Business Model innovation and recent industrial trends. Giacomo Copani. MUSP, 06 March 2012

Transcription

1 from research. to market European Research on Manufacturing Business Model innovation and recent industrial trends Giacomo Copani ITIA-CNR MUSP, 06 March 2012

2 Summary What is Manufacturing Business Model European research on new business models for machinery Empirical evidence on the diffusion of new business models Conclusions 2

3 Summary What is Manufacturing Business Model European research on new business models for machinery Empirical evidence on the diffusion of new business models Conclusions 3

4 What are we talking about? Business Model Value proposition Revenue Supply Chain Model Configuration 4

5 What are we talking about? Innovative Service-oriented Business Model Value proposition Operational services Integrated solutions Customer Support Services Relationship-process oriented services Breath of services Revenue Supply Chain Model Configuration Output-related financial methods Performance-based contracting Networking and partnerships vs vertical integration Dedicated service units Organization for services 5

6 Summary What is Manufacturing Business Model European research on new business models for machinery Empirical evidence on the diffusion of new business models Conclusions 6

7 EU research on new Business Models for machine tools Mantys FP5 Next FP6 Demat FP7 Manufuture SMERobot FP6 KTRM FP

8 Mantys FP5 Next Thematic network on manufacturing technologies Three pillars: Growth FP5 Number of participants: 20 Budget: 2 million euro Time frame: Technology Watch in technological areas (Reliability, Process monitoring & Control; "Agility - Flexibility"; Process ECO-Efficiency; Precision Engineering; Virtual Manufacturing) Understanding the Socio-Economic Aspects of the machine tool business Foresight Exercises to look into the future of manufacturing technologies (Technology Roadmaps; New Business Models; etc.) t / 8

9 Strategic foresight in Mantys Define strategic factors influencing the future of MT sector Identify future Define control scenarios factors and options for action (business models) Economy Society Market Technology Branch of industry Successful in global regulated market with partnerships Successful without partnerships Successful in Europe Pricing policy Offered technology Operating location Financing model Source: Mantys Final Report, Development of a Generic Business Model for the European Machine Tool Industry,

10 Business Models in Mantys Source: Mantys Final Report, Development of a Generic Business Model for the European Machine Tool Industry,

11 Manufuture European Platform Source: Manufuture Strategic Research Agenda, Report of HLG,

12 Next FP6 Next Next Generation Production Systems NMP FP6 Number of participants: 23 Budget: 21 million euro Time frame: The biggest EU research initiative in the machine tool sector in FP6 One of the 40 most successful projects in whole FP6 funded research (selected to launch Horizon 2020 and to be presented at the EU Industrial Technologies conference 2011) WP4: New Business Concepts for Machinery (ITIA-CNR) 12

13 Next FP6 results Technical Guidelines Methodology to select Cooperation Scenarios Financial Guidelines Technical Configurator Business Model evaluation life cycle software Organizional Guidelines 13

14 Next cooperation scenarios Availability/TCO guarantee Providing personnel assistance for customer operations Production service to cover peaks/spot demands Build - (operate) - own business model Lean machine adaptation service Value propositions Business needs A B C D E F G H I Offering concepts for leveling Offering complete irregular and production service temporary (outsourcing) customer capacity requirements Offering procurement management Offering delivery management VALUE PROPOSITIONS Providing availability guarantee Solving customer qualification deficits Lean machine business concepts Continuous modernisation concepts Towards reconfigurable production system EU General Business s Needs High quality Low costs (production, logistics, etc.) Low lead time High productivity High flexibility Low risks Product Process Production Maintenance Procurement Delivery Production Maintenance Procurement Delivery Operative Logistic 14

15 Next financial guidelines Guide for potential financing mechanisms for machine builders, suggesting which options are suitable for different industrial and organizational situations Decision Drivers Financial Models Suggested Availability of internal funds Name Capital Type Firm size Bank loan Debt capital Firm legal form Trade credits Debt capital Firm age Overdraft Debt capital EU rating Operating Leasing Debt capital Export Financial Leasing Debt capital Financial skills Factoring Debt capital Availability of commercial credits Forfaiting Debt capital Investment value Commercial paper Debt capital Market predictability Bank advances Debt capital Periodicity Project financing Debt capital Multi-product machine Bonds Debt capital Machinery reconfigurability Stand-by lines of credit Debt capital Existence of balance sheet constraints/fiscal benefits Syndicated lending Debt capital Desired payment time horizon Venture leasing Service capital Self-funding Risk capital Capital call Internal funds Risk capital Delete All (Double Click) Barter, Comp. deal, Counter-purch., Buy back Pay per Part Pay per Use Pay for Availability (exclusive right) Counter trade New instruments New instruments New instruments 15

16 Next technical configurator Software to configure production systems technology for new business models 16

17 Next organizational guidelines Catalogue and guidelines to select suitable organizational forms to implement the business model (new company, new department, project structure, etc.) 17

18 Next business model financial assessment software Software to economically and environmentally compare the performance of different business model options for machine builder and customers 18

19 SMERobot FP6 SMERobot The European Robot Initiative for Strengthening the Competitiveness of SMEs in Manufacturing NMP FP6 Number of participants: 21 Budget: 25 million euro Time frame: Business Models studied d in WPs Socio-economics i and Exploitation ti (Faunhofer ISI) 19

