UBS Business School College 1 Business Development & Innovation

Diwaniya B.V.

UBS / Utrecht Business School Post HBO - Business Development & lnnovatie

11-03-15

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Thursday 12 March 2015 Roy Schütt & Alexander Boelen

INTRODUCTION OF THE BUSINESS DEVELOPMENT REFERENCE MODEL

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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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LEARNING OBJECTIVE DAY 1, CLASS 1

§  What is Business Development and why should I care §  Delinea1ng the Business Development construct §  Explaining how Business Development should be understood in

one’s organisa1on, including its tasks and process, structure and people

§  The Business Development Framework


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BUSINESS DEVELOPMENT PART I – GENERATIONS OF INNOVATION MODELS


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INDUSTRIAL SOCIETY 1950 - 1965 “BLACK HOLE DEMAND”


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PRODUCT DEVELOPMENT

TECHNOLOGY RESEARCH


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THE MORE R&D IN, THE MORE NEW PRODUCTS OUT SCIENTIFIC BREAK THROUGHS

ÌMPLEMENTATION OF NEW ENTRY

MARKET TRANSITION


PUSH STRATEGY

RESEARCH AND DEVELOPMENT


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1E GENERATION TECHNOLOGY PUSH MODEL LINEAR, SEQUENTIAL INNOVATION PROCESS

RESEARCH AND DEVELOPMENT


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PRODUCT MARKETING SOCIO DEMOGRAPHIC MARKET SEGMENTATION

BRAND MANAGEMENT SELLING / PROMOTION

TECHNICAL INVENTIONS RADICAL PRODUCT INNOVATIONS


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INDUSTRIAL SOCIETY 1965 - 1975 “MARKET SHARES BATTLE”


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PRODUCT DEVELOPMENT

TECHNOLOGY RESEARCH


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THE MARKET IS THE SOURCE OF IDEAS RATIONALISATION

ÌMPLEMENTATION OF NEW IDEAS

MARKET TRANSITION


PULL STRATEGY

CONTRACT RESEARCH


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2E GENERATION MARKET NEED PULL MODEL LINEAR, SEQUENTIAL INNOVATION PROCESS

OPERATIONAL RESEARCH TEAMS


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MARKETING CONCEPT 4P MARKETINGMIX

TARGET MARKETING “Life style Marketing”

TELESALES INCREMENTAL PRODUCT INNOVATIONS


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INNOVATION WITHIN FIRM BOUNDERIES WEAK TIES WITH CORPORATE STRATEGY


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INDUSTRIAL SOCIETY 1975 – 1985 “CORPORATE CONSOLIDATION"


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OPERATIONAL COST REDUCTION FOCUS ON NEW TECHNOLOGICAL CAPABILITIES

PRODUCT DEVELOPMENT

TECHNOLOGY RESEARCH

MARKET TRANSITION


PUSH STRATEGY

PULL STRATEGY




OPEN R&D BUSINESS PROCESS ENGINEERING


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3E GENERATION COUPLING MODEL LINEAR, SEQUENTIAL WITH FEEDBACK LOOPS

CUSTOMER RELATION MARKETING

INTERNALLY FOCUSED PROCESS INNOVATION

INNOVATION STRATEGY


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INNOVATION WITHIN FIRM BOUNDERIES STRONG TIES WITH CORPORATE STRATEGY


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STRONG EMPHASIS ON CHAIN MANAGEMENT STAGE-GATE MODEL


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INDUSTRIAL SOCIETY 1985 - 1995 “TIME BASED STRUGGLE”


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SHORTENING PRODUCT LIFE CYCLES INTEGRATION OF PROCESSES AND PRODUCTS

