Business Development from a Market-Oriented perspective

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March 2015 Roy Schütt MSc BUSINESS DEVELOPMENT: INNOVEREN VANUIT EEN MARKT ORIENTERING PERSPECTIEF
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Transcript of Business Development from a Market-Oriented perspective

  • March 2015 Roy Schtt MSc

    BUSINESS DEVELOPMENT: INNOVEREN VANUIT EEN MARKT ORIENTERING

    PERSPECTIEF

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    BUSINESS DEVELOPMENT ALOUDE MARKETING PRINCIPES IN EEN NIEUW JASJE?

    Business Development is een rela1ef jong begrip dat aan een inke 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 orinta1e 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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    INDUSTRIAL SOCIETY 2005 - PRESENT INTERACTION AND CHANGE

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

    Source: Cyclic Innovation Model [Prof. Dr. A.J. Berkhout, 2005]

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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 zeFen 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 productporHolio, het succesvol creren of aanboren van nieuwe markten, ontwikkelen van nieuwe business modellen tot het slim opschuiven in de waardeketen, fusies en overnames

  • MARKET(ING) INNOVATIONS

    IMPLEMENTATION OF NEW IDEAS

    IMPLEMENTATION OF NEW IENTRY

    ORGANISATION INNOVATIONS

    IMPLEMENTATION OF NEW ENTRY

    IMPLEMENTATION OF NEW IDEAS

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    BUSINESS DEVELOPMENT IS INNOVEREN VANUIT EEN MARKT ORIENTERING

    PERSPECTIEF

    MARKET TRANSITION

    ORGANISATION DEVELOPMENT STRATEGIC MANAGEMENT

    AND INNOVATIVENESS

    PRODUCT DEVELOPMENT

    NEW PRODUCT DEV. AND

    MARKET FOCUS

    BUSINESS DEVELOPMENT EXPLORATIE GEBIEDEN

    LAAT U ZICH LEIDEN DOOR DE OMGEVING OF PROBEERT U DE OMGEVING TE VERANDEREN?

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    MARKT ORIENTERING HET BEGRIP MARKT KENT VERSCHILLENDE INTERPRETATIES

    MARKETING INNOVATIONS

    ORGANISATION INNOVATIONS

    ORGANISATION INNOVATIONS

    MARKETING INNOVATIONS

    IMPLEMENTATION OF

    NEW ENTRY

    IMPLEMENTATION OF

    NEW ENTRY

    IMPLEMENTATION OF

    NEW ENTRY

    IMPLEMENTATION OF

    NEW ENTRY

    IMPLEMENTATION OF

    NEW 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

    IMPLEMENTATION OF

    NEW IDEAS

  • EXISTING(

    MAR

    KET(DO

    MAIN(

    COMPETITIVE(ADVANTAGE(FROM(

    PRODUCT(PERSPECTIVE(

    CREATE&SUPERIOR&PERFORMANCE&IN&

    CUSTOMER&PERCEIVED&VALUE&TO&PRODUCTS&

    &&

    CREATE&SUPERIOR&PERFORMANCE&IN&

    PRODUCT&OFFERING&TO&THE&MARKET&SPACE(

    CREATE&SUPERIOR&PERFORMANCE&IN&FIRMS&VALUE&

    OFFERING&TO&STAKE&HOLDERS&

    CREATE&SUPERIOR&PERFORMANCE&IN&FIRMS&VALUE&OFFERING&TO&CUSTOMERS&

    NEW

    (MAR

    KET(DO

    MAIN(

    COMPETITIVE(ADVANTAGE(FROM(ORGANISATION(PERSPECTIVE(

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    MARKT ORIENTED INNOVEREN IS DUS EIGENLIJK SCHAKEN OP VIER BORDEN TEGELIJKERTIJD

