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Institut / FIR-Bereiche
The rapid developments in information and communication technology enable new bus iness models that are based on digital platforms. Marketplaces such as Amazon or Airbnb have already adapted this business model to connect previously unconnected supply-side and demand-side to conduct a business transaction via a digital platform. Due to Industrie 4.0 and the rapid technological development that comes with it, digital platforms have entered the market within the area of the mechanical engineering. Different platform types exist, such as marketplaces for machine equipment or digital data platforms for connected machines. Although numerous companies claim to offer platform-based bus iness models, they often lack knowledge on individual business model components. To close this gap, this paper structures a variety of existing platforms based on their detail characteristics. Within this paper, existing typologies of digital platforms from other industry areas are analyzed. Case study research ofplatforms within the mechanical engineering is used to adjust these typologies and create a new one for digital platforms within the mechanical engineering.
Disruptive innovations confront companies with great challenges. Leading companies are losing their market position to disruptive competitors and are forced to react instantly to defend their position in the market. Companies not only lack knowledge of various strategic options that have been successfully used against disruptive attackers, they also do not know about the effects of these different strategic options on their own company. On the basis of a use case analysis, 30 companies were examined with regard to their strategic reaction on a disruptive attacker. In the evaluation of the use cases, the strategic options were grouped into clusters, from which seven master strategies could be identified. These seven master strategies were then transformed into a regulatory framework, which differentiates between reactive and proactive strategies and classifies them according to their intensity. With the help of the identified master strategies, companies will be able to identify options for action in competition with disruptive attackers, thus giving them greater chances of success in the defense of their market position. In addition, companies can use the master strategies to prepare an emergency strategy even before a disruptive attacker appears on the market, thus significantly minimizing the risk of customer loss.
Two major trends are driving many companies in the manufacturing industry to rethink and reconfigure their business logic: the trends towards applying a service dominant business logic, and the trends towards collecting and using information about the market life cycle of products. The pursuit of market lifecycle information has lately been one that is driven mostly by tremendous developments in the area of the Internet of Things and information system integration. Companies in the manufacturing industry are reconfiguring their value chains, tending towards a higher degree of service orientation. This transformation requires an understanding of the principles behind offering additional value through industrial product service systems. The design of an adequate information architecture and the subsequent management model are the key factors for a successful implementation. This article focuses on how information gathering, analysis, and the meaningful use of information have been linked to the success of those companies within the German manufacturing industry which have made the transformation towards service-orientation. On the basis of an empirical study, five success factors with a significant impact on either innovation performance and/or operational performance are identified. These findings are enhanced to derive guidelines for an adequate information architecture. The guidelines are underpinned by best practices of prosperous companies with a strong product-service-orientation. Links between best practice application and performance are analyzed, and significant relations are identified.
Transformationsprozesse sind insbesondere für kleine und mittlere Unternehmen (KMU) mit einem hohen Realisierungsrisiko verbunden. Aufgrund ihrer begrenzten Personal- und Finanzressourcen birgt Wandel immer eine potenzielle Gefahr für das laufende Geschäft und stellt Management und Belegschaft vor größte Herausforderungen.
Eine Art der radikalen Neupositionierung für Unternehmen ist die Entwicklung neuer Leistungen (Services) um ein bestehendes Produkt herum. Dabei muss die zugrundeliegende Vision eines Wandels zum Lösungsanbieter im Unternehmen internalisiert werden und deswegen Mitarbeiterroutinen angepasst werden, ohne dabei Ressourcen zu vergeuden.