Hill Management Gareth R. Jones Fifth Edition PowerPoint Presentation by Charlie Cook An Integrated.
© 2017 SlidePlayer.com Inc. All rights reserved.