scholarly journals Business strategy design methodologies: from product design to platform design

Upravlenie ◽  
2021 ◽  
Vol 9 (2) ◽  
pp. 76-89
Author(s):  
E. V. Vasilieva
Keyword(s):  
Business Strategy ◽  
Business Models ◽  
Design Thinking ◽  
Ecosystem Approach ◽  
Business Owner ◽  
Platform Design ◽  
Goods And Services ◽  
Integrated Environment ◽  
Innovative Products ◽  
Strategy Design

The article presents an analysis of modern methodologies that are successfully used for the development of innovative products and ecosystem platforms. The paper describes the tools of the “Jobs To Be Done” approach. The author highlights the differences between the two concepts “Jobs-As-Activities” and “Jobs-As-Progress”. The study emphasizes the importance of studying the digital client path. The publication presents by step-by-step an algorithm for constructing a strategy for bringing a new offer to the market based on the “Jobs To Be Done” method. The article presents examples of filling in the Job stories Canvas, interview framework in “Jobs To Be Done” format, Process Making Forces Canvas.The study shows the tools that are successfully used in creating a business strategy based on an ecosystem platform. The paper substantiates the importance of customer-oriented approach and switching to an ecosystem approach to the development of a business model. The author highlights the benefits from the ecosystem of the user, business owner and partners.The study gives an overview of ecosystem types according to the Gartner classification with examples in Russian ecosystems. The author provides tools of the Platform Design (Platform Innovation Kit) which allow you to develop an integrated environment for the development of the customer experience, to improve consumer goods and services: VRIO framework, a Matrix of Motivation, the Ecosystem Platform Relations Canvas, Training Mechanism Canvas, Value Proposition Canvas and Platform Business Models Canvas. These tools expand the design thinking portfolio.

scholarly journals Assessing Digital Transformation in Universities

2021 ◽  
Vol 13 (2) ◽  
pp. 52
Author(s):  
Guillermo Rodríguez-Abitia ◽  
Graciela Bribiesca-Correa
Keyword(s):  
Business Models ◽  
Digital Transformation ◽  
Transformation Model ◽  
Educational Institutions ◽  
Maturity Level ◽  
Network Applications ◽  
Innovative Products ◽  
Education Market ◽  
Transformation Processes ◽  
Degree Of Innovation

Industry 4.0 and Society 5.0 are reshaping the way organizations function and interact with the communities they serve. The massive penetration of computer and network applications forces organizations to digitalize their processes and provide innovative products, services, and business models. The education market is suffering changes as well, but universities seem slow to react. This paper proposes the application of an integrated digital transformation model to assess the maturity level that educational institutions have in their digital transformation processes and compares them to other industries. Particular considerations to address when using the model for higher-education institutions are discussed. Our results show that universities fall behind other sectors, probably due to a lack of effective leadership and changes in culture. This is complemented negatively by an insufficient degree of innovation and financial support.

Intertwining CSR with strategy – the way ahead

2014 ◽  
Vol 14 (2) ◽  
pp. 211-219 ◽  
Author(s):  
Shital Jhunjhunwala
Keyword(s):  
Business Strategy ◽  
Design Methodology ◽  
Business Models ◽  
Corporate Strategy ◽  
Sustainable Business ◽  
Socially Responsible ◽  
Content Type ◽  
Sustainable Business Models ◽  
Corporate Social

Purpose – The purpose of this paper is to emphasize the importance and means of making corporate social responsibility (CSR) an integral part of corporate strategy with the help of case studies. Design/methodology/approach – The article explores the transformation of business from being egocentric to socially responsible. With the use of examples it demonstrates how integrating CSR into strategy can create sustainable business models. Findings – Firms need to develop a framework for integrating CSR into their business strategy for long term successful survival. Social implications – Corporates and society are intertwined and mutually dependent. Business cannot survive without society's acquiescence nor succeed without its active support. Originality/value – The article explains the benefits of CSR and how to make it an integral part of business strategy to gain a competitive advantage.

