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TAFTIE
Expertsession III: “Industry 4.0“
Benedikt Echterhoff
Munich, September 9th 2015
GEMINI – Business Models
for Industry 4.0
2
Introduction
Project Structure
Project Results
GEMINI – Business Models
for Industry 4.0
3
Introduction
80 percent of companies expect Industry 4.0 to
impact their Business Model
The term “Business Model” is often used
ambiguously, e.g. synonymic with “strategy” or
to emphasize only a certain aspect of the BM
From a research perspective there is
disagreement regarding definition, scope,
classification or boundaries of BM development
with respect to other strategic business units
Interdependencies between product,
production system and Business Model are of
particular relevance for the strategic planning of
products
Business Model Development
Question: If a structured Business Model development is already hard for “regular” products, how
should it be done for even more complex and interrelated systems, as in the context of Industry 4.0?
Source: McKinsey, 2015
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GEMINI Comic - Storyline
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GEMINI Comic - Storyline
Which technologiesare appropiate for me?
Which risks areassociated with thetechnological change?
What is the impact ofthe technological changeon my value creation system?
What are my costsand revenues?
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GEMINI Comic - Storyline
7
GEMINI Comic - Storyline
8
GEMINI Comic - Storyline
9
GEMINI Comic - Storyline
Pattern 1 Pattern 2
Pattern 3 Pattern 4
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GEMINI Comic - Storyline
11
GEMINI Comic - Storyline
12
Introduction
Project Structure
Project Results
GEMINI – Business Models
for Industry 4.0
13
GEMINIProject goal: Business Models for Industry 4.0
Methodology
for pattern-based
development of
Business Models
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Methodology
for pattern-based
development of
Business Models
Sub-Objectives
GEMINIProject goal: Business Models for Industry 4.0
15
Methodology
for pattern-based
development of
Business Models
Sub-Objectives
GEMINIProject goal: Business Models for Industry 4.0
Business Models for our
pilot projects
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Structure of the Methodology
BM Pattern Library
BM Development
BM Risk Assessment
BM Implementation
IT Support
Five basic modules
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Business Model Pattern Library
BM Pattern Library
BM Development
BM Risk Assessment
BM Implementation
IT Support
Five basic modules
■ Determine general Business Model patterns from
literature research and industrial companies
■ Determine industry 4.0 - specific business model patterns
by online surveys, expert interviews and workshops
■ Scheme to document patterns in a common database
■ Compatibility analysis for the identification of consistent
and reasonable pattern combinations
■ Impact analysis to determine the influence of industry 4.0-
specific patterns on the business model
■ Results:
Scheme for pattern description
Pattern Library
Compatible pattern chains
Impact matrix
Source: Fotolia, 2013
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Business Model Development Method
BM Pattern Library
BM Development
BM Risk Assessment
BM Implementation
IT Support
Five basic modules
■ Derive business ideas in the context of industry 4.0 based on
suitable patterns and given resources
■ Evaluate business ideas by comparing available and
necessary competences
■ Assign consistent patterns to preferred business idea
■ Elaborate development scheme to compile and document
business models
■ Results:
Method to derive and evaluate
business ideas
Method to develop and elaborate
business models
Business model description
scheme
Source: Fotolia, 2013
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BM Pattern Library
BM Development
BM Risk Assessment
BM Implementation
IT Support
Five basic modules
Business Model Risk Assessment
■ Analysis of barriers and drivers for business models
■ Interviews with industry experts to estimate potential risks
in the context of industry 4.0
■ Laboratory and field experiments for the identification
of situation-specific and individual factors that have an
influence on the perception of risks
■ Influence of risks on the pricing strategy of
companies and the customers’ willingness to pay
■ Results:
List of specified risks in the
context of industry 4.0
Factors that have an influence on the
perception of risks
Method for risk assessment and price
making within business models
Source: Fotolia, 2013
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BM Pattern Library
BM Development
BM Risk Assessment
BM Implementation
IT Support
Five basic modules
Business Model Implementation
■ Implementation of business models to existing or new
value creation system
■ Design of modelling language for value creation systems
■ Compiling standard characteristics and classification of
value creation systems
■ Assigning consistent business model patterns and deriving
according business processes
■ Results:
Design space for cooperative
value creation systems
Modelling language
Standard characteristics
Consistency matrix for
characteristics and patterns
Source: Fotolia, 2013
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BM Pattern Library
BM Development
BM Risk Assessment
BM Implementation
IT Support
Five basic modules
IT Support
■ Support of the business model development methodology
by suitable IT tools
■ Setting up a knowledge base for the documentation and
semantic search of business model patterns
■ Development of assistant programs as the Business Model
Configurator or the Implementation Planner
■ Results:
Database system for business model pattern
Exchange format for business models
Continuous IT tool chain
User handbook and
training manuals
Source: Fotolia, 2013
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Introduction
Project Structure
Project Results
GEMINI – Business Models
for Industry 4.0
23
Intuitive visualization
Only 9 building blocks
Clear differentiation
between value
creation-, customer-
and finance model
Documentation of a Business ModelThe Business Model Canvas by OSTERWALDER & PIGNEUR
Source: WALL, 2010; OSTERWALDER & PIGNEUR, 2009
+
+
+
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Documentation of a Business ModelProject-specific extension of the Canvas
+
The Business Model Canvas by OSTERWALDER appears to be insufficient concerning the goals of the project:
No documentation of risks
Inadequate documentation of benefits for the user
No documentation of necessary changes in the value chain
Insufficient description of the benefits for the partners
!