20 Demat FP7 DEMAT Dematerialised Manufacturing Systems: A new way to design, build, use and sell European Machine Tools NMP FP7 Number of participants: 16 Budget: 4,7 million euro Time frame: WP4: Sustainable and innovative business models (Fraunhofer ISI, ITIA-CNR) 20

21 Business models in Demat Dematerialized production systems: higher flexibility Methods for focused-flexibility design: optimal flexibility New business models for focused-flexibility production systems New service-based business models New methods for financial assessment and risk management 21

22 KTRM FP7 KTRM Knowledge Transfer of Rapid Manufacturing LdV FP7 Number of participants: 7 Budget: euro Time frame: Rapid Manufacturing Business Models 22

23 KTRM FP7 Scope To transfer companies the state of the art and latest research results on Additive Manufacturing: e-learning addressed to companies (especially SMEs) text book Technologies Design and analysis Business Models What is a business model Innovative business models Principles of business model design Rapid Manufacturing and business model innovation 23

24 Business models in KTRM 2 1 Flexible Personalized Customized Manufacturing Manufacturing Business Business Model Model 3 Innovation Services Business Model 4 Design- oriented B2C Business Model 24

25 Summary What is Manufacturing Business Model European research on new business models for machinery Empirical evidence on the diffusion of new business models Conclusions 25

26 Empirical research ITIA-CNR case studies of machine tool companies: OEM and key-components suppliers Large, medium and small companies Countries: Germany, Italy, Spain, UK, Finland, Sweden 16 case studies of machine builders customers: Automotive, aeronautics, mechanicals Large, medium and small companies Countries: Italy, Germany, France Focus groups at Cecimo Spring meeting 2009 Business models focus groups 15 European Associations of machine builders Econometric analysis on European Manufacturing Survey data: International survey on manufacturing innovation lead by Fraunhofer Institute ISI (ITIA-CNR is Italian partner) 80 machine tool companies from Germany, Austria, Switzerland, Spain, France 26

27 Clustering Ser rvice str rategic commitm ment HIGH LO OW HWILLING UNAWARE AVERSE PASSIVE INNOVATORS PROACTIVE INNOVATORS LOW HIGH Service business model innovation 27

28 Clustering Ser rvice str rategic commitm ment HIGH LO OW HWILLING UNAWARE PASSIVE INNOVATORS PROACTIVE INNOVATORS Top level players with strong market culture Mainly key-components suppliers Relying on products quality, robustness and innovation Capacity to measure and forecast benefits AVERSE Project management of the innovation New organizational unit and networking Brilliant service performance LOW HIGH Service sponsor and top management commitment Service Radical business transformation model innovation 28

29 Clustering Ser rvice str rategic commitm ment HIGH LO OW HWILLING UNAWARE AVERSE PASSIVE INNOVATORS Medium-big companies Traditional technology PROACTIVE INNOVATORS culture Defensive/reactive approach Same supply chain or tactical ti re-adjustments t No performance expectation neither measurement Disappointing performance Incremental transformation LOW HIGH Service business model innovation 29

30 Clustering Ser rvice str rategic commitm ment HIGH LO OW HWILLING UNAWARE AVERSE PASSIVE INNOVATORS Medium-big companies Good market culture Open to external stimuli PROACTIVE INNOVATORS Good theory, but lack of resources Internal sponsor LOW HIGH Service business model innovation 30

31 Clustering Small companies Local business Conservative technology and production culture Ser rvice str rategic commitm ment HIGH Services are a business of big companies LO OW WILLING UNAWARE AVERSE Small-medium companies Traditional technology and production culture PROACTIVE INNOVATORS Aggressive conservative approach No trust in research and academia Disbelief in fair cooperation PASSIVE with customers INNOVATORS Past disastrous experiences LOW HIGH Service business model innovation 31

32 Business model innovation paths Path 3 rategic commitm ment Se ervice st HIGH LOW UNAWARE WILLING PASSIVE INNOVATORS Path 1 AVERSE PROACTIVE INNOVATORS LOW HIGH Service business model innovation 32

33 The successful supplier innovation path NEW SERVICE ORIENTED BUSINESS MODELS Proactive suppliers innovators Willing suppliers Unaware and Averse suppliers Methods Resources Culture S UPPLIER INNOVA ATION LO OCUS 33

34 The environmental dimension Government Customers Associations Machine tool companies Accademia Industrial culture 34

35 Different European cultural transitions Ser rvice str rategic commitm ment HIGH LO OW HWILLING SPAIN UNAWARE NORTHERN EUROPE ITALY, UK AVERSE PASSIVE INNOVATORS PROACTIVE INNOVATORS LOW HIGH Service business model innovation 35

36 Econometric analysis results Serv vice strateg gic commitm ment IGH LO OW HWILLING UNAWARE AVERSE LOW PASSIVE INNOVATORS PROACTIVE INNOVATORS HIGH Service business model innovation Software servitizers 23% Finance servitizers 13% Operational servitizers 25% Hard product companies 22% Integrated flat servitizers 17% Poor service business model innovation: Service offerings are spread, but companies rely on traditional services No joint innovation of the three business model pillars No flexibility-oriented business models and performance-based contracting Specialization in some value-added services 36

37 Summary What is Manufacturing Business Model European research on new business models for machinery Empirical evidence on the diffusion of new business models Conclusions 37

38 Conclusions EU has invested and is investing significantly in new machinery business models research Past and ongoing g research made available results and new competences companies might use However, business model innovation in the machine tool sector seems to be in an early stage Different cultural and environmental conditions in Europe SMEs are currently out of the game The transition is very complicated 38

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