IT-Driven Business Models Global Case Studies

This book will show organizations how business model innovation should be a key focus area in today's global economy. It features cases from businesses around the globe who have developed their own business models to acheive high levels of performance and interviews from key executives. A primary focus in the book will be on the role of technology in driving and enabling changes to fundamental facets of a business. Business model innovation is occuring around the world, in essentially every industry and in processes ranging from R&D to M&A, supply chain, and marketing. Case examples will be included from ABB, IKEA, Apple, Tata, SHARP, Daudi Aramco, DeBeers, Telefonica, Valero Energy, LEGO, Proctor & Gamble, among others.

DR. HENNING KAGERMANN is the former CEO of SAP AG, the world's largest provider of enterprise software, where he served as CEO from 1998 until 2009. He currently serves as president of acatech, the German Academy of Science and Engineering.

DR. HUBERT OSTERLE is Director of the Institute of Information Management at the University of St. Gallen. He is involved in teaching and research in the areas of business models for the information age and business engineering.

JOHN M. JORDAN is a clinical professor in the Department of Supply Chain and Information Systems at the Smeal College of Business, Penn State University, where he teaches IT strategy to undergraduates, MBAs, and executives. His research focuses on emerging technologies and their impact on business strategy, design, and practice.

Foreword	p. ix
Preface	p. xi
Acknowledgments	p. xix
Enterprise Value from Customer Value	p. 1
Customer Value and Enterprise Value	p. 3
Context	p. 4
Shaping a Response	p. 9
Business Models, Business Concepts, and the Role of IT	p. 13
Case Study: Apple	p. 15
Realizing the Information Vision: The Technology Dimension	p. 21
Checklist	p. 27
Customer Value from the Customer Process	p. 29
Management Summary	p. 29
Vision	p. 32
From Product to Solution Provider	p. 33
Process Focus: Waste Disposal and Management	p. 36
Concepts of the Customer Process	p. 38
Realizing the Vision	p. 44
Checklist	p. 48
More Customers and More for the Customer	p. 49
Management Summary	p. 49
Vision	p. 52
Turning Employees and Customers into Fans	p. 53
Concepts of Market and Customer Development	p. 55
Realizing the Vision	p. 64
Checklist	p. 67
Innovation and Personalization Trump Commoditization	p. 69
Management Summary	p. 69
Vision	p. 72
From Single Standardized Product to Personalized Service Package: Endress+Hauser	p. 72
Procter & Gamble (Innovation)	p. 74
Pioneering Co-creation: LEGO Group	p. 77
The Tata Nano: A Case of Disruptive Innovation?	p. 79
Concepts of Product and Service Development	p. 80
Realizing the Vision	p. 90
Checklist	p. 92
Silent Commerce	p. 93
Management Summary	p. 93
Vision	p. 96
Seamless Fulfillment, Silent Commerce	p. 97
Concepts of Fulfillment	p. 99
Realizing the Vision	p. 108
Checklist	p. 110
Strategy-Compliant Management	p. 111
Management Summary	p. 111
Vision	p. 113
From Reporting to Strategy Implementation	p. 114
Concepts of Operative Management	p. 122
Realizing the Vision	p. 131
Checklist	p. 133
Value Chain Redesign	p. 135
Management Summary	p. 135
Vision	p. 138
From Value Chain to Ecosystem: Seven Redesigns	p. 139
Competition in Networks	p. 147
Concepts of Value Chain Redesign	p. 150
Realizing the Vision	p. 167
Checklist	p. 169
IT's Role in Business Model Transformation	p. 171
Management Summary	p. 171
Vision	p. 174
High-Performance IS Organizations	p. 175
Concepts of IS Organizational Performance	p. 179
Realizing the Vision	p. 191
Checklist	p. 194
Conclusion IT-Driven Innovation in the 2010s	p. 195
Notes	p. 197
About the Authors	p. 209
Index	p. 211
Table of Contents provided by Ingram. All Rights Reserved.

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IT-Driven Business Models Global Case Studies in Transformation

Summary

Author Biography

Table of Contents

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