PERANCANGAN IDENTITAS VISUAL REBRANDING CITRA PERUSAHAAN CEMARA CERAMICS (DESIGN OF CEMARA CERAMICS VISUAL REBRANDING IDENTITY)

2021 ◽  
Vol 4 (1) ◽  
pp. 1
Author(s):  
Anak Agung Ngurah Gede Marhendra ◽  
Agung Eko Budiwaspada ◽  
Sangayu Ketut Laksemi Nilotama
Keyword(s):  
Design Thinking ◽  
Corporate Identity ◽  
Corporate Image ◽  
Visual Design ◽  
Stage Design ◽  
The Core ◽  
Visual Identity ◽  
The Creation ◽  
Strategy Design ◽  
Core Problem

<p>Abstract Design of Cemara Ceramics Visual Rebranding Identity aims to produce a concept strategy and visual rebranding of the Cemara Ceramics company and produce a Cemara Ceramics rebranding visual identity design in order to encourage the creation of a new identity image. The method in this design uses a 5-stage Design Thinking approach, namely Empathize, Define, Ideate, Prototype and Test. The result achieved is the design of the new Cemara Ceramics corporate identity. With the use of the design thinking method in this research, various problems related to the company image of Cemara Ceramics can be found. The core problem obtained is how to design a strategy and concept of visual identity rebranding to encourage the creation of a new corporate image of Cemara Ceramics.</p><p>Keywords: visual rebranding identity, concept strategy, design thinking</p><p>Abstrak Perancangan Identitas Visual Rebranding Citra Perusahaan Cemara Ceramics ini bertujuan untuk menghasilkan strategi konsep dan visual rebranding perusahaan Cemara Ceramics serta menghasilkan rancangan identitas visual rebranding Cemara Ceramics dalam rangka mendorong terciptanya citra identitas yang baru. Metode dalam perancangan ini menggunakan pendekatan 5 tahapan Design Thinking yaitu Empathize, Define, Ideate, Prototype dan Test. Hasil yang dicapai yaitu rancangan corporate identity Cemara Ceramics yang baru. Dengan adanya penggunaan metode design thinking pada penelitian ini dapat menemukan berbagai permasalahan terkait citra perusahaan Cemara Ceramics. Permasalahan inti yang didapat yaitu mengenai bagaimana merancang strategi dan konsep identitas visual rebranding untuk mendorong terciptanya citra baru perusahaan Cemara Ceramics.</p><p>Kata kunci: identitas visual rebranding, strategi konsep dan visual, design thinking</p>

Servitization of Industry: New Evidence

2021 ◽  
Vol 65 (8) ◽  
pp. 22-30
Author(s):  
V. Kondrat’ev ◽  
G. Kedrova ◽  
V. Popov
Keyword(s):  
Economic Policy ◽  
Business Models ◽  
Manufacturing Firms ◽  
Policy Implications ◽  
New Economic Policy ◽  
Firm Level ◽  
Policy Regime ◽  
Goods And Services ◽  
New Business ◽  
Use Of Services

A significant increase in the use of services is observed for some industries in GVCs (Global Value Chains). The paper has shed light on important dimension of the servitization which is the sale and export of services by manufacturing firms, often bundled together with goods. Firm-level data confirm that many firms are involved both in the production of goods and services and that there are complementarities between these activities. Not only manufacturing firms are involved in the distribution, transport and logistics services needed for their international operations in GVCs but also, they provide installation, maintenance, repair services as well as a variety of other business support and complementary services that increase value for their customers. The servitization has important policy implications, particularly when taking into account the fact that trade in services is generally more restricted than trade in goods. As the lines between goods and services are blurred, economic policy today might be more challenging than in the past, particularly for companies moving to new business models that imply more interactions with customers and a more intensive use of digital technologies. Services themselves are split into different modes of supply for which there are different levels of economic policy. A closer look at the mechanisms of value creation in the case of services suggests that there are still the needs of new economic policy addressed at business models described as value networks or value shops. As technologies become more disruptive and more companies move to ‘servicified’ GVCs, the need for a more consistent international economic policy regime, particularly at the multilateral level, will become more urgent.

