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4 - 594F11 - GlobalInnovation Management Chapter4...

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  Global Innovation Management Global Innovation  Management Chapter 4: Business Models
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  Global Innovation Management Why Business “Process” Models Matter “During the dot-com boom, ‘Business Model’ was  a buzzword routinely invoked to glorify all manner  of half-baked plans”        --  Michael Lewis
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  Global Innovation Management Why Business Models Matter Telling a good story Part of selling your strategy / investment Tying Narrative to Numbers Strategy becomes less philosophy More performance and outcome When business models don’t work It’s because the fail either The ‘Narrative’ test Or the ‘Story’ test
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  Global Innovation Management The Context of Business Models
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  Global Innovation Management A business model is not strategy It doesn’t describe external forces: Competition Environment Scaling It only depicts the systems that will be put into place to achieve  a strategic objective A good model is not enough The boxes on the value map need to be understood in  depth In order to develop a good strategy R & D C u s t o m e r R e l a t i o n s h i p M a n a g e m e n t L a b o r C u s t o m e r s F a c t o r y W o r k P r o d u c t i o n M a r k e t i n g N e e d s D e s i g n s
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  Global Innovation Management Business Model vs. Strategies O u t c o m e s r o c e s s e s P r o f i t - m a x i m i z i n g E m e r g e n t e l i b e r a t e P l u r a l C l a s s i c a l E v o l u t i o n a r y S y s t e m i c P r o c e s s u a l 1 9 7 0 s 1 9 8 0 s 1 9 9 0 s C l a s s i c a l M i l i t a r y S t r a t e g y
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  Global Innovation Management Classical (Porter) Strategy Outside the Firm (Markets)
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  Global Innovation Management The Value Map Firms create that deliver low-cost or differentiated products By performing the activities  Of their value configuration (i.e., value chain, value network, value shop, profit chain) To perform these activities A firm needs resources (assets): Manpower, money, machines, methods, materials Plants, equipment, patents, scientists, brand name  recognition, geographic location, client relations, distribution  channels, trade secrets
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  Global Innovation Management Your Value Map builds a Process Model around Your Capabilities A firm’s assets and competences together Make up its capabilities For example,  Intel Capabilities = integrated circuit design & semiconductor  manufacturing Assets = patents, copyrights, installed base of PC’s (Intel  inside), reputation, scientific expertise Competences = protection of intellectual property, fast  product time to market, compatibility of new products with  prior genrations
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  Global Innovation Management
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