1 / 37

Applied Business Development

Applied Business Development. IBCDP 6 – 2011-06-15. Matti Kaulio Royal Institute of Technology (KTH) Dept. of Industrial Economics and Management, KTH mkaulio@kth.se. Matti Kaulio. Associate professor, Dept. Of Industrial Management and Economics, Royal Institute of Technology (KTH).

damisi
Download Presentation

Applied Business Development

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Applied Business Development IBCDP 6 – 2011-06-15 Matti Kaulio Royal Institute of Technology (KTH) Dept. of Industrial Economics and Management, KTH mkaulio@kth.se

  2. Matti Kaulio • Associate professor, • Dept. Of Industrial Management and Economics, Royal Institute of Technology (KTH). • Research interest: • Technology Management and Organizational Behaviour • Ongoing research: • Leadership in technology-intensive organizations • Management of Strategic Alliances • Swedish-Chinese collaboration in the Automotive Industry

  3. Applied Business Development (ABD) is a lecture stream aiming to develop the students abilities: To act entrepreneurial within a firm in order to create new businesses and/or develop existing ones ABD consists of Lectures and Business Case Work is to enhance Business Development Skills among the course participants. The Business Case is primary a learning tool for integration of theories, methods and models, however, if the findings presented can lead to a real business this is positive, but not a requirement. Applied Business Development and the Business Case

  4. How will the new business opportunities look like in your industry? How can we develop competencies that are crucial in order to reach these opportunities? … in other words

  5. Four lectures which follows the F2F modules • Strategicawarness • Understanding Business Environments • Adding Value (Service Design) • Service Production & Launch • “Making it Happen” & Examination

  6. Strategic awarness

  7. ”Innovation” ”Ipad is a bad computer, I cannot imagine that it will substitute the usual computer” Anssi Vanjoki, SvD 20100919

  8. If I would have asked the customer what they wanted – the answer would have been ”faster horses”. Henry Ford

  9. Market and Technology Evolution:Past – Present – Future? • Generative Network • New Industry Entrants • Converging Tech., Industries & Businesses • “Open” Network • Deregulation • Competiton • IP-based Tech. • Propritarian Network • Market monopoly • Switch-based Tech.

  10. Telcom – an Emerging Technology? Technology What are the technological trends and uncertainties related to those? Infrastructure What infrastructure will be present in the future that supportes the emerging technology? EmergingTechnology MarketHow should we interpret the ambiguous market signals? Industry How will the (emerging) competitive landscape look like? Adapted from Day and Schoemaker 2000

  11. Challenges for established firms facing Emerging technologies • Past success has developed core competencies, however those can in a new situation become core ridgidities • Character of emerging technologies: Uncertianties, ambiguity and a possible potential that is too big too ignore • First mover advantage vs Fist mover (dis)advantage • Underestimation of Non-industry competitors (horizontal competition)

  12. The Telcom Industry - The Players Service and Content Providers Subsystem and ComponentManuf TelcomVendors Operators End users (B2B and B2C) Regulators andStandardization Hand set and Computer Manuf.

  13. What to do? • Business intelligence, Openness and Diverse View points • Challenger the Prevailing Mind-Set • Experiment Continually • Organizational Separation • Cannibalize Yourself Adapted from Day and Schoemaker 2000

  14. ….. Learn fast! And Experiment!

  15. ABD and a theory of learning Experiment/experience Reflection Conclusions/Implications Theorizing Kolb, 1984)

  16. Adapted from the Venture Cup handbook http://www.venturecup.se/graphics/user/vc_swe/vc_swe_files/vc_swe_handbok/Handbook%20english.pdf

  17. Lectures Launch strategy Finance Homeworkassignments Application selection:PSO analysis Market analysis:Segmentation Market estimations 5-forces, PEST Service DesignCustomer Interaction Map Value Network Appendix Business Model

  18. The Bussiness Model

  19. The Business Model I C Customers Value Propositions Business Concept O R Revenue model Offering Costs BS Business System Costs Costs Source: Based on SIAR Normann, 1977, & Dr. Tommy Bergkvist, Strategic Management Institute, modified

