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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
1
Thursday 12 March 2015 Roy Schütt & Alexander Boelen
INTRODUCTION OF THE BUSINESS DEVELOPMENT REFERENCE MODEL
© DIWANIYA B.V. 11-03-15
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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?
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
2
© DIWANIYA B.V. 11-03-15
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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
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
3
© DIWANIYA B.V. 11-03-15
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© DIWANIYA B.V. 11-03-15
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BUSINESS DEVELOPMENT PART I – GENERATIONS OF INNOVATION MODELS
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
4
© DIWANIYA B.V. 11-03-15
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INDUSTRIAL SOCIETY 1950 - 1965 “BLACK HOLE DEMAND”
© DIWANIYA B.V. 11-03-15
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PRODUCT DEVELOPMENT
TECHNOLOGY RESEARCH
© DIWANIYA B.V. 11-03-15
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THE MORE R&D IN, THE MORE NEW PRODUCTS OUT SCIENTIFIC BREAK THROUGHS
ÌMPLEMENTATION OF NEW ENTRY
MARKET TRANSITION
ÌMPLEMENTATION OF NEW ENTRY
PUSH STRATEGY
RESEARCH AND DEVELOPMENT
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
5
© DIWANIYA B.V. 11-03-15
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1E GENERATION TECHNOLOGY PUSH MODEL LINEAR, SEQUENTIAL INNOVATION PROCESS
RESEARCH AND DEVELOPMENT
© DIWANIYA B.V. 11-03-15
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© DIWANIYA B.V. 11-03-15
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PRODUCT MARKETING SOCIO DEMOGRAPHIC MARKET SEGMENTATION
BRAND MANAGEMENT SELLING / PROMOTION
TECHNICAL INVENTIONS RADICAL PRODUCT INNOVATIONS
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
6
© DIWANIYA B.V. 11-03-15
11
INDUSTRIAL SOCIETY 1965 - 1975 “MARKET SHARES BATTLE”
© DIWANIYA B.V. 11-03-15
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PRODUCT DEVELOPMENT
TECHNOLOGY RESEARCH
© DIWANIYA B.V. 11-03-15
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THE MARKET IS THE SOURCE OF IDEAS RATIONALISATION
ÌMPLEMENTATION OF NEW IDEAS
MARKET TRANSITION
ÌMPLEMENTATION OF NEW IDEAS
PULL STRATEGY
CONTRACT RESEARCH
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
7
© DIWANIYA B.V. 11-03-15
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2E GENERATION MARKET NEED PULL MODEL LINEAR, SEQUENTIAL INNOVATION PROCESS
OPERATIONAL RESEARCH TEAMS
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© DIWANIYA B.V. 11-03-15
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MARKETING CONCEPT 4P MARKETINGMIX
TARGET MARKETING “Life style Marketing”
TELESALES INCREMENTAL PRODUCT INNOVATIONS
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
8
© DIWANIYA B.V. 11-03-15
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INNOVATION WITHIN FIRM BOUNDERIES WEAK TIES WITH CORPORATE STRATEGY
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INDUSTRIAL SOCIETY 1975 – 1985 “CORPORATE CONSOLIDATION"
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
9
© DIWANIYA B.V. 11-03-15
17
OPERATIONAL COST REDUCTION FOCUS ON NEW TECHNOLOGICAL CAPABILITIES
PRODUCT DEVELOPMENT
TECHNOLOGY RESEARCH
MARKET TRANSITION
ÌMPLEMENTATION OF NEW IDEAS
PUSH STRATEGY
PULL STRATEGY
ÌMPLEMENTATION OF NEW ENTRY
ÌMPLEMENTATION OF NEW IDEAS
ÌMPLEMENTATION OF NEW ENTRY
OPEN R&D BUSINESS PROCESS ENGINEERING
© DIWANIYA B.V. 11-03-15
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© DIWANIYA B.V. 11-03-15
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3E GENERATION COUPLING MODEL LINEAR, SEQUENTIAL WITH FEEDBACK LOOPS
CUSTOMER RELATION MARKETING
INTERNALLY FOCUSED PROCESS INNOVATION
INNOVATION STRATEGY
© DIWANIYA B.V. 11-03-15
18
Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
10
© DIWANIYA B.V. 11-03-15
19
INNOVATION WITHIN FIRM BOUNDERIES STRONG TIES WITH CORPORATE STRATEGY
© DIWANIYA B.V. 11-03-15
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STRONG EMPHASIS ON CHAIN MANAGEMENT STAGE-GATE MODEL