    Based on the 4P innovation mix developed by John

    Bessant and Joe Tidd

  • THE CIRCLE OF CHANGE PART II CYCLIC BUSINESS DEVELOPMENT

    REFERENCE MODEL

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

    PORTFOLIO INNOVATIONS

    PARADIGM INNOVATIONS

    PROCESS INNOVATIONS

    POSITIONING INNOVATIONS

    NEW PRODUCT

    ENTRY

    NEW BUSINESS

    ENTRY

    NEW ORGANIZATIONAL

    ENTRY

    NEW MARKETS

    ENTRY

    NEW MARKETS

    IDEAS

    NEW PRODUCT

    IDEAS

    NEW ORGANIZATIONAL

    IDEAS

    NEW BUSINESS

    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

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    BUSINESS DEVELOPMENT ROL, TAKEN EN ACTIVITEITEN

    Adviseert en begeleidt het senior management en direc1es van bedrijven die worstelen met de situa1e om naast noodzakelijke verbeteringen ook structurele veranderingen in het bedrijf door te voeren

    Ontlast ze van de 1jdrovende taken en processen met betrekking tot product, markt en organisa1e vernieuwing vanuit een markt-orintering perspec1ef

    Zet veranderingen in gang en geef er impact aan Bepaalt waar de kansen liggen (DENKEN), ontwikkelt kansen naar

    concrete commercile concepten (DURVEN) en ondersteunt hen bij het gericht doorvoeren van de verandering om hun bedrijf, dienst of product blijvend onderscheidend in de markt te zeFen en daadwerkelijk meer geld te laten verdienen (DOEN)

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    BUSINESS DEVELOPMENT RAAMWERK een nimmer eindigende cyclus vandromen, denken, durven en doen

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

    PORTFOLIO INNOVATIONS

    PARADIGM INNOVATIONS

    PROCESS INNOVATIONS

    POSITIONING INNOVATIONS

    NEW PRODUCT

    ENTRY

    NEW BUSINESS

    ENTRY

    NEW ORGANIZATIONAL

    ENTRY

    NEW MARKETS

    ENTRY

    NEW MARKETS

    IDEAS

    NEW PRODUCT

    IDEAS

    NEW ORGANIZATIONAL

    IDEAS

    NEW BUSINESS

    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

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    BUSINESS DEVELOPMENT MANIFESTATIONS POSITIONING, PROCESS, PORTFOLIO, PARADIGM

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    POSITIONING INNOVATIONS CREATE SUPERIOR PERFORMANCE IN

    CUSTOMER PERCEIVED VALUE TO PRODUCTS

  • PRODUCT DEVELOPMENT

    IMPLEMENTATION OF NEW PRODUCT IDEAS

    IMPLEMENTATION OF NEW PRODUCT ENTRY

    POSITIONING INNOVATIONS

    MARKET TRANSITION

    COMPETITOR DRIVEN

    CUSTOMER DRIVEN

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

    OBTAINING PRODUCT LEADERSHIP BY REDEFINING THE PRODUCT

  • PRODUCT DEVELOPMENT

    IMPLEMENTATION OF NEW PRODUCT IDEAS

    IMPLEMENTATION OF NEW PRODUCT ENTRY

    POSITIONING INNOVATIONS

    MARKET TRANSITION

    COMPETITOR DRIVEN

    CUSTOMER DRIVEN

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    DIFFERENTIATION AS COMPETITIVE STRATEGY

    DIVERSIFICATION AS GROWTH STRATEGY

    CREATE SUPERIOR PERFORMANCE IN CUSTOMER PERCEIVED VALUE TO PRODUCTS

    Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)