Neue Geschäftsmodelle in der Life Science Industrie durch einen ganzheitlichen Innovationsprozess

2021 ◽  
Vol 62 (1) ◽  
pp. 17-29
Author(s):  
Ouelid Ouyeder ◽  
Julia Hitzbleck ◽  
Henning Trill
Keyword(s):  
Business Models ◽  
Design Thinking ◽  
Life Science ◽  
Real Life ◽  
Idea Generation ◽  
Innovation Process ◽  
Innovation Activities ◽  
New Business ◽  
End To End ◽  
Lean Startup

Abstract The aim of this paper is to introduce an end-to-end development process for non-biomedical innovation and new business models of a Life Science company that integrates different methods such as Design Thinking, Lean Startup, Agility and others within one framework. Since 2016 this innovation process is an essential part of the internal Employee Innovation program and proves its applicability in a real-life setting. Projects teams develop and implement their new digital business models successfully by taking the introduced innovation process as guideline. This process enables the Life Science organization to run two global entrepreneurship programs (Catalyst Fund and Catalyst Box) that foster customer focus with fast and evidence-based experimentation. The article encompasses a real-life case study out of the Catalyst Fund program about the Farm Advisory Team from India. By using this example each phase of the innovation process is described schematically. Idea generation is easy-to-apply, but the implementation of ideas is one of the biggest challenges in larger corporations. The proposed end-to-end innovation process connects the dots of different innovation methods and provides guidance to company decision makers and project teams in order to structure their business model innovation activities/strategy and discussions. Zusammenfassung Das Ziel dieses Beitrags ist es, einen durchgängigen Innovationsprozess für nicht-biomedizinische Lösungen und Geschäftsmodelle eines Life-Science-Unternehmens vorzustellen, der verschiedene Methoden wie Design Thinking, Lean Startup, Agilität und andere innerhalb eines Gestaltungsrahmens integriert. Seit 2016 ist der Innovationsprozess ist ein wesentlicher Bestandteil des internen Employee Innovation Programms und beweist seine Anwendbarkeit in einem realen Umfeld. Projektteams entwickeln und implementieren ihre neuen digitalen Geschäftsmodelle erfolgreich, indem sie den vorgestellten Innovationsprozess als Leitfaden nutzen. Dieser Prozess ermöglicht es dem Life-Science-Unternehmen, zwei globale Entrepreneurship-Programme (Catalyst Fund und Catalyst Box) durchzuführen, die den Kundenfokus mit schnellen und evidenzbasierten Experimenten fördern. Der Artikel umfasst eine reale Fallstudie aus dem Catalyst Fund Programm über das Farm Advisory Team aus Indien. Anhand dieses Beispiels wird jede Phase des Innovationsprozesses schematisch beschrieben. Die Ideengenerierung ist leicht anwendbar, aber die Umsetzung von Ideen ist eine der größten Herausforderungen in größeren Unternehmen. Der vorgeschlagene End-to-End-Innovationsprozess integriert die verschiedenen Innovationsmethoden und bietet Entscheidungsträgern und Projektteams in Unternehmen eine Anleitung, um ihre Aktivitäten bzw. Strategie und Diskussionen zur Geschäftsmodellinnovation zu strukturieren.

