Business Development from a Market-Oriented perspective

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March 2015 Roy Schütt MSc BUSINESS DEVELOPMENT: INNOVEREN VANUIT EEN MARKT ORIENTERING PERSPECTIEF

Transcript of Business Development from a Market-Oriented perspective

March 2015 Roy Schütt MSc

BUSINESS DEVELOPMENT: INNOVEREN VANUIT EEN MARKT ORIENTERING

PERSPECTIEF

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BUSINESS DEVELOPMENT ALOUDE MARKETING PRINCIPES IN EEN NIEUW JASJE?

§  Business  Development  is  een  rela1ef  jong  begrip  dat  aan  een  flinke  opgang  bezig  is  

§  De  term  Business  Development  wordt  vaak  te  pas  en  te  onpas  gebruikt.  Niet  zelden  is  duidelijk  wat  er  precies  mee  wordt  bedoeld  

§  Hoe  verhoudt  Business  Development  zich  dan  tot  de  ingeburgerde  begrippen  als  innova1e,  marke1ng,  new  product  development,  markt  oriënta1e  en  strategisch  management?    

§  Voegt  Business  Development  iets  toe,  of  is  het  oude  wijn  in  nieuwe  zakken?  

§  Wat  is  Business  Development  eigenlijk?  

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BUSINESS DEVELOPMENT CORE DISCIPLINES

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INDUSTRIAL SOCIETY 2005 - PRESENT “INTERACTION AND CHANGE”

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4E GENERATION SYSTEM DYNAMICS MODEL CIM: INNOVATION ON MACRO LEVEL

Source: Cyclic Innovation Model [Prof. Dr. A.J. Berkhout, 2005]

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BUSINESS DEVELOPMENT GEDEFINEERD

“BUSINESS  DEVELOPMENT    IS  HET  WELOVERWOGEN  VERBETEREN  VAN  HET  BEDRIJFSRENDEMENT  DOOR  HET  ONTWIKKELEN  VAN  

NIEUWE  BUSINESS  OF  VERNIEUWING  VAN  DE  BUSINESS”    

§  Concreet  richt  Business  Development  op  het  in  de  markt  zeFen  van  een  nieuwe  business  of  de  levenscyclus  ervan  te  verlengen  door  het  ontwikkelen  van  nieuwe  bedrijvigheden  

§  Van  het  vergroten  van  het  marktaandeel  in  bestaande  markten  naar  veranderingen  van  productporHolio,  het  succesvol  creëren  of  aanboren  van  nieuwe  markten,  ontwikkelen  van  nieuwe  business  modellen  tot  het  ‘slim’  opschuiven  in  de  waardeketen,  fusies  en  overnames  

MARKET(ING) INNOVATIONS

IMPLEMENTATION OF NEW IDEAS

IMPLEMENTATION OF NEW IENTRY

ORGANISATION INNOVATIONS

IMPLEMENTATION OF NEW ENTRY

IMPLEMENTATION OF NEW IDEAS

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BUSINESS DEVELOPMENT IS INNOVEREN VANUIT EEN MARKT ORIENTERING

PERSPECTIEF

MARKET TRANSITION

ORGANISATION DEVELOPMENT STRATEGIC MANAGEMENT

AND INNOVATIVENESS

PRODUCT DEVELOPMENT

NEW PRODUCT DEV. AND

MARKET FOCUS

BUSINESS DEVELOPMENT EXPLORATIE GEBIEDEN

LAAT U ZICH LEIDEN DOOR DE OMGEVING OF PROBEERT U DE OMGEVING TE VERANDEREN?

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MARKT ORIENTERING HET BEGRIP ‘MARKT’ KENT VERSCHILLENDE INTERPRETATIES