PRODUCT DEVELOPMENT

TECHNOLOGY RESEARCH

MARKET TRANSITION


PUSH STRATEGY




WORK FLOW MANAGEMENT

PULL STRATEGY


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FUNCTIONAL INTEGRATION FLEXIBILITY AND SPEED OF DEVELOPMENT


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TOTAL CONCEPTS LEARNING WITH SUPPLIERS AND CUSTOMERS


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NEW PRODUCT DEVELOPMENT ATTAINING PRODUCT LEADERSHIP


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RISE OF BUSINESS DEVELOPMENT FROM A PRODUCT ORIENTED PERSPECTIVE

•  COORDINATED USE OF RESOURCES •  CROSS FUNCTIONAL TEAMS •  INTER FUNCTIONAL CONSULTATION

MARKET TRANSITION



INTER FUNCTIONAL

COORDINATION

PRODUCT DEVELOPMENT

NEW PRODUCT DEV. AND

MARKET FOCUS

PRODUCT MARKET COMBINATIONS PRODUCT POSITIONING


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BUSINESS DEVELOPMENT INCORPORATING CUSTOMER FEEDBACK


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INDUSTRIAL SOCIETY 1995 - 2005 “TIME BASED STRATEGY”


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CORPORATE FLEXIBILITY, COSTS AND SPEED SYSTEMS INTEGRATION AND NETWORKING

MARKET TRANSITION

ORGANISATION DEVELOPMENT

PRODUCT DEVELOPMENT





ENTERPRISE RESOURCE PLANNING


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ATTAINING MARKET LEADERSHIP LEARNING FROM EXTERNAL RESOURCES


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VALUE PROPOSITIONS OPEN INNOVATION


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INTER FUNCTIONAL

COORDINATION


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BUSINESS DEVELOPMENT FROM A MARKETING ORIENTED PERSPECTIVE

MARKET TRANSITION





ORGANISATION DEVELOPMENT STRATEGIC MANAGEMENT

AND INNOVATIVENESS

PRODUCT DEVELOPMENT


MARKET FOCUS

INTER FUNCTIONAL

COORDINATION

PMC PRODUCT POSITIONING

CORPORATE VENTURING BUSINESS MODELLING

CUSTOMER FOCUS AT THE FOREFRONT OF STRATEGY

•  COORDINATED USE OF RESOURCES

•  CROSS FUNCTIONAL TEAMS

•  INTER FUNCTIONAL CONSULTATION

•  COORDINATED USE OF RESOURCES

•  CROSS FUNCTIONAL TEAMS

•  INTER FUNCTIONAL CONSULTATION


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NEW BUSINES DEVELOPMENT INCORPORATING MARKET FEEDBACK


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INDUSTRIAL SOCIETY 2005 - PRESENT “INTERACTION AND CHANGE”


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SYSTEM DYNAMICS PRINCIPLE OF CYCLICAL INTERACTION AND CHANGE

CYCLE OF CHANGE

INSIDE-OUT

OUTSIDE-IN

SYSTEM I

DEVELOPMENT TRANSITION


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SYSTEM DYNAMICS COMPETITION, INNOVATION AND ROUTINES

CYCLE OF CHANGE

INSIDE-OUT

OUTSIDE-IN

SYSTEM I


“DOING WHAT WE DO DIFFERENTLY” ADDING OF NEW SYSTEM ATTRIBUTES OR FUNCTIONS

“NEW TO THE FIRM, THE MARKET OR THE WORLD”

“DOING WHAT WE DO BETTER” IMPROVEMENTS TO

EXISTING SYSTEM ATTRIBUTES


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CYCLIC INTERACTION AND CHANGE START QUICKLY, ADJUST QUICKLY AND LEARN QUICKLY

CYCLE OF CHANGE

INSIDE-OUT

OUTSIDE-IN

SYSTEM I


INNOVATION MANAGEMENT PROCESS


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


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MARKET(ING) INNOVATIONS

IMPLEMENTATION OF NEW ENTRY

IMPLEMENTATION OF NEW IDEAS

ORGANISATION INNOVATIONS




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MARKET ORIENTATION ORGANISATION LEARNING, MARKET FOCUS

AND INNOVATION

MARKET TRANSITION

ORGANISATION DEVELOPMENT STRATEGIC MANAGEMENT

AND INNOVATIVENESS

PRODUCT DEVELOPMENT


MARKET FOCUS

(NEW) BUSINESS DEVELOPMENT CYCLIC INTERACTION AND CHANGE ON BUSINESS LEVEL


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MARKET ORIENTATION HET BEGRIP ‘MARKT’ KENT VERSCHILLENDE INTERPRETATIES

