Business Concepts for Mobile Applications
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A lecture that I held at the University of Applied Sciences and Arts Hanover, Germany.
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Semelhante a Business Concepts for Mobile Applications
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Business Concepts for Mobile Applications
- 1. Business Concepts New Media and Technology Seite 1
- 2. Hochschule Hannover OE/Name Präsentationstitel Datum bitte auf dem obersten Folienmaster eintragen Business Concepts Business Value Information Strategy Access Disruptive Technologies Digital Products Lock-In Effect Word-of- Mouth Wisdom of the Crowds Bottom of the Pyramid Seite 2
- 3. Hochschule Hannover OE/Name Präsentationstitel Datum bitte auf dem obersten Folienmaster eintragen Business Value Shareholder Value Customer Value Employee Knowledge Channel Partner Value Supplier Value Managerial Value Societal Value Seite 3
- 4. Hochschule Hannover OE/Name Präsentationstitel Datum bitte auf dem obersten Folienmaster eintragen Information Strategy Seite 4 Organizational Strategy Information Strategy Business Strategy Database Server Salesforce CRM Google Analytics Web Server
- 5. Hochschule Hannover OE/Name Präsentationstitel Datum bitte auf dem obersten Folienmaster eintragen Access Access Big Data Open Access Presentation Delivery Protection Privacy Seite 5
- 6. Hochschule Hannover OE/Name Präsentationstitel Datum bitte auf dem obersten Folienmaster eintragen Disruptive Technologies (1/3) Disruptive Innovation vs. Sustainable Innovation Create new Market and Value Network • Disrupt Existing Market and Value Network Market often ignored by established firms • Tight profit margins • Too small Example of “not listen to customer” Seite 6
- 7. Hochschule Hannover OE/Name Präsentationstitel Datum bitte auf dem obersten Folienmaster eintragen Disruptive Technologies (2/3) Email Communication Telephones Communication Minicomputers Computing Hardware Personal Computers Computing Hardware Digital Calculator Computing Hardware Smartphones Computing Hardware LEDs Display LCDs Display Plastic Manufacturing Ultrasound Medical Seite 7
- 8. Hochschule Hannover OE/Name Präsentationstitel Datum bitte auf dem obersten Folienmaster eintragen Disruptive Technologies (3/3) Digital Synthesizer Music Downloadable Music Music Digital Photography Photography High-speed CMOS Video Sensors Photography Computer Printers Publishing Wikipedia Publishing Books on Demand Publishing Steam Boats Transportation Automobiles Transportation Seite 8
- 9. Hochschule Hannover OE/Name Präsentationstitel Datum bitte auf dem obersten Folienmaster eintragen Digital Products Taxation Intellectual Property Distribution Marketplaces Online Payment Online Fraud Digital Currencies Seite 9
- 10. Hochschule Hannover OE/Name Präsentationstitel Datum bitte auf dem obersten Folienmaster eintragen Lock-In Effect SIM Locks Gift Certificates Telephone Systems Vacuum Cleaners Electric Toothbrush Razor Blades IBM Equipment Windows API Apple iTunes Sony Betamax Loyalty Programs Google Drive Seite 10
- 11. Hochschule Hannover OE/Name Präsentationstitel Datum bitte auf dem obersten Folienmaster eintragen Word-of-Mouth a.k.a. Viral Marketing Hotmail Whats App Facebook Apps Affiliate Marketing People Reasons to Talk Talkers are not Buyers WoM topics are not product features Convert haters Get it right the first time Happy customers Be honest Seite 11
- 12. Hochschule Hannover OE/Name Präsentationstitel Datum bitte auf dem obersten Folienmaster eintragen Wisdom of Crowds Crowd Wisdom Cognition Coordination Cooperation Diversity of Opinion Independence Decentralization Aggregation Seite 12
- 13. Hochschule Hannover OE/Name Präsentationstitel Datum bitte auf dem obersten Folienmaster eintragen Bottom of the Pyramid (1/2) Tier 1 Tier 2/3 Tier 4 Tier 5 4 billion people live off $ 2.50 / day If 4 billion people pay ¢ 1 per day = $ 40 million / day Seite 13 > $ 20,000 $ 1,500 - $ 20,000 $ 1,500 < $ 1,500 4,000 1,500 – 1,750 75 - 100 Population in Millions Purchase Power Parity in US $ $ 15 trillion economy