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
11
© DIWANIYA B.V. 11-03-15
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INDUSTRIAL SOCIETY 1985 - 1995 “TIME BASED STRUGGLE”
© DIWANIYA B.V. 11-03-15
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© DIWANIYA B.V. 11-03-15
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SHORTENING PRODUCT LIFE CYCLES INTEGRATION OF PROCESSES AND PRODUCTS
PRODUCT DEVELOPMENT
TECHNOLOGY RESEARCH
MARKET TRANSITION
ÌMPLEMENTATION OF NEW IDEAS
PUSH STRATEGY
ÌMPLEMENTATION OF NEW ENTRY
ÌMPLEMENTATION OF NEW IDEAS
ÌMPLEMENTATION OF NEW ENTRY
WORK FLOW MANAGEMENT
PULL STRATEGY
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
12
© DIWANIYA B.V. 11-03-15
23
FUNCTIONAL INTEGRATION FLEXIBILITY AND SPEED OF DEVELOPMENT
© DIWANIYA B.V. 11-03-15
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TOTAL CONCEPTS LEARNING WITH SUPPLIERS AND CUSTOMERS
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
13
© DIWANIYA B.V. 11-03-15
25
NEW PRODUCT DEVELOPMENT ATTAINING PRODUCT LEADERSHIP
© DIWANIYA B.V. 11-03-15
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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
ÌMPLEMENTATION OF NEW ENTRY
ÌMPLEMENTATION OF NEW IDEAS
INTER FUNCTIONAL
COORDINATION
PRODUCT DEVELOPMENT
NEW PRODUCT DEV. AND
MARKET FOCUS
PRODUCT MARKET COMBINATIONS PRODUCT POSITIONING
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
14
© DIWANIYA B.V. 11-03-15
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BUSINESS DEVELOPMENT INCORPORATING CUSTOMER FEEDBACK
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
15
© DIWANIYA B.V. 11-03-15
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INDUSTRIAL SOCIETY 1995 - 2005 “TIME BASED STRATEGY”
© DIWANIYA B.V. 11-03-15
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© DIWANIYA B.V. 11-03-15
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CORPORATE FLEXIBILITY, COSTS AND SPEED SYSTEMS INTEGRATION AND NETWORKING
MARKET TRANSITION
ORGANISATION DEVELOPMENT
PRODUCT DEVELOPMENT
ÌMPLEMENTATION OF NEW IDEAS
ÌMPLEMENTATION OF NEW ENTRY
ÌMPLEMENTATION OF NEW IDEAS
ÌMPLEMENTATION OF NEW ENTRY
ENTERPRISE RESOURCE PLANNING
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
16
© DIWANIYA B.V. 11-03-15
31
ATTAINING MARKET LEADERSHIP LEARNING FROM EXTERNAL RESOURCES
© DIWANIYA B.V. 11-03-15
31
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VALUE PROPOSITIONS OPEN INNOVATION
© DIWANIYA B.V. 11-03-15
32
Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
17
INTER FUNCTIONAL
COORDINATION
© DIWANIYA B.V. 11-03-15
33
BUSINESS DEVELOPMENT FROM A MARKETING ORIENTED PERSPECTIVE
MARKET TRANSITION
ÌMPLEMENTATION OF NEW IDEAS
ÌMPLEMENTATION OF NEW ENTRY
ÌMPLEMENTATION OF NEW IDEAS
ÌMPLEMENTATION OF NEW ENTRY
ORGANISATION DEVELOPMENT STRATEGIC MANAGEMENT
AND INNOVATIVENESS
PRODUCT DEVELOPMENT
NEW PRODUCT DEV. AND
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
© DIWANIYA B.V. 11-03-15
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© DIWANIYA B.V. 11-03-15
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NEW BUSINES DEVELOPMENT INCORPORATING MARKET FEEDBACK
© DIWANIYA B.V. 11-03-15
34
Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
18
© DIWANIYA B.V. 11-03-15
35
© DIWANIYA B.V. 11-03-15
36
INDUSTRIAL SOCIETY 2005 - PRESENT “INTERACTION AND CHANGE”
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
19
© DIWANIYA B.V. 11-03-15
37 © DIWANIYA B.V. 11-03-15
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© DIWANIYA B.V. 11-03-15
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SYSTEM DYNAMICS PRINCIPLE OF CYCLICAL INTERACTION AND CHANGE
CYCLE OF CHANGE
INSIDE-OUT
OUTSIDE-IN
SYSTEM I
DEVELOPMENT TRANSITION
© DIWANIYA B.V. 11-03-15
38
Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
20
© DIWANIYA B.V. 11-03-15
39
SYSTEM DYNAMICS COMPETITION, INNOVATION AND ROUTINES
CYCLE OF CHANGE
INSIDE-OUT
OUTSIDE-IN
SYSTEM I
DEVELOPMENT TRANSITION
“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
© DIWANIYA B.V. 11-03-15
39
© DIWANIYA B.V. 11-03-15
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CYCLIC INTERACTION AND CHANGE START QUICKLY, ADJUST QUICKLY AND LEARN QUICKLY