    UNIQUENESS

    SUSTAINABLE COMPETITIVE ADVANTAGE

  • PRODUCT DEVELOPMENT

    IMPLEMENTATION OF NEW PRODUCT IDEAS

    IMPLEMENTATION OF NEW PRODUCT ENTRY

    POSITIONING INNOVATIONS

    MARKET TRANSITION

    COMPETITOR DRIVEN

    CUSTOMER DRIVEN

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    CREATE SUPERIOR PERFORMANCE IN PRODUCT BELIEVE AND EXPERIENCE

    CREATE ADDED VALUE TO PRODUCTS AND SERVICES THROUGH INNOVATION IN EXTERNAL BRANDING

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

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    CREATE SUPERIOR PERFORMANCE IN PRODUCT BELIEVE AND EXPERIENCE

    PRODUCT DEVELOPMENT

    IMPLEMENTATION OF NEW PRODUCT IDEAS

    IMPLEMENTATION OF NEW PRODUCT ENTRY

    POSITIONING INNOVATIONS

    MARKET TRANSITION

    COMPETITOR DRIVEN

    CUSTOMER DRIVEN

    CREATE ADDED VALUE TO PRODUCTS AND SERVICES THROUGH INNOVATION IN EXTERNAL BRANDING

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

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    PROCESS INNOVATIONS CREATE SUPERIOR PERFORMANCE IN

    FIRMS VALUE OFFERING TO CUSTOMERS

  • ORGANISATION DEVELOPMENT

    IMPLEMENTATION OF NEW ORGANIZATIONAL IDEAS

    IMPLEMENTATION OF NEW ORGANIZATIONAL ENTRY

    PROCESS INNOVATIONS

    MARKET TRANSITION

    COMPETITOR DRIVEN

    CUSTOMER DRIVEN

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    OBTAINING PERFORMANCE LEADERSHIP BY REDEFINING THE BUSINESS ARCHITECTURE

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

  • ORGANISATION DEVELOPMENT

    IMPLEMENTATION OF NEW ORGANIZATIONAL IDEAS

    IMPLEMENTATION OF NEW ORGANIZATIONAL ENTRY

    PROCESS INNOVATIONS

    MARKET TRANSITION

    COMPETITOR DRIVEN

    CUSTOMER DRIVEN

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    CREATE SUPERIOR PERFORMANCE IN FIRMS VALUE OFFERING TO CUSTOMERS

    DIFFERENTIATION AS COMPETITIVE STRATEGY

    DIVERSIFICATION AS GROWTH STRATEGY

    Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)

    UNIQUENESS

    SUSTAINABLE COMPETITIVE ADVANTAGE

  • ORGANISATION DEVELOPMENT

    IMPLEMENTATION OF NEW ORGANIZATIONAL IDEAS

    IMPLEMENTATION OF NEW ORGANIZATIONAL ENTRY

    PROCESS INNOVATIONS

    MARKET TRANSITION

    COMPETITOR DRIVEN

    CUSTOMER DRIVEN

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    CREATE SUPERIOR PERFORMANCE IN THE VALUE CHAIN AND BUSINESS MODEL

    CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN THE PROFIT MODEL

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

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    ORGANISATION DEVELOPMENT

    IMPLEMENTATION OF NEW ORGANIZATIONAL IDEAS

    IMPLEMENTATION OF NEW ORGANIZATIONAL ENTRY

    PROCESS INNOVATIONS

    MARKET TRANSITION

    COMPETITOR DRIVEN

    CUSTOMER DRIVEN

    CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN THE PROFIT MODEL

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

    CREATE SUPERIOR PERFORMANCE IN THE VALUE CHAIN AND BUSINESS MODEL

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    PORTFOLIO INNOVATIONS CREATE SUPERIOR PERFORMANCE IN

    PRODUCT OFFERING TO THE MARKET SPACE

  • OBTAINING MARKET LEADERSHIP BY REDEFINING THE MARKET

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

    PRODUCT DEVELOPMENT

    IMPLEMENTATION OF NEW MARKET IDEAS

    IMPLEMENTATION OF NEW MARKET ENTRY

    PORTFOLIO INNOVATIONS

    INDUSTRY TRANSITION

    CAPACITY DRIVEN

    CAPABILITY DRIVEN

  • CREATE SUPERIOR PERFORMANCE IN PRODUCT OFFERING TO THE MARKET SPACE

    PRODUCT DEVELOPMENT

    IMPLEMENTATION OF NEW MARKET IDEAS

    IMPLEMENTATION OF NEW MARKET ENTRY

    PORTFOLIO INNOVATIONS

    INDUSTRY TRANSITION

    CAPACITY DRIVEN

    CAPABILITY DRIVEN

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    DIFFERENTIATION AS COMPETITIVE STRATEGY

    DIVERSIFICATION AS GROWTH STRATEGY

    Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)