Interpreting the industry 4.0 future: technology, business, society and people

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Holger Schiele ◽  
Anna Bos-Nehles ◽  
Vincent Delke ◽  
Peter Stegmaier ◽  
Robbert-Jan Torn
Keyword(s):  
Business Strategy ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Business And Society ◽  
Holistic View ◽  
Content Type ◽  
Future Technology ◽  
Technological Advances ◽  
Tool Set ◽  
Strategy Design

Purpose Industrial revolutions have been induced by technological advances, but fundamentally changed business and society. To gain a comprehensive understanding of the fourth industrial revolution (I4.0) and derive guidelines for business strategy, it is, therefore, necessary to explore it as a multi-facet phenomenon. Most literature on I4.0, however, takes up a predominantly technical view. This paper aims to report on a project discussing a holistic view on I4.0 and its implications, covering technology, business, society and people. Design/methodology/approach Two consecutive group discussions in form of academic world cafés have been conducted. The first workshop gathered multi-disciplinary experts from academia, whose results were further validated in a subsequent workshop including industry representatives. A voting procedure was used to capture participants perspectives. Findings The paper develops a holistic I4.0 vision, focusing on five core technologies, their business potential, societal requests and people implications. Based on the model a checklist has been developed, which firms can use a tool to analyze their firm’s situation and draft their industry 4.0 business strategy. Originality/value Rather than focusing on technology alone – which by itself is unlikely to make up for a revolution – this research integrates the entire system. In this way, a tool-set for strategy design results.

scholarly journals DESIGN THINKING: CONCEPTUAL FRAMEWORK, ADVANTAGES AND RESTRICTIONS

2021 ◽  
pp. 43-48
Author(s):  
Sytnik N.
Keyword(s):  
Corporate Culture ◽  
Design Thinking ◽  
Team Building ◽  
Deep Understanding ◽  
Customer Experience ◽  
Organizational Goals ◽  
Innovative Products ◽  
Creative Abilities ◽  
Stanford Model ◽  
Tools And Techniques

The need to develop competitive innovative products and services encourages modern organizations to search for new ways to enhance the creative abilities of their personnel. Design thinking is one of the promising tools to elaborate organi-zational potential in generating ideas and developing new products which satisfy customer requirements to the most extent. Over last years design thinking has been developed as a practically­oriented approach aimed at solving customer problems. Within the frame of design thinking, deep understanding of their values, reactions, experience in interaction with the company and behavioral habits serves as a basis for focused ideation, fast prototyping and testing. Although the key characteristics, main stages, tools and techniques of design thinking are well established in the literature, far less attention has been paid to the restrictions and conditions of design thinking application within organizational environment. These issues determined the purpose of the study. First, the paper considered the evolution of the term design thinking, as well as portfolio of its tools and techniques applied at different stages of design thinking process. Further, the advantages, restrictions and conditions of design thinking application were specified. Design thinking allows to achieve 1) externally oriented organizational goals: development of innovations, improvement of products and services in accordance with customer needs, better interaction with customers; 2) internally oriented organizational goals: development of staff experience and creative abilities, team building and enchancing a creative corporate culture. The restrictions of design thinking implementation related to its key features (focus on customer experience, fast ideation, prototyping and testing) were established. Important conditions for design thinking implementation are as follows: understanding and taking into account its restrictions, introduction of a flexible format for design sessions, and formation of design teams in accordance with the experience, competencies and thinking style of their participants. Thus, design thinking is a useful approach for development of customer­oriented innovative solutions, although it should not be considered as a universal tool for solving all organizational problems.Keywords: design, design thinking, creativity, customer experience, Stanford model, «wicked» problems, design thinking techniques. Дизайн­мислення є перспективним напрямом дослідження для науковців і фахівців із менеджменту, ураховуючи позитивний досвід його використання і зростаючу популярність серед провідних компаній світу. Нині відомі характерні риси, етапи, інструменти та техніки дизайн­мислення, однак малодослідженим залишається питання щодо меж практичного застосування цього підходу, його переваг і недоліків. У статті виявлено переваги дизайн­мислення, зокрема: оперативне вдосконалення продуктів і послуг відповідно до потреб клієнтів, тімбілдинг, новий досвід і розвиток креативних здібностей персоналу, формування креативної корпоративної культури. Для успішного застосування дизайн­мислення під час організації дизайн­сесій необхідно враховувати його обмеження, упроваджувати гнучкий формат дизайн­сесій та підбирати учасників дизайн­команд за досвідом, компетенціями і стилем мислення. Ключові слова: дизайн, дизайн­мислення, креативність, клієнтський досвід, Стенфордська модель, wicked­проблеми, техніки дизайн­мислення.