MARKETING INNOVATIONS




NEW MARKETING

ENTRY

NEW BUSINESS

ENTRY

NEW BUSINESS MODEL

ENTRY

NEW MARKET ENTRY

NEW PORTFOLIO

IDEAS

NEW PRODUCT

IDEAS

NEW SERVICES

IDEAS

NEW ORGANISATION

IDEAS ORGANISATION DEVELOPMENT STRATEGIC MANAGEMENT

AND INNOVATIVENESS

PRODUCT DEVELOPMENT


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


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NEW MARKETING

ENTRY

NEW BUSINESS

ENTRY

NEW BUSINESS MODEL

ENTRY

NEW MARKET ENTRY

NEW PORTFOLIO

IDEAS

NEW PRODUCT

IDEAS

NEW SERVICES

IDEAS

NEW ORGANISATION


AND INNOVATIVENESS

PRODUCT DEVELOPMENT


MARKET FOCUS

MARKET TRANSITION


STRUCTURES

MARKET TRANSITION


BEHAVIOUR

STAKEHOLDER CENTRIC VISION

INDUSTRIAL ECONOMIC PERSPECTIVE

CUSTOMER CENTRIC VISION

MARKET(ING) PERSPECTIVE

Kernvraag: “Hoe om te gaan met het onderhouden van relaties met nieuwe en bestaande klanten in

dynamische (inter)nationale markten”

Kernvraag: “Hoe om te gaan met het geheel van omstandigheden waaronder de onderneming met anderen

concurreert”


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BUSINES DEVELOPMENT CYCLICAL INTERACTION AND CHANGE ON BUSINESS LEVEL

CYCLE OF CHANGE



TRANSITION DEVELOPMENT


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CYCLE OF CHANGE



TRANSITION DEVELOPMENT

INNOVATION MANAGEMENT PROCESS

BUSINES DEVELOPMENT CYCLICAL INTERACTION AND CHANGE ON BUSINESS LEVEL


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INNOVATION MANAGEMENT PROCESS DROMEN, DENKEN, DURVEN, DOEN


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BUSINESS DEVELOPMENT FAST TRACK INNOVATIONS


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THE CIRCLE OF CHANGE PART II – CYCLIC BUSINESS DEVELOPMENT

REFERENCE MODEL


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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 zeMen 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 productporNolio, het succesvol creëren of aanboren van nieuwe markten, ontwikkelen van nieuwe business modellen tot het ‘slim’ opschuiven in de waardeketen, fusies en overnames


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

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

PORTFOLIO CHANGE CYCLE

PARADIGM CHANGE CYCLE

PROCESS CHANGE CYCLE

POSITIONING CHANGE CYCLE

NEW MARKETING

ENTRY

NEW BUSINESS

ENTRY

NEW BUSINESS MODEL

ENTRY

NEW MARKET ENTRY

NEW PORTFOLIO

IDEAS

NEW PRODUCT

IDEAS

NEW SERVICES

IDEAS

NEW ORGANISATION


AND INNOVATIVENESS

PRODUCT DEVELOPMENT


MARKET FOCUS

INDUSTRY TRANSITION


STRUCTURES

MARKET TRANSITION


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

PORTFOLIO CHANGE CYCLE

PARADIGM CHANGE CYCLE

PROCESS CHANGE CYCLE

POSITIONING CHANGE CYCLE

NEW MARKETING

ENTRY

NEW BUSINESS

ENTRY

NEW BUSINESS MODEL

ENTRY

NEW MARKET ENTRY

NEW PORTFOLIO

IDEAS

NEW PRODUCT

IDEAS

NEW SERVICES

IDEAS

NEW ORGANISATION


AND INNOVATIVENESS

PRODUCT DEVELOPMENT


MARKET FOCUS

INDUSTRY TRANSITION


STRUCTURES

MARKET TRANSITION


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 CHANGES IN THE CONTEXT PRODUCTS ARE