CYCLE OF CHANGE
INSIDE-OUT
OUTSIDE-IN
SYSTEM I
DEVELOPMENT TRANSITION
INNOVATION MANAGEMENT PROCESS
© DIWANIYA B.V. 11-03-15
40
Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
21
© DIWANIYA B.V. 11-03-15
41
4E GENERATION SYSTEM DYNAMICS MODEL CIM: INNOVATION ON MACRO LEVEL
© DIWANIYA B.V. 11-03-15
41
© DIWANIYA B.V. 11-03-15
42 © DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
22
MARKET(ING) INNOVATIONS
IMPLEMENTATION OF NEW ENTRY
IMPLEMENTATION OF NEW IDEAS
ORGANISATION INNOVATIONS
IMPLEMENTATION OF NEW ENTRY
IMPLEMENTATION OF NEW IDEAS
© DIWANIYA B.V. 11-03-15
43
MARKET ORIENTATION ORGANISATION LEARNING, MARKET FOCUS
AND INNOVATION
MARKET TRANSITION
ORGANISATION DEVELOPMENT STRATEGIC MANAGEMENT
AND INNOVATIVENESS
PRODUCT DEVELOPMENT
NEW PRODUCT DEV. AND
MARKET FOCUS
(NEW) BUSINESS DEVELOPMENT CYCLIC INTERACTION AND CHANGE ON BUSINESS LEVEL
© DIWANIYA B.V. 11-03-15
43
© DIWANIYA B.V. 11-03-15
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MARKET ORIENTATION HET BEGRIP ‘MARKT’ KENT VERSCHILLENDE INTERPRETATIES
MARKETING INNOVATIONS
ORGANISATION INNOVATIONS
ORGANISATION INNOVATIONS
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
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
© DIWANIYA B.V. 11-03-15
44
Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
23
© DIWANIYA B.V. 11-03-15
45
MARKETING INNOVATIONS
ORGANISATION INNOVATIONS
ORGANISATION INNOVATIONS
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
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
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”
© DIWANIYA B.V. 11-03-15
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© DIWANIYA B.V. 11-03-15
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BUSINES DEVELOPMENT CYCLICAL INTERACTION AND CHANGE ON BUSINESS LEVEL
CYCLE OF CHANGE
IMPLEMENTATION OF NEW ENTRY
IMPLEMENTATION OF NEW IDEAS
TRANSITION DEVELOPMENT
© DIWANIYA B.V. 11-03-15
46
Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
24
© DIWANIYA B.V. 11-03-15
47
CYCLE OF CHANGE
IMPLEMENTATION OF NEW ENTRY
IMPLEMENTATION OF NEW IDEAS
TRANSITION DEVELOPMENT
INNOVATION MANAGEMENT PROCESS
BUSINES DEVELOPMENT CYCLICAL INTERACTION AND CHANGE ON BUSINESS LEVEL
© DIWANIYA B.V. 11-03-15
47
© DIWANIYA B.V. 11-03-15
48
INNOVATION MANAGEMENT PROCESS DROMEN, DENKEN, DURVEN, DOEN
© DIWANIYA B.V. 11-03-15
48
Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
25
© DIWANIYA B.V. 11-03-15
49
BUSINESS DEVELOPMENT FAST TRACK INNOVATIONS
© DIWANIYA B.V. 11-03-15
49
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50
Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
26
© DIWANIYA B.V. 11-03-15
51
THE CIRCLE OF CHANGE PART II – CYCLIC BUSINESS DEVELOPMENT
REFERENCE MODEL
© DIWANIYA B.V. 11-03-15
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© DIWANIYA B.V. 11-03-15
52
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
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
27
© DIWANIYA B.V. 11-03-15
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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
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
© DIWANIYA B.V. 11-03-15
53
© DIWANIYA B.V. 11-03-15
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
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
© DIWANIYA B.V. 11-03-15
54
Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
28
11-03-15 55
© DIWANIYA B.V. 11-03-15
56
BUSINESS DEVELOPMENT MANIFESTATIONS POSITIONING, PROCESS, PORTFOLIO, PARADIGM
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
29
© DIWANIYA B.V. 11-03-15
57
POSITIONING INNOVATIONS CHANGES IN THE CONTEXT PRODUCTS ARE
INTRODUCED
© DIWANIYA B.V. 11-03-15
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PRODUCT DEVELOPMENT
IMPLEMENTATION OF NEW PRODUCT IDEAS
IMPLEMENTATION OF NEW MARKETING ENTRY
POSITIONING INNOVATIONS
MARKET TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
© DIWANIYA B.V. 11-03-15
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SUPERIOR PERFORMANCE IN CUSTOMER BELIEF AND EXPERIENCE
Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
30
© DIWANIYA B.V. 11-03-15