scholarly journals Commercialization of innovative products: international and national experience

2020 ◽  
pp. 20-24
Author(s):  
Nataliia MYROSHCHENKO ◽  
Anastasiia SYMAK ◽  
Oksana ZARYTSKA
Keyword(s):  
Asian American ◽  
High Tech ◽  
Progressive Development ◽  
Goods And Services ◽  
Industrial Enterprises ◽  
Foreign Countries ◽  
Innovative Products ◽  
The Usa ◽  
Local Properties ◽  
High Level

Introduction. In modern highly competitive, dynamic and unstable conditions enterprises are able to function successfully in the marketplace and occupy leadership positions in large part due to developing, implementation and realisation of innovations. A high level of an innovative activity of enterprises creates preconditions for forming new competitive benefits, an increase of investment attractiveness, broadens possibilities of passage to new marketplaces, is an impulse for providing a progressive development. As practice shows, only a small part of innovations transforms in goods and services and is successfully commercialized due to its promotion in interested groups of consumers. That's why the problem of commercialization of innovative goods and services should be in field of view of society, government, private business, scientists because decision of this problem improves a competitive ability of goods and finely a level of population's life. The purpose of paper is an exploration of commercialization properties of innovative goods and services in foreign countries, detection of reasons of low level of commercialization of innovative goods and services by domestic enterprises. Results. It is considered a domestic and a worldwide experience of commercialization of high-tech goods and services of industrial enterprises in the context of Asian, American and European models of innovative development. It is particularly set that there in the USA, Europe and Asia the key role in development and implementation of high-tech goods and services play multinational companies, which quite often create venture companies in their structures. Besides, it is set that a venture capital is often concentrated in science parks, technopoles, business incubators and other innovative structures. It is proved that in the process of commercialization of high-tech goods and services is a governmental support of state, first of all, from positions of longevity of preferences, which are offered to subjects of innovative structures. It's also set that such kind of commercialization is successful when local properties of demand for new goods and services are taken into account. Regarding a domestic experience of commercialization of innovative goods and services, they should state that it has a quite low development. Conclusion. In this way, generalisation of domestic and foreign experience of commercialization of innovative goods and services shows that directions and ways of such commercialization are different and can have a different shape that is defined by local historical circumstances, traditions and national innovative politics in general.

scholarly journals Impact of reverse globalization on the competition in EU digital markets

Industrija ◽  
2021 ◽  
Vol 49 (2) ◽  
pp. 7-24
Author(s):  
Snežana Radukić ◽  
Andrija Popović
Keyword(s):  
Competition Policy ◽  
Business Strategy ◽  
Contemporary Literature ◽  
Secondary Data ◽  
Relevant Information ◽  
Business Owners ◽  
Goods And Services ◽  
Number Of Individuals ◽  
The Relationship ◽  
The Eu

This paper aims to analyze the relationship between reverse globalization, the digital markets, and competition policy within the EU. Based on the review of contemporary literature, this paper provides an insight into the EU adaptation to the changes caused by the COVID-19 pandemic. Reverse globalization is identified through the trends in the international trade and FDI flows, while the digital markets' development is evaluated through the Number of individuals using the Internet to order goods and services and ECommerce sales. While this paper uses secondary data sources, it uniquely connects the identified reverse globalization and digital markets expansion with necessary changes in the competition policy pre and during the COVID19 pandemic. Additionally, this paper provides policymakers and business owners with relevant information and possible avenues to improve the competition policy and business strategy.

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