عنوان مقاله
نوآوری مدل تجاری: پیروزی قهوه نسپرسو
فهرست مطالب
مقدمه
نوآوری مدل تجاری: خلق ارزش و تسخیر ارزش
مولفه های مدل تجاری
مدل تجاری Nespresso
نتیجه گیری
بخشی از مقاله
منطق محصول و خدمت
سیستم کپسول منحصر به فرد آنها با موقعیت آنها کاملاً همراستا می باشد. در کپسولهای بسته بندی شده در خلاء 16 مزه مختلف وجود دارد که طعم و تازگی را حفظ می کنند. اگرچه اکثر مصرف کنندگان به طور نوعی فقط دارای یک تیپ قهوه در بسته 250 گرمی یا 500 گرمی در خانه بودند، اما حال Nespresso امکان وجود طعم های گوناگون را فراهم می آورد که مختص هرتجربه قهوه فردی می باشد. سرویس دهی انحصاری و شخصی به مشتری 7/ 24 از توجه فردی به هر مشتری اطمینان حاصل می کند. بنابراین منطق محصول و خدمت با موقعیت کاملاً همراستا می باشد.
کلمات کلیدی:
Business model innovation: coffee triumphs for Nespresso Kurt Matzler, Franz Bailom, Stephan Friedrich von den Eichen and Thomas Kohler Introduction According to Michal Porter, strategy is about being different. Over the long run only companies that succeed in building a sustained competitive advantage will be successful (Porter, 1996). Therefore, a company’s value creation process needs to be distinct from its competitors. It needs to be both more effective and more efficient. Product innovation no longer offers sufficient competitive advantage in differentiating successful companies (McGrath, 2011). Competitors are quickly able to copy innovations, product life cycles are becoming shorter and competitors from low wage countries have considerable cost and price advantages. At the same time, Information and Communication Technologies (ICTs), offer unprecedented opportunities to rearrange value creation activities in new and different ways. Hence, companies consider business model innovation as an opportunity to build sustainable competitive advantage (Teece, 2010). The IBM CEO study from 2009 highlighted that 70 percent of CEOs regard business model innovation as a strategic priority and 98 percent are working on changing their existing business models. A joint study by Business Week and the Boston Consulting Group concludes that business model innovators have higher and more sustained returns than product or process innovators (Lindgardt et al., 2009). Amazon, Southwest Airlines, Apple, Nespresso and ING-DiBa are companies that redefined customer value, found new ways to structure their value creation processes and captured that value with great returns. This paper examines the concept of business model innovation and discusses the design of the key elements. Using the Nespresso case as an example, we demonstrate how business model innovation can be implemented successfully. Based on a unique positioning strategy, successful business model innovators align their product and services logic, added value logic, sales and marketing logic and revenue logic to create a system that delivers great returns. The secret of a successful business model lies in its coherence, its uniqueness and the fact that it is difficult to imitate. Business model innovation: value creation and value capture A business model defines the way a company generates value (value creation) and how it captures some of this value as profit (value capture) (Teece, 2010). In this sense, a business model represents the ‘‘business logic’’ (Casadesus-Masanell and Ricart, 2010) or in Peter Drucker’s words the ‘‘theory of the business’’ (Drucker, 1994). Value creation expresses the benefits the company creates for its customers. The customer value corresponds with the customer’s willingness to pay for a product or service. Customer value added results if the product’s perceived value exceeds its price. If the product’s cost is below its price, the company generates a profit (value capture). Figure 1 illustrates these relationships (Bowman and Ambrosini, 2000).
