Franz / Bieger / Herrmann Evolving Business Models

How CEOs Transform Traditional Companies
1. Auflage 2017
ISBN: 978-3-319-48938-4
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 226 Seiten

Reihe: Management for Professionals

This book addresses the core challenges currently faced by traditional companies. In the age of digitization many industries are now challenged by disruptions of the traditional value chain: new competitors are coming into play, traditional products don't sell any more, and profits are at risk. As such, CEOs need to adopt new business models for these established industries, while many companies have to reinvent themselves by developing new products for new markets. In this book, leading CEOs share their experiences in transforming established companies. They provide insights on transforming industries and demonstrate what it takes to redefine companies from the ground up. Issues such as organizational transformation, new product development, implementing a new organizational spirit, and many more are discussed.

Dr. Christoph Franz is Chairman of the Supervisory Board, Roche Holding Ltd. 
Prof. Dr. Thomas Bieger is President of the University of St. Gallen, Switzerland.
Prof. Dr. Andreas Herrmann is Director of the Institute of Customer Insight at the University of St. Gallen, Switzerland.

Autoren/Hrsg.

Franz, Christoph

Bieger, Thomas

Herrmann, Andreas

Inhaltsverzeichnis

1;Contents;6
2;About the Authors;8
3;Introduction: Globalization and the Opening of New Markets;14
4;Transformation of Teaching and Research in a Globalized IT-Driven World;24
4.1;1 Chapter 1: Teaching and Research (The Traditional Paradigm as a Starting Point);24
4.2;2 Chapter 2: Changes in the Environment (Drivers of a Transformation);27
4.3;3 Chapter 3: New Models of Teaching and Research (Networks Between State and Market);32
4.4;4 Chapter 4: Outlook, A Regionally Rooted Faculty-Driven University with Global Reach (The Example of the HSG);34
4.5;5 Conclusion;37
4.6;References;37
5;Banks Caught Between Regulation, Technical Progress, and Profitability;39
5.1;1 Confidence and the Banking Business;39
5.2;2 Regulation of the Financial Sector;40
5.3;3 Risk Management;42
5.3.1;3.1 Requirements Under Corporate Law;42
5.3.2;3.2 Risk Strategy in Financial Institutions;43
5.3.3;3.3 Risk Culture;44
5.3.4;3.4 Remuneration Policy;45
5.4;4 Capital and Liquidity;46
5.5;5 European Banking Union;47
5.6;6 Regulation and Profitability;48
5.7;7 Digitization;48
5.8;8 Commerzbank;50
6;Business Models in the Chemical Industry Amid a Changing Competitive Landscape;52
6.1;1 Introduction;52
6.2;2 A Brief Overview of the Chemical Industry;53
6.3;3 Trends in the Chemical Industry;55
6.3.1;3.1 Changing Landscape: Rise of Emerging Markets;55
6.3.2;3.2 Regional Diversification: A Special Challenge for Europe;56
6.3.3;3.3 Importance of Innovation;56
6.3.4;3.4 Sustainability: An Integral Part of Today´s Business Models;57
6.4;4 Business Models in the Chemical Industry;58
6.4.1;4.1 Competitive Environment;58
6.4.2;4.2 Business Models in Comparison;59
6.4.2.1;4.2.1 Basic Chemicals;60
6.4.2.2;4.2.2 Application-Oriented Solutions;61
6.4.2.3;4.2.3 Product Innovation-Driven Specialties;63
6.4.2.4;4.2.4 New Business Model on the Horizon: Circular Economy;64