INTRODUCED


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PRODUCT DEVELOPMENT

IMPLEMENTATION OF NEW PRODUCT IDEAS

IMPLEMENTATION OF NEW MARKETING ENTRY

POSITIONING INNOVATIONS

MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN


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SUPERIOR PERFORMANCE IN CUSTOMER BELIEF AND EXPERIENCE



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PRODUCT DEVELOPMENT




MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN

CREATE ADDED VALUE TO PRODUCTS AND SERVICES THROUGH INNOVATION IN THE OFFERING

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


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PRODUCT DEVELOPMENT




MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN

CREATE ADDED VALUE TO PRODUCTS AND SERVICES THROUGH INNOVATION IN THE OFFERING

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


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PROCESS INNOVATIONS CHANGES IN THE WAY PRODUCTS ARE

CREATED AND DELIVERED


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IMPLEMENTATION OF NEW SERVICES IDEAS

IMPLEMENTATION OF NEW BUSINESS MODEL ENTRY

PROCESS INNOVATIONS

MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN


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SUPERIOR PERFORMANCE IN SERVICES AND BUSINESS MODELLING



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PROCESS INNOVATIONS

MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN

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

CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN THE SERVICES


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PROCESS INNOVATIONS

MARKET TRANSITION

COMPETITOR DRIVEN

CUSTOMER DRIVEN

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

CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN THE SERVICES


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PORTFOLIO INNOVATIONS CHANGES IN PRODUCTS WHICH AN

ORGANISATION OFFERS


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PRODUCT DEVELOPMENT

IMPLEMENTATION OF NEW PORTFOLIO IDEAS

IMPLEMENTATION OF NEW MARKET ENTRY

PORTFOLIO INNOVATIONS

INDUSTRY TRANSITION

CAPACITY DRIVEN

CAPABILITY DRIVEN


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SUPERIOR PERFORMANCE IN APPLICATION AND MARKETS



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PRODUCT DEVELOPMENT




INDUSTRY TRANSITION

CAPABILITY DRIVEN

CAPACITY DRIVEN

CREATE ADDED VALUE TO PRODUCTS AND SERVICES THROUGH INNOVATION IN THE APPLICATION

CREATE ADDED VALUE TO PRODUCTS AND SERVICES THROUGH INNOVATION IN MARKET (APPROACH)


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PRODUCT DEVELOPMENT




INDUSTRY TRANSITION

CAPABILITY DRIVEN

CAPACITY DRIVEN

CREATE ADDED VALUE TO PRODUCTS AND SERVICES THROUGH INNOVATION IN THE APPLICATION

CREATE ADDED VALUE TO PRODUCTS AND SERVICES THROUGH INNOVATION IN MARKET (APPROACH)


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PARADIGM INNOVATIONS CHANGES IN MENTAL MODE WHIHCH FRAME

WHAT AN ORGANISATION DOES


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IMPLEMENTATION OF NEW ORGANISATION IDEAS

IMPLEMENTATION OF NEW BUSINESS ENTRY

PARADIGM INNOVATIONS

INDUSTRY TRANSITION

CAPACITY DRIVEN

CAPABILITY DRIVEN


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SUPERIOR PERFORMANCE IN ORGANISATION BEHAVIOUR AND COOPERATION



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INDUSTRY TRANSITION

CAPABILITY DRIVEN

CAPACITY DRIVEN

CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN ORGANISATIONAL BEHAVIOUR

CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN COOPERATION


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INDUSTRY TRANSITION

CAPABILITY DRIVEN

CAPACITY DRIVEN

CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN ORGANISATIONAL BEHAVIOUR

CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN COOPERATION


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YOU LIKE TO KNOW MORE?

§  Spreekt de visie van DIWANIYA u aan of wilt u weten hoe DIWANIYA uw organisatie kan helpen het onderscheid in de markt te maken? Neem contact op met één van onze vennoten

§  I : www.diwaniya.nl §  E: [email protected]


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THANKS FOR YOUR ATTENTION

UBS Business School College 1 Business Development & Innovation

Business

Transcript of UBS Business School College 1 Business Development & Innovation