1. Global Innovation Management VeMBA Business Models

2. Global Innovation Management Why Business “Process” Models Matter “During the dot-com boom, ‘Business Model’ was a buzzword routinely invoked to glorify all manner of half-baked plans” -- Michael Lewis

3. Global Innovation Management Why Business Models Matter Telling a good story –Part of selling your strategy / investment Tying Narrative to Numbers –Strategy becomes less philosophy –More performance and outcome When business models don’t work It’s because the fail either –The ‘Narrative’ test –Or the ‘Story’ test

4. Global Innovation Management A business model is not strategy It doesn’t describe external forces: –Competition –Environment –Scaling It only depicts the systems that will be put into place to achieve a strategic objective A good model is not enough –The boxes on the value map need to be understood in depth –In order to develop a good strategy

5. Global Innovation Management Graphing the Value Map External competitive environment (supply & demand curves) Internal strategies, competencies, knowledge, assets ‘owned’ Value flows between owners and/or the external environment

6. Global Innovation Management The Context of Business Models

7. Global Innovation Management Value and Structure in Post-Dot- Com Business Models

8. Global Innovation Management Business Models Value Chain Integrator Uses both Electronic and Logistic Networks

9. Global Innovation Management Business Models Aggregator (e-Tailor)

10. Global Innovation Management Agora & Alliance Prosu mer Prosu mer Prosu mer Prosu mer Value Space

11. Global Innovation Management Strategies Updating Business Models over Time

12. Global Innovation Management Evolution of ‘Strategy’

13. Global Innovation Management Two Questions How do low-cost and differentiated products come about? Why is it that some firms can offer them better than others?

14. Global Innovation Management Capabilities A firm’s assets and competences together –Make up its capabilities For example, –Intel Capabilities = integrated circuit design & semiconductor manufacturing Assets = patents, copyrights, installed base of PC’s (Intel inside), reputation, scientific expertise Competences = protection of intellectual property, fast product time to market, compatibility of new products with prior genrations

15. Global Innovation Management The Value Map Firms create that deliver low-cost or differentiated products –By performing the activities –Of their value configuration –(i.e., value chain, value network, value shop, profit chain) To perform these activities –A firm needs resources (assets): Manpower, money, machines, methods, materials Plants, equipment, patents, scientists, brand name recognition, geographic location, client relations, distribution channels, trade secrets

16. Global Innovation Management Value Map = The Resource Based View of Strategy

17. Global Innovation Management Framing the Challenge Task #1: Establish what your business needs to do to make innovation worthwhile What do we mean by ‘needs to do’? What do we mean by ‘worthwhile’? This is what will drive the Business Model

18. Global Innovation Management Targets and Goals If I were to do something in the next 3-5 years –That my company’s stakeholders would regard as a major win –What would this performance record have to look like? If I were to do something in the next 3-5 years –That my customers would regard as a major (disruptive) innovation –How would I change their lives? How would my relation with customers affect my performance? Are your motivations different than elsewhere?

19. Global Innovation Management Trade-offs: Markets and Capabilities You best (perhaps your only) opportunities to compete are –Where Product Market Needs –Cross with Competences

20. Global Innovation Management You Convince Competitors and Financiers By … Proving that your ideas can perform on Key Metrics (e.g., Profit) »Show me the money! This raises the question: –“What are the important Metrics?” The answer is complex … and is not necessarily “Profit” Accounting metrics like Profit –Measure the Past Competitors and Financiers are interested in your future! –Future Profits, Revenues, etc. are Unknown Thus Other Measures both needed and More Important than Profit!

21. Global Innovation Management An Example of a Successful Business Model Mad Catz, Inc. Mad Catz, Inc.

22. Global Innovation Management Mad Catz Creative Tension: Design vs. Competences Core Competences are the things that the firm does –That they do better than other firms –That are the source of their competitive advantage They are not necessarily what the customer wants (!!) Firms establish their core competences by: –Investing in people –Investing in assets, plant and land –Identifying and focusing their mission How do you reconcile Mad Catz design and business model with their competences?

23. Global Innovation Management Mad Catz’s Products Controllers, Joysticks, memory chips, cables, power supplies, etc. –Anything you could add onto a game console Question: How do you make money on this market?

24. Global Innovation Management Mad Catz ’ Business Model (Value Map)

25. Global Innovation Management Points to Note about Mad Catz’s Business Model Sources of costs and revenues are different Cycle time influences revenue The product is 100% ‘human interface’ Visual Mental Tactile Their market is driven by other vendors –What does this imply about market and growth strategies Many components of this case are typical of Pearl River Delta companies

26. Global Innovation Management Outsourcing @ Mad Catz By outsourcing much of its production, and coordinating the entire production process –Mad Catz Controlled its profitability by being a Value Chain Integrator It was looking for new opportunities to –Control costs –Speed up time to market –Improve quality By innovations in both logistics and information networks

27. Global Innovation Management Mad Catz: Take Aways Look for cost – revenue spreads in the Business Model –Cut costs where revenues are small –Spend more if you can influence revenues with small additional cost Cycle time influences revenue –Look for possibilities for ‘Geographical Scaling’ –Through improvements in Information and Logistics networks

28. Global Innovation Management Mad Catz: Take Aways Market is driven by other vendors (not by your decisions) –Bet that Sony and Microsoft will be leaders, and pander to them –Consider game specific software for powerful software companies like EA E.g., branded controllers

29. Global Innovation Management Mad Catz: Take Aways Because the product is 100% ‘human interface’ –Consider the costs and benefits of professional industrial design What is Industrial Design?