Verlagerung: Nach dem Werkplatz auch der Denkplatz? Prof. Dr. Oliver Gassmann Maschinenbauforum Winterthur, 23. Januar 2013

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1 Verlagerung: Nach dem Werkplatz auch der Denkplatz? Prof. Dr. Oliver Gassmann Maschinenbauforum Winterthur, 23. Januar 2013

2 Cycle of differential advantage Innovation Commodity Competitive Advantage Imitation RPM increases O.Gassmann 2

3 Switzerland is highly innovative Comp O.Gassmann 3

4 Internationalization: R&D as national treasure High Early Sales Sourcing Production Marketing Logistics Low Late R&D O.Gassmann 4

5 Innovating in China and India 83 % of all new R&D sites were in China and India. 91 % of all new R&D staff have been in China and India. 6 % increase of R&D sites worldwide ( ) Insead (2008) O.Gassmann 5

6 Swiss firms: > 50 % R&D expenses abroad Motives for global R&D (1) Access to talents and know how (2) Market proximity (3) Support of local production and sales (4) Political-societal conditions O.Gassmann 6

7 70 % innovate in China for the global market Unsere Entwicklungsaktivitäten in China beschränken sich ausschliesslich auf Forschung für den lokalen Markt Prozent der befragten Unternehmen Ja Nein Source: ITEM-HSG O.Gassmann 7

8 Unicef (1946) NYSE (1792) Ford Model T (1908) Gillette (1904) 1950 Hindustan Unilever (1933) IKEA (1958) Diners Club (1950) Toys"R"U s (1948) 1960 ALDI (1961) McDonald's Subway (1940) (1965) Barnes & Noble (1873) Europcar (1927) Hertz (1918) Sixt (1912) Li&Fung (1906) American Express (1958) Emerging Market No Frills Low Cost Carrier Subscription Sabre (1960) Software-as-a- Service Razor and Blade 1970 Leverage Customer Data Advertisment Two-Sided Market Long Tail Grameen Bank (1983) Swatch Southwest (1983) Airlines Air Berlin (1971) (1978) Ryanair (1985 ) Charles Schwab (1971) Dennemeyer (1973) 1980 Aravind Eye Care Hospital (1976) Xerox (1959) Walmart (1962) Starbucks (1971) NetJets (1964) Home Depot (1978) Naturhouse (1973) Traveler's cheque (1981) Nespresso (1986) CarMax (1993) ZARA (1975) Media Markt (1979) Freemium Staples (1986) Blockbuster (1985) Berkeley Software Distribution (1993) Orchestrator Fressnapf (1985 ) IBM (1993) Levi's Personal Pair (1994) Red Hat (1993) Market Maker Crowdsourcing Mass Customization Cash Machine Megastore McCafé (1993) Franchising BYD (1995) EasyJet (1995 ) ebay (1995) MySQL (1994) WedMD (1996) Vobis Built-to- Customer (1995) Grameenphone (1997) IKEA Boklok (1996) 90 % aller Rolls Geschäftsmodelle Mobility Car Royce (1980) Sharing (1997) wiederholen sich. RCI Timesharing (1974) Bombardier Flexjet (1995) Survey Monkey (1998) Auto Nation (1996) PayPal (1998) Salesforce Napster 1 LeShop (1997) Fractionalized Ownerhsip Full Service Provider Performance-based Contracting Rent Instead of Buy Peer-to-Peer Disintermediation 2000 blacksox MFG Betfair BASF ZipCar Napster 2 machinerylink FlickR (2002) Rhapsody (2001) Hotmail (1995) Craigslist (1996) Google JCDecaux Metro (1998) (1964) Newspaper Intellectual 55 Muster von Geschäftsmodell- (1995) Ventures Innovation. Dell (1984) frontlineshop.com (1986) Amazon Basis für eine Konstruktions- (1994) Netflix methodik. Quicksoft Shareware (1983) Wave;Maker (1996) GMX (1997) backwerk (2001) Parship cafepress.com Gamestop Threadless Hilti (2001) P&G (2001) FairTrade Couchsurfing Apple ipod/itunes asos Spreadshirt (2001) Wikipedia (2001) Xiameter (2002) Xerox 2 (2002) lastfm (2002) Miadida s (2001) Mozilla Firefox (2002) Vapiano (2002) TheClothing Exchange (2004) Skype Picasa LinkedIn My Space XING Patients LikeMe (2004) facebook (2004) Lego Design ByMe (2005) luxusbabe Spotify ZOPA (2005) Nintendo Wii Amazon mechanical turk (2005) Microinsurance (2008) Better Place (2007) Pay-as-You-Drive (2007) Slide Share Zattoo You Tube Etsy (2005) Google Docs 23andMe Amazon Apple Kindle iphone (2007) (2007) Mymüsli (2007 ) SAP BYD (2007) Dropbox (2007) Sharing Backyards Twitte r Zalando (2008) Prezi (2008) Local Motors (2008) Car2Go (2008) AirBnB (2008) Open Ride (2009) Myfab (2008 ) Tata Home Relay Ride (2010) Eli Lilly (2009) texteagle (2009) Business Model Innovation Map O.Gassmann 8 Business Model Innovator TomTom (2009) Drive Now Rara Simfy FarmVille (2009) (2009) Groupon (2008) Tata Nano (2009) Verizon Apple ipad (2010) Quirky (2009) Guidehop BabyNes Special T MyM&M's Myuniquehandbag.de (2010)

9 Confrontation principle How would 1. Dell 2. Mc Donald 3. Ritz Carlton Minuten 5. Aldi 6. Apple 7. Swatch 8. Ryanair 9. IWC 10.Nespresso conduct our business? O.Gassmann 9

10 The bottom up NABC approach Need Approach Benefits Competition Was ist das zentrale Kundenbedürfnis? Wo liegt unsere Chance? Wer sind unsere Kunden? Wie sieht der Lösungsansatz bzw. das Leistungsversprechen aus? Wie liefern wir es? Was ist der Nutzen für den Kunden? Für uns? Qualitativ und quantitativ? Was ist der Wettbewerb? Wer ist die Konkurrenz? Was gibt es für Alternativen? Customer Perspective Inside Perspective Value Perspective Outside Perspective O.Gassmann 10

11 Create an atmosphere to attract the best talents 1. challenging projects 2. innovator's reputation 3. attractive environment 4. attractive place to live Richard Florida: Rise of the creative class. Gassmann et al. (2009): R&D reputation and corporate brand value O.Gassmann 11

12 Prof. Dr. Oliver Gassmann Direktionsvorsitzender Institut für Technologiemanagement Universität St. Gallen Dufourstrasse 40a CH-9000 St. Gallen tel. +41-(0) O.Gassmann 12