MARKETING INNOVATIONS

ORGANISATION INNOVATIONS

ORGANISATION INNOVATIONS

MARKETING INNOVATIONS

IMPLEMENTATION OF

NEW ENTRY

IMPLEMENTATION OF

NEW ENTRY

IMPLEMENTATION OF

NEW ENTRY

IMPLEMENTATION OF

NEW ENTRY

IMPLEMENTATION OF

NEW IDEAS ORGANISATION DEVELOPMENT STRATEGIC MANAGEMENT

AND INNOVATIVENESS

PRODUCT DEVELOPMENT

NEW PRODUCT DEV. AND

MARKET FOCUS

MARKET TRANSITION

MARKET INTELLIGENCE AND

STRUCTURES

MARKET TRANSITION

MARKETING RESEARCH AND

BEHAVIOUR

STAKEHOLDER CENTRIC VISION

INDUSTRIAL ECONOMIC PERSPECTIVE

CUSTOMER CENTRIC VISION

MARKET(ING) PERSPECTIVE

IMPLEMENTATION OF

NEW IDEAS

EXISTING(

MAR

KET(DO

MAIN(

COMPETITIVE(ADVANTAGE(FROM(

PRODUCT(PERSPECTIVE(

CREATE&SUPERIOR&PERFORMANCE&IN&

CUSTOMER&PERCEIVED&VALUE&TO&PRODUCTS&

&&

CREATE&SUPERIOR&PERFORMANCE&IN&

PRODUCT&OFFERING&TO&THE&MARKET&SPACE(

CREATE&SUPERIOR&PERFORMANCE&IN&FIRM’S&VALUE&

OFFERING&TO&STAKE&HOLDERS&

CREATE&SUPERIOR&PERFORMANCE&IN&FIRM’S&VALUE&OFFERING&TO&CUSTOMERS&

NEW

(MAR

KET(DO

MAIN(

COMPETITIVE(ADVANTAGE(FROM(ORGANISATION(PERSPECTIVE(

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‘MARKT ORIENTED’ INNOVEREN IS DUS EIGENLIJK SCHAKEN OP VIER BORDEN TEGELIJKERTIJD

Based on the 4P innovation mix developed by John

Bessant and Joe Tidd

THE CIRCLE OF CHANGE PART II – CYCLIC BUSINESS DEVELOPMENT

REFERENCE MODEL

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Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]

PORTFOLIO INNOVATIONS

PARADIGM INNOVATIONS

PROCESS INNOVATIONS

POSITIONING INNOVATIONS

NEW PRODUCT

ENTRY

NEW BUSINESS

ENTRY

NEW ORGANIZATIONAL

ENTRY

NEW MARKETS

ENTRY

NEW MARKETS

IDEAS

NEW PRODUCT

IDEAS

NEW ORGANIZATIONAL

IDEAS

NEW BUSINESS

IDEAS ORGANISATION DEVELOPMENT STRATEGIC MANAGEMENT

AND INNOVATIVENESS

PRODUCT DEVELOPMENT

NEW PRODUCT DEV. AND

MARKET FOCUS

INDUSTRY TRANSITION

MARKET INTELLIGENCE AND

STRUCTURES

MARKET TRANSITION

MARKETING RESEARCH AND

BEHAVIOUR

CUSTOMER DRIVEN

CAPABILITY DRIVEN

CAPACITY DRIVEN

CAPACITY DRIVEN

COMPETITOR DRIVEN

COMPETITOR DRIVEN

OR

GA

NIS

ATIO

N IN

NO

VATI

ON

S MA

RK

ETING

INN

OVATIO

NS

MARKET ENVIRONMENT

BUYERS MARKET

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BUSINESS DEVELOPMENT ROL, TAKEN EN ACTIVITEITEN

§  Adviseert   en   begeleidt   het   senior   management   en   direc1es   van  bedrijven   die   worstelen   met   de   situa1e   om   naast   noodzakelijke  verbeteringen  ook  structurele  veranderingen   in  het  bedrijf  door   te  voeren  

§  Ontlast   ze   van   de   1jdrovende   taken   en   processen  met   betrekking  tot   product,   markt   en   organisa1e   vernieuwing   vanuit   een   markt-­‐oriëntering  perspec1ef  

§  Zet  veranderingen  in  gang  en  geef  er  impact  aan  §  Bepaalt   waar   de   kansen   liggen   (DENKEN),   ontwikkelt   kansen   naar  

concrete  commerciële  concepten  (DURVEN)  en  ondersteunt  hen  bij  het  gericht  doorvoeren  van  de  verandering  om  hun  bedrijf,  dienst  of  product   blijvend   onderscheidend   in   de   markt   te   zeFen   en  daadwerkelijk  meer  geld  te  laten  verdienen  (DOEN)  

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BUSINESS DEVELOPMENT RAAMWERK een nimmer eindigende cyclus van dromen, denken, durven en doen

Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]

PORTFOLIO INNOVATIONS

PARADIGM INNOVATIONS

PROCESS INNOVATIONS

POSITIONING INNOVATIONS

NEW PRODUCT

ENTRY

NEW BUSINESS

ENTRY

NEW ORGANIZATIONAL

ENTRY

NEW MARKETS

ENTRY

NEW MARKETS

IDEAS

NEW PRODUCT

IDEAS

NEW ORGANIZATIONAL

IDEAS

NEW BUSINESS

IDEAS ORGANISATION DEVELOPMENT STRATEGIC MANAGEMENT

AND INNOVATIVENESS

PRODUCT DEVELOPMENT

NEW PRODUCT DEV. AND

MARKET FOCUS

INDUSTRY TRANSITION

MARKET INTELLIGENCE AND

STRUCTURES

MARKET TRANSITION

MARKETING RESEARCH AND

BEHAVIOUR

CUSTOMER DRIVEN

CAPABILITY DRIVEN

CAPACITY DRIVEN

CAPACITY DRIVEN

COMPETITOR DRIVEN

COMPETITOR DRIVEN

OR

GA

NIS

ATIO

N IN

NO

VATI

ON

S MA

RK

ETING

INN

OVATIO

NS

MARKET ENVIRONMENT

BUYERS MARKET

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BUSINESS DEVELOPMENT MANIFESTATIONS POSITIONING, PROCESS, PORTFOLIO, PARADIGM