Internal risks
External risks
Cooperation risks
Risks!
Necessary adjustments of
the value chain in order to
implement the business
model
Impact on valuecreation
Benefits for the partners
through participation in the
business model
Incentive for thepartner
Benefits that are not
covered by the other
components of the
business model canvas
Benefits for theuser
Extension of the Business Model Canvas
25
Razor & Blade is a business model wherein one item is sold at a low
price (or sometimes even given away for free) in order to increase sales
(or market share) of a complementary good.
Used by companies like Gillette (cheap razors costly blades) or Hewlett-
Packard (cheap printers expensive cartridges)
Value Proposition: Cheap or even free basic product
Revenue Streams: Revenues are generated by the sale of
complementary products
Risks: High risk that the complementary product is purchased from a
competitor.
Example for a Business Model Pattern Razor & Blade
Source: https://247offlinemarket.com/image/catalog/Personal%20Care/2471927.jpg, https://www.tintencenter.com/blog/wp-content/uploads/2014/11/hp-officejet4500.png,
http://farbtoner.com/toner-sparset4-kompatibel-fuer-cb540a-cb541a-cb542a-cb543a-p-2257.html
26
Business Model Pattern Catalogues
Author
WEILL ET AL.
[WMT+05, S. 10 ff.]
Business Model Pattern
Entrepreneur, Manufacturer, Inventor, Human Creator*, Financial Trader,
Wholesaler, Intellectual property Trader, Human Distributor*, Financial
Landlord, Physical Landlord, Intellectual Landlord, Contractor, Financial
Broker, Physical Broker, Intellectual property Broker, Human Resources
Broker
JOHNSON
[Joh09, S. 131]
Affinity Club, Brokerage, Bundling, Cell phone, Crowdsourcing, Disinter-
mediation, Fractionalization, Freemium, Leasing, Low-touch, Negative
Operating cycle, Pay-as-you-go, Razors/blades, Reverse auction,
Reverse razors/blades, Product-to-service, Standardization, Subscription
Club, User communities
OSTERWALDER und
PIGNEUR
[OP10, S. 52 ff.]
Unbundling Business Models, Long-tail Business Models, Multi-Sided
Platforms, Free as a Business Model, Open Business Models
GASSMANN ET AL.
[GFC13b, S. 73 ff.]
Add-On, Affiliation, Aikido, Auction, Barter, Cash Machine, Cross Selling,
Crowdfunding, Crowdsourcing, Customer Loyalty, Digitalization, Direct
Selling, E-Commerce, Experience Selling, Flatrate, Fractionalized Owner-
ship, Franchising, Freemium, From Push-to-Pull, Guaranteed Availability,
Hidden Revenue, Ingredient Branding, Integrator, Layer Player, Leverage
Customer Data, License, Lock-In, Long Tail, Make More of It, Mass Custo-
mization, No Frills, Open Business Model, Open Source, Orchestrator,
Pay per Use, Pay What You Want, Peer-to-Peer, Performance-based
Contracting, Razor and Blade, Rent Instead of Buy, Revenue Sharing,
Reverse Engineering, Reverse Innovation, Robin Hood, Self-Service,
Shop-in-Shop, Solution Provider, Subscription, Supermarket, Target the
Poor, Trash-to-Cash, Two-Sided Market, Ultimate Luxury, User Designed,
White Label
* Diese Geschäftsmodellmuster basieren in ihrem Grundsatz auf Menschenhandel und sind illegal. Sie sind lediglich der Vollständigkeit
halber aufgeführt.
Business Model Patterns are not
new. Several authors have already
published catalogues with business
model patterns of different
granularity. ABDELFAKI et al.
discovered:
Redundancy
Different understanding of a
business model
No systematic approach for
the identification of business
model patternsSource: ABDELFAKI, 2013; GASSMANN ET AL., 2013; JOHNSON, 2009; OSTERWALDER/PIGNEUR, 2010; WEILL ET. AL, 2005
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Business Model Pattern SystemBM-Thrust, BM Pattern Groups and BM Patterns
Business Model Thrust
Business Model Pattern -
Groups
Business Model Pattern
Outsourcing:
Transfer internal tasks of the value
creation to players outside.