6.5;5 Business Model Success Factors and the Next Challenge;65
6.5.1;5.1 Portfolio Management as a Precondition;65
6.5.2;5.2 Success Factors for a Multi-business Model Company;65
6.5.3;5.3 The Next Challenge: The Impact of Industry 4.0;67
6.6;6 Conclusion;68
6.7;References;69
7;Business Model Innovation: Some Key Success Factors at Bosch;71
7.1;1 Business Model Innovation at Bosch;71
7.1.1;1.1 State-of-the-Art Knowledge and Best Practices for Business Model Innovation;72
7.1.2;1.2 Change Perspective to Open Up for New Business Models;74
7.1.3;1.3 Core Competencies as Source for Business Model Innovation;75
7.2;2 Case Studies for Business Model Innovation at Bosch;75
7.2.1;2.1 Case Study 1: Parking Reinvented;75
7.2.2;2.2 Case Study 2: Corporate and Start-Up as Perfect Complement;77
7.2.3;2.3 Case Study 3: Bosch Internal Start-Up Success Story;78
7.3;3 Leadership: Key Success Factor for Business Model Innovation;79
7.3.1;3.1 Make Room for Creativity;79
7.3.2;3.2 Dare to Explore New Territories;81
7.3.3;3.3 Find a Strong Mentor in the Organization;82
7.4;4 Conclusion;83
7.5;References;84
8;Environmental Management;85
8.1;1 Environmental Management;85
8.1.1;1.1 Management Rules and Stakeholders;88
8.1.2;1.2 Management Rules and Areas of Action;89
8.2;2 Sustainability Management;94
8.2.1;2.1 The ``Energy Revolution´´;95
8.2.2;2.2 The ``Mobility Revolution´´;95
8.3;3 Sustainability Management, Risk Management, and Opportunity Management;97
8.4;References;100
8.4.1;Further Reading;101
9;Innovation for Health: Success Factors for the Research-Based Pharmaceutical Industry;102
9.1;1 The Drivers of the Industry;102
9.1.1;1.1 The Market and Environment;102
9.1.2;1.2 The Companies;104
9.1.3;1.3 The Portfolio of Business Segments;104
9.1.3.1;1.3.1 Patented Prescription Medicines;105
9.1.3.2;1.3.2 Generics and Biosimilars;106
9.1.3.3;1.3.3 OTC Drugs;106
9.2;2 The Fundamental Business Model of Pharma Innovation;107
9.2.1;2.1 Patent Protection as Backbone;108
9.2.2;2.2 Change in Cost Structure Post Patent Expiry;109
9.2.3;2.3 The Challenges for Research-Driven Companies;110
9.2.3.1;2.3.1 RandD Productivity;110
9.2.3.2;2.3.2 Making Innovation Accessible;112
9.3;3 The Evolving Business Model and Its Success Factors;112
9.3.1;3.1 Pharma Business Model in Transformation;112
9.3.2;3.2 Success Factors for the Future;114
9.4;4 Conclusion;120
9.5;Bibliography;120
10;Industry Expertise and Dynamic Challenges: Perspectives of an Adopted Railwayman;122
10.1;1 Introduction;122
10.2;2 Definitions of Terms;123
10.3;3 Derivation of Core Hypotheses;125
10.4;4 A Case Study: Rail Transport in Germany;127
10.5;5 Conclusion and Recommendations;132
10.6;References;133
11;The Airline Industry: Flying on Its Own Is not Enough;134
11.1;1 Introduction;134
11.2;2 The Task of a Manager;135
11.3;3 History of Aviation Industry and Management Skills;136
11.4;4 Today´s Dynamics;140
11.5;5 Business Models and Skillsets;142
11.6;6 Conclusions;148
11.7;References;149
12;From Data to Business: A Paradigm Shift in Industry;150
12.1;1 Digitalization Is Radically Driving the Innovation of New Business Models;150
12.2;2 Digitalization Is Spreading into Industry;152
12.3;3 Technological Leadership Isn´t Enough: Customer Benefit Is Key;153