    UNIQUENESS

    SUSTAINABLE COMPETITIVE ADVANTAGE

  • PRODUCT DEVELOPMENT

    IMPLEMENTATION OF NEW MARKET IDEAS

    IMPLEMENTATION OF NEW MARKET ENTRY

    PORTFOLIO INNOVATIONS

    INDUSTRY TRANSITION

    CAPACITY DRIVEN

    CAPABILITY DRIVEN

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    CREATE SUPERIOR PERFORMANCE IN PRODUCT SYSTEM AND PERFORMANCE

    CREATE ADDED VALUE TO THE OFFERING THROUGH INNOVATION IN THE PROPOSITION

    CREATE ADDED VALUE TO THE OFFERING THROUGH INNOVATION IN PRODUCT PORTFOLIO

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    CREATE SUPERIOR PERFORMANCE IN PRODUCT SYSTEM AND PERFORMANCE

    PRODUCT DEVELOPMENT

    IMPLEMENTATION OF NEW MARKET IDEAS

    IMPLEMENTATION OF NEW MARKET ENTRY

    PORTFOLIO INNOVATIONS

    INDUSTRY TRANSITION

    CAPACITY DRIVEN

    CAPABILITY DRIVEN

    CREATE ADDED VALUE TO THE OFFERING THROUGH INNOVATION IN THE PROPOSITION

    CREATE ADDED VALUE TO THE OFFERING THROUGH INNOVATION IN PRODUCT PORTFOLIO

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    PARADIGM INNOVATIONS CREATE SUPERIOR PERFORMANCE IN

    FIRMS VALUE OFFERING TO STAKE HOLDERS

  • ORGANISATION DEVELOPMENT

    IMPLEMENTATION OF NEW BUSINESS IDEAS

    IMPLEMENTATION OF NEW BUSINESS ENTRY

    PARADIGM INNOVATIONS

    INDUSTRY TRANSITION

    CAPACITY DRIVEN

    CAPABILITY DRIVEN

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    OBTAINING STRATEGIC LEADERSHIP BY REDEFINING THE BUSINESS

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

  • ORGANISATION DEVELOPMENT

    IMPLEMENTATION OF NEW BUSINESS IDEAS

    IMPLEMENTATION OF NEW BUSINESS ENTRY

    PARADIGM INNOVATIONS

    INDUSTRY TRANSITION

    CAPACITY DRIVEN

    CAPABILITY DRIVEN

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    CREATE SUPERIOR PERFORMANCE IN FIRMS VALUE OFFERING TO STAKE HOLDERS

    DIFFERENTIATION AS COMPETITIVE STRATEGY

    DIVERSIFICATION AS GROWTH STRATEGY

    Source: Porter, Michael E. (1985). Competitive Advantage; Igor Ansoff, Ansoffmatrix (1957)

    UNIQUENESS

    SUSTAINABLE COMPETITIVE ADVANTAGE

  • ORGANISATION DEVELOPMENT

    IMPLEMENTATION OF NEW BUSINESS IDEAS

    IMPLEMENTATION OF NEW BUSINESS ENTRY

    PARADIGM INNOVATIONS

    INDUSTRY TRANSITION

    CAPACITY DRIVEN

    CAPABILITY DRIVEN

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    CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN BELIEF, ATTITUDE AND BEHAVIOUR

    CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN COLLABORATION

    CREATE SUPERIOR PERFORMANCE IN ORGANISATION CULTURE AND STRATEGIC ALLIANCE

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    CREATE SUPERIOR PERFORMANCE IN ORGANISATION CULTURE AND STRATEGIC ALLIANCE

    ORGANISATION DEVELOPMENT

    IMPLEMENTATION OF NEW BUSINESS IDEAS

    IMPLEMENTATION OF NEW BUSINESS ENTRY

    PARADIGM INNOVATIONS

    INDUSTRY TRANSITION

    CAPACITY DRIVEN

    CAPABILITY DRIVEN

    CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN BELIEF, ATTITUDE AND BEHAVIOUR

    CREATE ADDED VALUE TO THE ORGANISATION THROUGH INNOVATION IN COLLABORATION

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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 n van onze vennoten

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

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    THANKS FOR YOUR ATTENTION