Einführung in BWL. Vorlesung Wintersemester für Bauingenieure

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1 Einführung in BWL für Bauingenieure Vorlesung Wintersemester 2015 Dozent: Schnellbaecher, Benedikt Technische Hochschule Mittelhessen - University of Applied Sciences Weitere Literatur- und Internetquellen werden auf Anfrage mitgeteilt.

2 Gliederung der Vorlesung 1. Definition und Abgrenzung der Betriebswirtschaftslehre 2. Organisationslehre in Theorie und Praxis Strategisches Management und Unternehmensführung Absatzwirtschaft produzierender Unternehmen Betriebswirtschaftliche Perspektive einer Produktion Betriebswirtschaftliche Konzepte und Zusammenhänge 6. Betriebsw. Aspekte der Beschaffung für produzierende Betriebe 7. Finanzen und Controlling (8.) rise and shine : Management für Ingenieure Klausur 60 min 2

3 Was ist ein Geschäftsmodell? 3 3

4 Geschäftsmodell-Klassifikationen Business Model concepts Chesbrough & Rosenbloom Demil & Lecocq s Teece Osterwalder & Pigneur Link between innovation and value creation: way to ensure sustainability of organization Reflection of hypotheses: Business Model Canvas The business model provides a coherent framework that takes technological characteristics and potentials as inputs and converts them through (Chesbrough & Rosenbloom, 2002, p.532). a BM can be described with three core components: its resources and competences, its organizational structure and its propositions for value delivery.(demil & Lecocq 2010, p.231). A business model reflects management s hypothesis about what customers want, how they want it and what they will pay, and how an enterprise can organize to best meet customer needs, and get paid well for doing so (Teece, 2010, p.191). The term business model refers to a conceptualization of the way a company does business in order to reduce complexity to an understandable level (Osterwalder & Pigneur, 2005, p.3). 4 4

5 Chesbrough & Rosenbloom s Geschäftsmodell-Konzept Business Model: Technical Inputs: e.g., Feasibility, performance market value proposition value chain cost and profit value network competitive strategy Technical Inputs: e.g., Feasibility, performance Measured in technical domain Measured in social domain 5 Chesbrough & Rosenbloom 2002 The role of the business model in capturing value from innovation 5

6 Demil & Lecocq s Geschäftsmodell-Konzept Resources & Competences Value propositions Internal and External organisation Volume & Structure of Revenues Volume & Structure of Costs Margins 6 Demil & Lecocq 2010 Business Model Evolution: In Search of Dynamic Consistency 6

7 Teece s Geschäftsmodell-Konzept Select technologies and features to be embedded in product/service Design mechanisms to capture value Determine benefit to the customer from consuming product/service Confirm available revenue streams Identify target market segments 7 Teece, 2010 Business models, Business Strategy and Innovation 7

8 Die Business Model Canvas Key shows Partners the network of suppliers and partners that bring in external resources and activities. Key Activities are the most important activities an organization needs to perform well. Value Propositions are based on a bundle of products and services that create value for a Customer Segment. Customer Relationships outline what type of relationship is established and maintained with each Customer Segment, and they explain how customers are acquired and retained. Customer Segments are the groups of people and/or orga- nizations a company or organization aims to reach and create value for with a dedicated Value Proposition. Key Resources Channels are the most important assets required to offer and deliver the previ- ously described elements. describe how a Value Proposition is communicated and delivered to a Customer Segment through commu- nication, distribution, and sales Channels. Cost Structure describes all costs incurred to opera te a business mod el. Revenue Streams result from a Value Proposition successfully offered to a Customer 8 Osterwalder 2010 Value Proposition Design 8

9 Auswahl der Kundensegmente Gains umfassen Resultate und Vorteile, welche Kunden wollen. Diese können bekannt oder noch unbekannt sein Jobs umschreiben Dinge, welche Kunden privat oder beruflich erledigen möchten (Aufgaben, Probleme, etc.) Pains beschreiben alles, was Kunden behindert einen Job durchzuführen. 9 9

10 Value proposition Produkte und Dienstleistungen beinhaltet eine Liste von Angeboten an den Kunden. Bezogen auf die zuvor erwähnten Jobs des Kunden Gain creators umfassen detailliert wie das Geschäftsmodell vom Kunden angestrebte Resultate und Nutzen erreichen will Pain relievers beschreiben in welcher Form die Produkte und Dienstleistungen die Pains der Kunden erleichtern 10 10

11 Geschäftsmodell: Facebook Key shows Partners the network of suppliers and partners that bring in external resources and activities. Content partners (movies, news, TV) shows) Key Activities are the most important activities an organization needs to perform well. Platform development Data center operations Mgmt. Value Propositions are based on a bundle of products and services that create value for a Customer Segment. Connect with friends, Discover, Express yourself Customer Relationships outline what type of relationship is established and maintained Same-side Network Effects with each Customer Segment, and they explain how customers Cross-side Network Effects are acquired and retained. Customer Segments are the groups of people and/or orga- nizations a company or organization aims to reach and create value for with a dedicated Value Proposition. Internet users Key Resources are the most important assets required to offer and deliver the Facebook platform previ- ously described elements. Technology infrastructure Reach relevance, Social context, Engagement Social experiences, social distribution, payments Channels Website/ Mobile Apps describe how a Value Proposition is communicated and delivered to a Customer Segment through Facebook Ads & Pages commu- nication, distribution, and sales Channels. Developers Tools and APIs Advertisers and Marketers Developers Cost Structure describes all costs incurred to opera te a business mod el. Data center costs Marketing and Sales R&D Administration Revenue Streams result from a Value Proposition successfully offered to a Customer Ad Revenues Payment revenues 11 11

12 Geschäftsmodell: Google Key shows Partners the network of suppliers and partners that bring in external resources and activities. Distribution partners Open Handset Alliance OEMS for Chrome OS devices Key Activities are the most important activities an organization needs to perform well. R&D New products Manage IT infrastructure Key Resources are the most important assets required to offer and deliver the previ- ously described elements. Data Centers IPs, Brand Value Propositions are based on a bundle of products and services that create value for a Customer Segment. Web search, Gmail, Google+ Targeted Ads Display Advertising Mgt. Service OS platforms (Android, Chrome) Hosted web-based Google Apps Customer Relationships outline what type of relationship is established and maintained Automation, if possible with each Customer Segment, and they explain how customers are acquired and retained. Channels Sales for large accounts describe how a Value Proposition is communicated and delivered to a Customer Segment through commu- nication, distribution, Global sales and support team and sales Channels. Multi-product sales teams Customer Segments are the groups of people and/or orga- nizations a company or organization aims to reach and Internet users create value for with a dedicated Value Proposition. Advertisers Google Network members Mobile users Developers Companies Cost Structure describes all costs Traffic incurred Acquisition to opera te a business mod el. costs Data center operations R&D costs Revenue Streams result from a Value Proposition Ad Revenues Google Websites successfully offered to a Customer Enterprise Product Sales 12 12

13 Epizentren von Business Model Innovation (1/2) Resource-Driven Offer-Driven 13 Customer-Driven 13

14 Epizentren von Business Model Innovation (2/2) Finance-Driven 14 Multiple-Epicenter-Driven 14

15 15 15

16 Business model: Clean Cow 16 16

17 Gruppen-Aufgabe: Bildet Gruppen aus 3 Personen Füllt die ausgestellten Bögen aus Wählt einen Gruppensprecher aus Post It 1 Post It 2 Post It # 17 17