Crowd-based Outsourcing:
Transfer internal tasks
of the value creation to the broad
mass.
Crowdfunding:
Funding a project by raising money
from a large number of people.
level of detail
low
high
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Business Model Deck of Cards
29
Horizontal integration
through value creation
system networks
Vertical integration and
networked production
systems
Quelle: Arbeitskreis Industrie 4.0, 2012
Severe flexibility and
connecting of individual
production facilities to
implement a demand-
oriented production
The Industry 4.0 – PyramidA framework for the allocation of technologies used in the context
of Industry 4.0
30
Quelle: Arbeitskreis Industrie 4.0, 2012
The Industry 4.0 – PyramidThree different hierarchy levels
11
Shop floor/
Core Business1
Location–bound
Production/
Manufacturing
31
Quelle: Arbeitskreis Industrie 4.0, 2012
The Industry 4.0 – Pyramid
Three different hierarchy levels
2
Company2
View of the entire
enterprise
Not bound to a
specific location
Across all
functional areas
32
Quelle: Arbeitskreis Industrie 4.0, 2012
The Industry 4.0 – Pyramid
Three different hierarchy levels
3
Open Company3
View across all
corporations and
branches
Across existing
value chains
Participation
across all
stakeholders
33
Quelle: Arbeitskreis Industrie 4.0, 2012
The Industry 4.0 – Pyramid
Three different hierarchy levels
1
Shop floor /
core business1
2
Company23
Open Company3
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Classification of Technolgies in the framework
Oberkategorien der Industrie 4.0 unterstützenden Technologien
Track and Trace Additive Fertigung Sensornetze Big Data
Shop floor/Kerngeschäft
Mit Hilfe eines RFID-System kann
zu jedem Zeitpunkt des zu
produzierenden Produkts der Stand
in der Produktion bestimmt werden.
Prototypen können mit Hilfe eines
erstellten 3D-Modells mit einem 3D-
Drucker produdziert werden.
Innerhalb der gesamten
Fertigungsstrecke an einem Ort
sind Frühwarnsysteme mi Hilfe von
Neurale Netzen integriert und
können so Unfälle oder
Felproduktionen frühzeitig
verhindern.
Vorhersagen und Auswertungen von
standortspezifischen Werten durch
Big Data.
Company
Durch die Integration eines RFID-
Systems kann der derzeitige Ort
alle beweglichen Gegenstände
innerhalb der unterschiedlichen
Unternehmensebenen
standortübergreifend bestimmt
werden.
Nach Erstellung eines 3D-Modells
kann standortunabhängig der
Prototyp oder auch das Produkt
prouduziert werden. Der Standort
wird nach Auslastung und
Materialeinsätzen in den 3D-
Druckern bestimmt.
Innerhalb der gesamten
Fertigungsstrecke
(standortunabhängig) sind
Frühwarnsysteme mit Hilfe von
Neurale Netzen integriert und
können so Unfälle oder
Felproduktionen frühzeitig
verhindern.
Vorhersagen und Auswertungen von
standortübergreifenden Werten
durch Big Data.
Open Company
Dem Kunden ist es möglich durch
die Integration eines GPS-System
bei allen produktrelevanten
Bestandteilen mobil den Standort
des bestellten Produktes
abzufragen.
Der Kunde kann sein Produkt ganz
individuell mit einem ihm
zugägnlichen 3D-Programm
gestalten und im Anschluss mittels
eines 3D-Druckers eines
Unternehmens seiner Wahl
produzieren lassen.
Mittels eines neuralen Netzes wird
der Status des Fertigungssystem
identifiziert sowie analysiert und
gegebenenfall ein entsprechendes
Wartungsunternehmen konatktiert.
Vorhersagen über das
Kundenverhalten treffen und
entsprechende Daten an den
entsprechenden Lieferanten
automatisch übermitteln.
Sic
hte
n (
3-E
be
ne
n)
Additive Manufacturing Embedded Sensors
Main categories of industry 4.0 technologies
Track and Trace• GPS – Tracking
• LTE-A
• Passive RFID
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Conclusion
The developed methodology will support companies to adjust their
business to the paradigm Industry 4.0
Branch borders will blur due to Industry 4.0
Business Model Patterns form the foundation of the presented approach to
identify Industry 4.0 Business Models
A Business Model Pattern System is needed in order to derive a consistent
Business Model Catalogue
Industry 4.0 Business Models are derived by combining applications for
Industry 4.0 Technologies with existing and new Business Models
Business model development for Industry 4.0
36
Heinz Nixdorf Institut
Universität Paderborn
Produktentstehung
Fürstenallee 11
33102 Paderborn
Tel.: 0 52 51 / 60 62 67
Fax.: 0 52 51 / 60 62 68
E-Mail: [email protected]
www.hni.uni-paderborn.de/pe
Thank you for your
Attention!
Industry 4.0 needs innovative
Business Models!