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POSITIONING INNOVATIONS CREATE SUPERIOR PERFORMANCE IN

CUSTOMER PERCEIVED VALUE TO PRODUCTS

PRODUCT DEVELOPMENT

IMPLEMENTATION OF NEW PRODUCT IDEAS

IMPLEMENTATION OF NEW PRODUCT ENTRY

POSITIONING INNOVATIONS

MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN

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Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]

OBTAINING PRODUCT LEADERSHIP BY REDEFINING THE PRODUCT

PRODUCT DEVELOPMENT

IMPLEMENTATION OF NEW PRODUCT IDEAS

IMPLEMENTATION OF NEW PRODUCT ENTRY

POSITIONING INNOVATIONS

MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN

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DIFFERENTIATION AS COMPETITIVE STRATEGY

DIVERSIFICATION AS GROWTH STRATEGY

CREATE SUPERIOR PERFORMANCE IN CUSTOMER PERCEIVED VALUE TO PRODUCTS

Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)

“UNIQUENESS”

“SUSTAINABLE COMPETITIVE ADVANTAGE”

PRODUCT DEVELOPMENT

IMPLEMENTATION OF NEW PRODUCT IDEAS

IMPLEMENTATION OF NEW PRODUCT ENTRY

POSITIONING INNOVATIONS

MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN

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CREATE SUPERIOR PERFORMANCE IN PRODUCT BELIEVE AND EXPERIENCE

CREATE ADDED VALUE TO PRODUCTS AND SERVICES THROUGH INNOVATION IN EXTERNAL BRANDING

CREATE ADDED VALUE TO PRODUCTS AND SERVICES THROUGH INNOVATION IN CUSTOMER ENGAGEMENT

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CREATE SUPERIOR PERFORMANCE IN PRODUCT BELIEVE AND EXPERIENCE

PRODUCT DEVELOPMENT

IMPLEMENTATION OF NEW PRODUCT IDEAS

IMPLEMENTATION OF NEW PRODUCT ENTRY

POSITIONING INNOVATIONS

MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN

CREATE ADDED VALUE TO PRODUCTS AND SERVICES THROUGH INNOVATION IN EXTERNAL BRANDING

CREATE ADDED VALUE TO PRODUCTS AND SERVICES THROUGH INNOVATION IN CUSTOMER ENGAGEMENT

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PROCESS INNOVATIONS CREATE SUPERIOR PERFORMANCE IN

FIRM’S VALUE OFFERING TO CUSTOMERS

ORGANISATION DEVELOPMENT

IMPLEMENTATION OF NEW ORGANIZATIONAL IDEAS

IMPLEMENTATION OF NEW ORGANIZATIONAL ENTRY

PROCESS INNOVATIONS

MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN

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OBTAINING PERFORMANCE LEADERSHIP BY REDEFINING THE BUSINESS ARCHITECTURE

Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]

ORGANISATION DEVELOPMENT

IMPLEMENTATION OF NEW ORGANIZATIONAL IDEAS

IMPLEMENTATION OF NEW ORGANIZATIONAL ENTRY

PROCESS INNOVATIONS

MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN

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CREATE SUPERIOR PERFORMANCE IN FIRM’S VALUE OFFERING TO CUSTOMERS

DIFFERENTIATION AS COMPETITIVE STRATEGY

DIVERSIFICATION AS GROWTH STRATEGY

Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)

“UNIQUENESS”

“SUSTAINABLE COMPETITIVE ADVANTAGE”

ORGANISATION DEVELOPMENT

IMPLEMENTATION OF NEW ORGANIZATIONAL IDEAS

IMPLEMENTATION OF NEW ORGANIZATIONAL ENTRY

PROCESS INNOVATIONS

MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN

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CREATE SUPERIOR PERFORMANCE IN THE VALUE CHAIN AND BUSINESS MODEL

CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN THE PROFIT MODEL

CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN THE BUSINESS MODEL

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ORGANISATION DEVELOPMENT

IMPLEMENTATION OF NEW ORGANIZATIONAL IDEAS

IMPLEMENTATION OF NEW ORGANIZATIONAL ENTRY

PROCESS INNOVATIONS

MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN

CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN THE PROFIT MODEL

CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN THE BUSINESS MODEL

CREATE SUPERIOR PERFORMANCE IN THE VALUE CHAIN AND BUSINESS MODEL

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PORTFOLIO INNOVATIONS CREATE SUPERIOR PERFORMANCE IN

PRODUCT OFFERING TO THE MARKET SPACE

OBTAINING MARKET LEADERSHIP BY REDEFINING THE MARKET

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Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]