- 14. Hochschule Hannover OE/Name Präsentationstitel Datum bitte auf dem obersten Folienmaster eintragen Bottom of the Pyramid (2/2) Water Health Care Education Internet Cell Phones Banking Micro-Financing SuccessSee Opportunities Apply Business Principles to Solve Social Problems Deliver Low- Cost Solutions Think Differently Partner with the Community Ethical Considerations Seite 14
- 15. Hochschule Hannover OE/Name Präsentationstitel Datum bitte auf dem obersten Folienmaster eintragen References • http://en.wikipedia.org/wiki/Business_value • http://en.wikipedia.org/wiki/Disruptive_innovation • http://en.wikipedia.org/wiki/Vendor_lock-in • http://www.creative-brand.com/branding/successful-word-of-mouth-marketing • http://en.wikipedia.org/wiki/The_Wisdom_of_Crowds • http://www.hbs.edu/centennial/businesssummit/business-society/business-innovations-at-the-base-of-the- pyramid.html Seite 15
Notas do Editor
- Provide enterprise services to small-bizecosystems
- Shareholder ValueFor a publicly traded company, shareholder value is the part of its capitalization that is equity as opposed to long-term debt. In the case of only one type of stock, this would roughly be the number of outstanding shares times current shareprice. Things like dividends augment shareholder value while issuing of shares (stock options) lower it. This shareholder value added should be compared to average/required increase in value, also known as cost of capital.For a privately held company, the value of the firm after debt must be estimated using one of several valuation methods, s.a. discounted cash flow or others.Customer ValueCustomer value is the value received by the end-customer of a product or service. End-customer can include a single individual (consumer) or an organization with various individuals playing different roles in the buying/consumption processes. Customer value is conceived variously as utility, quality, benefits, and customer satisfaction.Customer Value Management started by Ray Kordupleski in 1980s and discussed in his book: Mastering Customer Value Management and extended version of it is Total Customer Value Management modified by Gautam Mahajan and first exposed in his book: Customer Value Investement: Formula for Sustained Business Success and Total Customer Value Management.Employee KnowledgeThis is often an undervalued asset in companies and also the area where there is the most discord in reporting. Employees are the most valuable asset companies possess and the one we expect the most from, but often the one that receives the short end of the stick when it comes to values applied to them.Channel Partner ValueThe value a business underpins on partner relationships in the business. Partner value here stresses that it can be critical to a firms functioning. It ceases to exist or carry out business activities if partner value is diminished or lost.Supplier ValueManagerial ValueFollow the people-oriented principle; Follow the principle of system value; Follow the liability principle of value;Societal ValueThe social environment also wants that the firm follows or adopts several values towards the society. These social values relate to the provision of hospitals, charity, schools, parks, wildlife protection etc.
- TBC: components of IT Strategy
- TBC
- In low-end disruption, the disruptor is focused initially on serving the least profitable customer, who is happy with a good enough product. This type of customer is not willing to pay premium for enhancements in product functionality. Once the disruptor has gained a foothold in this customer segment, it seeks to improve its profit margin. To get higher profit margins, the disruptor needs to enter the segment where the customer is willing to pay a little more for higher quality. To ensure this quality in its product, the disruptor needs to innovate. The incumbent will not do much to retain its share in a not so profitable segment, and will move up-market and focus on its more attractive customers. After a number of such encounters, the incumbent is squeezed into smaller markets than it was previously serving. And then finally the disruptive technology meets the demands of the most profitable segment and drives the established company out of the market.