12.4;4 What Makes a Business Model Innovative and Viable?;155
12.5;5 Industry Business: Condition Monitoring for Machine Tools;157
12.6;6 Energy Business: Flexible Maintenance Contracts and Tailored Solutions for Customers;158
12.7;7 Mobility Business: Top Reliability and Availability;159
12.8;8 Medical Engineering: Cloud-Based Platform for Radiologists;159
12.9;9 Digital Market Success Increasingly Depends on Networking Business Models in Ecosystems;160
12.10;10 Ownership Culture as a Success Factor in the Digital Age;160
12.11;Bibliography;161
13;Engineering the Intangible: Strategic Success Factors in the Luxury Watch Industry;162
13.1;1 Introduction;162
13.2;2 What Is Luxury?;163
13.3;3 Between Making and Art;165
13.4;4 Luxury Products and the Nature of Luxury Spending;167
13.5;5 More than the Sum of Its Products: The Luxury Brand;168
13.6;6 Why Mechanical Watches?;170
13.7;7 Eternity and Immortality;170
13.7.1;7.1 A Functional Instrument;171
13.7.2;7.2 It´s Got an Engine;172
13.7.3;7.3 Complex, Compact, and Portable;172
13.7.4;7.4 It´s Uniquely Recognizable;172
13.7.5;7.5 Simply Irreplaceable;172
13.8;8 The Luxury Watch Brand´s Market Environment;173
13.9;9 The Luxury Watch Brand Mission;174
13.9.1;9.1 Authenticity;174
13.9.2;9.2 Desirability;175
13.9.3;9.3 Client Experience;176
13.10;10 Success Factors in the Luxury Watch Industry;177
13.11;11 Creation;177
13.11.1;11.1 Emotional;177
13.11.2;11.2 Rational;178
13.12;12 Making;179
13.12.1;12.1 Emotional;179
13.12.2;12.2 Rational;180
13.13;13 Selling;181
13.13.1;13.1 Emotional;181
13.13.2;13.2 Rational;183
13.14;14 Marketing;184
13.14.1;14.1 Emotional;184
13.14.2;14.2 Rational;185
13.15;15 Digital Transformation;185
13.16;16 Conclusion;187
13.17;References;188
14;Industry Expertise in the Digital Media Industry: Specialization vs. Disruption of Online Business Models;190
14.1;1 Introduction;190
14.2;2 The Growing Importance of Industry Expertise in Digital Media;191
14.2.1;2.1 Differentiation and Specialization due to Technology;191
14.2.2;2.2 User- and Product-Centric Business Models;193
14.2.3;2.3 Data-Driven Decision-Making;195
14.2.4;2.4 Short Product Launch Times and Life Cycles;196
14.2.5;2.5 Informal Networks;196
14.2.6;2.6 Sector-Specific Regulation;197
14.3;3 Offsetting Factors;197
14.3.1;3.1 Continued High Intensity of Change and Possible Disruption;197
14.3.2;3.2 Divergent Organizational Cultures Within One Industry;200
14.4;4 Summary and Outlook;201
14.5;References;202
15;Royal Dutch Shell in a Changing World: Navigating Uncertainty;203
15.1;1 Understanding Shell;204
15.2;2 Strengths;205
15.3;3 Evolving Business Model;206
15.4;4 Simpler Company;207
15.5;5 Evolving Business Environment;207
15.6;6 Lower Emissions;208
15.7;7 Political and Economic Uncertainty;209
15.8;8 Digital Technology;209
15.9;9 Strategic Choices;210
15.10;10 Making the Most of Shell´s Strengths;210
15.11;11 Key Capabilities;211
15.12;12 Conclusion;212
15.13;Case studies: LNG and Retail;213
15.13.1;LNG: Making Innovation Count;213
15.14;Retail: A Local Approach in a Global Network;214
15.15;Further Reading;215
16;Into the Future on the Digital Highway;216
16.1;1 Product Creation 4.0: The Intelligent Factory;217
16.2;2 Customer Service 4.0: The Digital Approach to the Car;222
16.3;3 Freedom 4.0: The Connected Car;223