PRODUCT DEVELOPMENT

IMPLEMENTATION OF NEW MARKET IDEAS

IMPLEMENTATION OF NEW MARKET ENTRY

PORTFOLIO INNOVATIONS

INDUSTRY TRANSITION

CAPACITY DRIVEN

CAPABILITY DRIVEN

CREATE SUPERIOR PERFORMANCE IN PRODUCT OFFERING TO THE MARKET SPACE

PRODUCT DEVELOPMENT

IMPLEMENTATION OF NEW MARKET IDEAS

IMPLEMENTATION OF NEW MARKET ENTRY

PORTFOLIO INNOVATIONS

INDUSTRY TRANSITION

CAPACITY DRIVEN

CAPABILITY DRIVEN

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DIFFERENTIATION AS COMPETITIVE STRATEGY

DIVERSIFICATION AS GROWTH STRATEGY

Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)

“UNIQUENESS”

“SUSTAINABLE COMPETITIVE ADVANTAGE”

PRODUCT DEVELOPMENT

IMPLEMENTATION OF NEW MARKET IDEAS

IMPLEMENTATION OF NEW MARKET ENTRY

PORTFOLIO INNOVATIONS

INDUSTRY TRANSITION

CAPACITY DRIVEN

CAPABILITY DRIVEN

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CREATE SUPERIOR PERFORMANCE IN PRODUCT SYSTEM AND PERFORMANCE

CREATE ADDED VALUE TO THE OFFERING THROUGH INNOVATION IN THE PROPOSITION

CREATE ADDED VALUE TO THE OFFERING THROUGH INNOVATION IN PRODUCT PORTFOLIO

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CREATE SUPERIOR PERFORMANCE IN PRODUCT SYSTEM AND PERFORMANCE

PRODUCT DEVELOPMENT

IMPLEMENTATION OF NEW MARKET IDEAS

IMPLEMENTATION OF NEW MARKET ENTRY

PORTFOLIO INNOVATIONS

INDUSTRY TRANSITION

CAPACITY DRIVEN

CAPABILITY DRIVEN

CREATE ADDED VALUE TO THE OFFERING THROUGH INNOVATION IN THE PROPOSITION

CREATE ADDED VALUE TO THE OFFERING THROUGH INNOVATION IN PRODUCT PORTFOLIO

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PARADIGM INNOVATIONS CREATE SUPERIOR PERFORMANCE IN

FIRM’S VALUE OFFERING TO STAKE HOLDERS

ORGANISATION DEVELOPMENT

IMPLEMENTATION OF NEW BUSINESS IDEAS

IMPLEMENTATION OF NEW BUSINESS ENTRY

PARADIGM INNOVATIONS

INDUSTRY TRANSITION

CAPACITY DRIVEN

CAPABILITY DRIVEN

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OBTAINING STRATEGIC LEADERSHIP BY REDEFINING THE BUSINESS

Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]

ORGANISATION DEVELOPMENT

IMPLEMENTATION OF NEW BUSINESS IDEAS

IMPLEMENTATION OF NEW BUSINESS ENTRY

PARADIGM INNOVATIONS

INDUSTRY TRANSITION

CAPACITY DRIVEN

CAPABILITY DRIVEN

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CREATE SUPERIOR PERFORMANCE IN FIRM’S VALUE OFFERING TO STAKE HOLDERS

DIFFERENTIATION AS COMPETITIVE STRATEGY

DIVERSIFICATION AS GROWTH STRATEGY

Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)

“UNIQUENESS”

“SUSTAINABLE COMPETITIVE ADVANTAGE”

ORGANISATION DEVELOPMENT

IMPLEMENTATION OF NEW BUSINESS IDEAS

IMPLEMENTATION OF NEW BUSINESS ENTRY

PARADIGM INNOVATIONS

INDUSTRY TRANSITION

CAPACITY DRIVEN

CAPABILITY DRIVEN

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CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN BELIEF, ATTITUDE AND BEHAVIOUR

CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN COLLABORATION

CREATE SUPERIOR PERFORMANCE IN ORGANISATION CULTURE AND STRATEGIC ALLIANCE

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CREATE SUPERIOR PERFORMANCE IN ORGANISATION CULTURE AND STRATEGIC ALLIANCE

ORGANISATION DEVELOPMENT

IMPLEMENTATION OF NEW BUSINESS IDEAS

IMPLEMENTATION OF NEW BUSINESS ENTRY

PARADIGM INNOVATIONS

INDUSTRY TRANSITION

CAPACITY DRIVEN

CAPABILITY DRIVEN

CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN BELIEF, ATTITUDE AND BEHAVIOUR

CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN COLLABORATION

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