  20. The Business Model II C Market = The Set of Actual and Potential Customers Customers O • Products • Services • Bundles Offering BS • Value Chain • Value Co-creation (multi-actor) • Value Star • Value Network Business System Source: Based on SIAR Normann, 1977, & Dr. Tommy Bergkvist, Strategic Management Institute, modified

  21. The Business Model III C External Customers ”World of Business” O Offering Transformation Process ”World of Management” BS Business System Internal Source: Based on SIAR Normann, 1977, & Dr. Tommy Bergkvist, Strategic Management Institute, modified

  22. The Business Model IV C Customers External ”Fit” Doing the right things O Effectiveness Offering Internal ”Fit” Doingthings right BS Business System Efficiency Source: Based on SIAR Normann, 1977, & Dr. Tommy Bergkvist, Strategic Management Institute, modified

  23. Developing Offerings

  24. Example: Reflection on Customer Value Coffe beans (from producers) <0,01 /cup Roasted, branded & packaged 3 EUR/pkg One cup of coffe (Machine) 1 EUR/cup ”Latte” in Stockholm city 3,5 EUR Espresso Piazza San Marco, Venezia 14 EUR 24

  25. Problem-Segment-Offering (PSO) model The Problem/need a customer face An identified market - Segment ”Offering” and Revenue Model

  26. Problem: Gap between a current state and an (unspoken) future state The Problem/need a customer face ”Offering” and Revenue Model An identified market - Segment Offering: The Product Service and Price model Segment: Identifiable, similar needs, reachable and react in the same way on marketing activities

  27. Pricing Total for 3 Passengers Fare Price 6.00 SEK Infant Fee 182.00 SEK Airport Check-in Fee 174.00 SEK SEK Web Baggage Fe 112.00 SEK Credit card fee 174.00 SEK SEK Priority Board 168.00 SEK SEK Web Baggage Fe 560.00 SEK Taxes, Fees & Charges 528.00 SEK Insurance Total Price 1,904.00 SEK

  28. Revenue Models • Producer model • Broker model • Consultancy model • Performance-based model • The TelCom model/combination model (fixed cost + opening cost + variable cost; opening fee + downloaded data) • The TechTrade model: Licenciering + royalty • The ”Gilette” model • The ”Drug Dealer” model • The ”Gore-Tex model” • The ”Adobe” model • The ”Singer” model • The Construction Industry model • ”Free” models

  29. ”Free” models

  30. Homework assigmnent ABD I To be handed in on the 24th of June

  31. Purpose • The purpose of this group assignment is to train ”divergent thinking” as well as be able to formulate potential offerings.

  32. Assigmnent and deliverable Assignment: Make an divergent analysis of your case topic. That mean that you should develop a few (3-5) different possible applications, analyze and characterized them, and when you meet in the next module be prepared to chose one of these applications to continue with. Deliverables Hand in: A report including a comparison of generated possible applications. The report is written in Power Point and covers the ssigmnemnt, description of your research findings, description of 3-5 PSO offerings and a summarizing table The report should be written in and handed in no later than on the 24st of June.

  33. Application selection: WWGD Group A and D ”Payment and paying”

  34. Process • Do research: What similar applications exists? What are their offerings? Etc. Use internet and other sources • Redflect upon the findings • Generate alternatives: Develop 3-5 new PSO descriptions of new applications • Summarize your findings in a power Point Presentation where your potential applications are presented in text and in a table- do not select which application to continue work with! This is a task för the next F2F module • Before leaving today you should have showed your preliminary applications for the coaches • Coaches will be walking around bewteen the groups. They should be seen as resources for your work.

  35. Criteria for a ”good” application • Technology-Product gap product or service composed of existing and/or new technology • Unique customer value? (reduce/add) • Market potential – revenue • Market protential – growth • Related to TeliaSonera’s business • NOTE: In your case it is not impiortant that your business case fits in TeliaSoneras product portfolio. However, it need to be related.

  36. The password for WiFi bAGpYgnC

  37. To be continued. . . • Six conference rooms in Sing-Sing are avaliable • Work on all your three assignments • Finish competence inventory and work agreement (prel) • Continue with ABD – application generation and Dinner 18.00 • Continue after Dinner • Coaches will meet your team during the evening • You need to show 3-5 alternative PSO:s to the coaches before you leave today!

More Related