Kagermann / Osterle / Jordan IT-Driven Business Models

Global Case Studies in Transformation
1. Auflage 2010
ISBN: 978-0-470-94425-7
Verlag: John Wiley & Sons
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 240 Seiten, E-Book

A look at business model innovation's crucial role in today'sglobal business environment .
Showing organizations how business model innovation should be akey focus area in today's global economy, this book features casesfrom businesses around the globe that have developed customizedbusiness models and achieved spectacular levels of performance.
* Case examples from well-known innovation leaders IKEA, Apple,Tata, SHARP, Saudi Aramco, De Beers, Telefonica, Valero Energy,LEGO, and Proctor & Gamble
* Shows businesses how to get beyond traditional business modelsto take better advantage of emerging opportunities
* Coauthored by former CEO of SAP AG, the world's largestprovider of enterprise software
Filled with interviews with key executives, this book revealsthe role of technology in driving and enabling changes tofundamental facets of a business. Companies around the world areinnovating their business models with tremendous results.IT-Driven Business Models shows interestedorganizations how they can start the process.

Autoren/Hrsg.

Kagermann, Henning

Osterle, Hubert

Jordan, John M.

Inhaltsverzeichnis

Foreword.
Preface.
Acknowledgments.
Chapter 1: Enterprise Value from Customer Value.
Customer Value and Enterprise Value.
Context.
Shaping a Response.
Business Models, Business Concepts and the Role of IT.
Case Study: Apple.
Realizing the Information Vision: The Technology Dimension.
Checklist.
Chapter 2: Customer Value from the Customer Process.
Management Summary.
Vision.
From Product to Solution Provider.
Process Focus: Waste Disposal and Management.
Concepts of the Customer Process.
Realizing the Vision.
Checklist.
Chapter 3: More Customers and More for the Customer.
Management Summary.
Vision.
Turning Employees and Customers into Fans.
Concepts of Market and Customer Development.
Realizing the Vision.
Checklist.
Chapter 4: Innovation and Personalization TrumpCommoditization.
Management Summary.
Vision.
From Single Standardized Product to Personalized ServicePackage: Endress+Hauser.
Innovating Innovation: Procter & Gamble.
Pioneering Co-creation: LEGO Group.
The Tata Nano: A Case of Disruptive Innovation?
Concepts of Product and Service Development.
Realizing the Vision.
Checklist.
Chapter 5: Silent Commerce.
Management Summary.
Vision.
Seamless Fulfillment, Silent Commerce.
Concepts of Fulfillment.
Realizing the Vision.
Checklist.
Chapter 6: Strategy-compliant Management.
Management Summary.
Vision.
From Reporting to Strategy Implementation.
Concepts of Operative Management.
Realizing the Vision.
Checklist.
Chapter 7: Value Chain Redesign.
Management Summary.
Vision.
From Value Chain to Ecosystem: Seven Redesigns.
Competition in Networks.
Concepts of Value Chain Redesign.
Realizing the Vision.
Checklist.
Chapter 8: IT's Role in Business ModelTransformation.
Management Summary.
Vision.
High-Performance IS Organizations.
Concepts of IS Organizational Performance.
Realizing the Vision.
Checklist.
Conclusion: IT-Driven Innovation in the 2010s.
Notes.
About the Authors.
Index.

Über Autor(innen)

DR. HENNING KAGERMANN is the former CEO of SAP AG, the world's largestprovider of enterprise software, where he served as CEO from 1998 until 2009. He currently serves as president of acatech, the German Academy of Science and Engineering.
DR. HUBERT OSTERLE is Director of the Institute of Information Management at the University of St. Gallen. He is involved in teaching and research in the areas of business models for the information age and business engineering.
JOHN M. JORDAN is a clinical professor in the Department of Supply Chainand Information Systems at the Smeal College of Business, Penn State University, wherehe teaches IT strategy to undergraduates, MBAs, and executives. His research focuses on emergingtechnologies and their impact on business strategy, design, and practice.