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SUPERIOR PERFORMANCE IN CUSTOMER BELIEF AND EXPERIENCE
PRODUCT DEVELOPMENT
IMPLEMENTATION OF NEW PRODUCT IDEAS
IMPLEMENTATION OF NEW MARKETING ENTRY
POSITIONING INNOVATIONS
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
© DIWANIYA B.V. 11-03-15
59
© DIWANIYA B.V. 11-03-15
60
SUPERIOR PERFORMANCE IN CUSTOMER BELIEF AND EXPERIENCE
PRODUCT DEVELOPMENT
IMPLEMENTATION OF NEW PRODUCT IDEAS
IMPLEMENTATION OF NEW MARKETING ENTRY
POSITIONING INNOVATIONS
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
© DIWANIYA B.V. 11-03-15
60
Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
31
© DIWANIYA B.V. 11-03-15
61
PROCESS INNOVATIONS CHANGES IN THE WAY PRODUCTS ARE
CREATED AND DELIVERED
© DIWANIYA B.V. 11-03-15
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ORGANISATION DEVELOPMENT
IMPLEMENTATION OF NEW SERVICES IDEAS
IMPLEMENTATION OF NEW BUSINESS MODEL ENTRY
PROCESS INNOVATIONS
MARKET TRANSITION
COMPETITOR DRIVEN
CUSTOMER DRIVEN
© DIWANIYA B.V. 11-03-15
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SUPERIOR PERFORMANCE IN SERVICES AND BUSINESS MODELLING
Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]
© DIWANIYA B.V. 11-03-15
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
32
© DIWANIYA B.V. 11-03-15
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SUPERIOR PERFORMANCE IN SERVICES AND BUSINESS MODELLING
ORGANISATION DEVELOPMENT
IMPLEMENTATION OF NEW SERVICES IDEAS
IMPLEMENTATION OF NEW BUSINESS MODEL ENTRY
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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SUPERIOR PERFORMANCE IN SERVICES AND BUSINESS MODELLING
ORGANISATION DEVELOPMENT
IMPLEMENTATION OF NEW SERVICES IDEAS
IMPLEMENTATION OF NEW BUSINESS MODEL ENTRY
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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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
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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
Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
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SUPERIOR PERFORMANCE IN APPLICATION AND MARKETS
PRODUCT DEVELOPMENT
IMPLEMENTATION OF NEW PORTFOLIO IDEAS
IMPLEMENTATION OF NEW MARKET ENTRY
PORTFOLIO INNOVATIONS
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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SUPERIOR PERFORMANCE IN APPLICATION AND MARKETS
PRODUCT DEVELOPMENT
IMPLEMENTATION OF NEW PORTFOLIO IDEAS
IMPLEMENTATION OF NEW MARKET ENTRY
PORTFOLIO INNOVATIONS
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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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
35
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PARADIGM INNOVATIONS CHANGES IN MENTAL MODE WHIHCH FRAME
WHAT AN ORGANISATION DOES
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ORGANISATION DEVELOPMENT
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
Source: Cyclic Business Development Reference Model ® -- DIWANIYA [Roy Schütt & Alexander Boelen, 2012]
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Diwaniya B.V.
UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
36
© DIWANIYA B.V. 11-03-15
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SUPERIOR PERFORMANCE IN ORGANISATION BEHAVIOUR AND COOPERATION
ORGANISATION DEVELOPMENT
IMPLEMENTATION OF NEW ORGANISATION IDEAS
IMPLEMENTATION OF NEW BUSINESS ENTRY
PARADIGM INNOVATIONS
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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SUPERIOR PERFORMANCE IN ORGANISATION BEHAVIOUR AND COOPERATION
ORGANISATION DEVELOPMENT
IMPLEMENTATION OF NEW ORGANISATION IDEAS
IMPLEMENTATION OF NEW BUSINESS ENTRY
PARADIGM INNOVATIONS
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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UBS / Utrecht Business School Post HBO - Business Development & lnnovatie
11-03-15
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YOU LIKE TO KNOW MORE?
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§ I : www.diwaniya.nl § E: [email protected]
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