Today, with increased marketplace volatility and the rising diversity of attractive customer segments, business models age faster than ever before—making Modelo de negócios Inovação Uma estratégia importante para impulsionar o crescimento de criação de valor. Ele pode ser implantado para defender e interromper: uma resposta poderosa ao declínio da competitividade e um meio decisivo para aproveitar novas oportunidades. Não surpreende que, embora 94 % dos 1.500 executivos seniores pesquisados na edição de 2014 da pesquisa anual do Boston Consulting Group sobre as empresas mais inovadoras relatassem que suas empresas haviam se envolvido em inovação de modelos de negócios em algum grau, apenas 27 % disseram que suas organizações a perseguiam ativamente. Isso apesar do fato de que a complexidade do esforço de mudança em larga escala envolvido dificulta a imitação dos rivais, o que oferece aos inovadores bem-sucedidos com uma vantagem mais longa e uma vantagem competitiva mais durável.
But executing business model innovation—the process of changing both the value that is promised to customers and how it is delivered to tap into new profit sources—is certainly more complex than traditional product or service innovation. It’s hardly surprising then that although 94 percent of the 1,500 senior executives surveyed in the 2014 installment of The Boston Consulting Group’s annual research on the most innovative companies reported that their companies had engaged in business model innovation to some degree, only 27 percent said their organizations were actively pursuing it. This is despite the fact that the complexity of the large-scale change effort involved makes it difficult for rivals to imitate, which affords successful innovators with both a longer head start and a more durable competitive advantage.
Companies hoping to drive growth through business model innovation face a number of critical questions: How broad should the scope of the effort be? What is the appropriate level of risk to take? Is it a onetime exercise, or does it call for an ongoing capability? How can a company discern which new business model is the most attractive? And what differentiates those companies able to transform their business models from those that might run a pilot but fail to fundamentally change the company’s trajectory?
To answer those questions, it is important to realize that not all efforts toward business model innovation are alike. Understanding four distinct approaches can help executives make effective choices in designing the path to growth.
Four Approaches to Business Model Innovation
To understand which business model innovation approach fits best for any individual company, it is critical to understand both impetus and focus. Impetus: Is the company defending against an external threat, such as commoditization, new regulation, or an economic downturn—or is it proactively disrupting the status quo? Focus: What is the most attractive area of opportunity—does it reside in the core business or in adjacent businesses or markets?
Esses dois fatores definem uma matriz de quatro abordagens para a inovação do modelo de negócios. (Veja a exibição abaixo.) Dentro de cada uma das quatro abordagens, as empresas empregarão táticas diferentes para reconstruir com sucesso seus modelos e fazer escolhas diferentes. Desafio da indústria, como mercantilização ou nova regulamentação, na qual um modelo de negócios está se deteriorando lentamente e as perspectivas de crescimento são incertas. Nesta situação, a empresa deve reinventar sua proposta de valor do cliente e realinhar suas operações para cumprir com lucro com a nova oferta superior. Os adaptadores exploram negócios ou mercados adjacentes, em alguns casos, saindo completamente de seus negócios principais. Os adaptadores devem construir um mecanismo de inovação para conduzir persistentemente a experimentação para encontrar um espaço “novo" bem -sucedido com o modelo de negócios certo. O Mavericks - que pode ser startups ou empresas estabelecidas insurgentes - empregam sua vantagem principal de revolucionar seu setor e estabelecer novos padrões. Isso requer a capacidade de evoluir continuamente a vantagem ou vantagem competitiva da empresa para impulsionar o crescimento. Essa abordagem requer uma compreensão da vantagem competitiva da empresa e a reposição cuidadosa em novas aplicações dessa vantagem para ter sucesso em novos mercados.
- The reinventor approach is deployed in light of a fundamental industry challenge, such as commoditization or new regulation, in which a business model is deteriorating slowly and growth prospects are uncertain. In this situation, the company must reinvent its customer-value proposition and realign its operations to profitably deliver on the new superior offering.
- The adapter approach is used when the current core business, even if reinvented, is unlikely to combat fundamental disruption. Adapters explore adjacent businesses or markets, in some cases exiting their core business entirely. Adapters must build an innovation engine to persistently drive experimentation to find a successful “new core” space with the right business model.
- The maverick approach deploys business model innovation to scale up a potentially more successful core business. Mavericks—which can be either startups or insurgent established companies—employ their core advantage to revolutionize their industry and set new standards. This requires an ability to continually evolve the competitive edge or advantage of the business to drive growth.
- The adventurer approach aggressively expands the footprint of a business by exploring or venturing into new or adjacent territories. This approach requires an understanding of the company’s competitive advantage and placing careful bets on novel applications of that advantage in order to succeed in new markets.
Modelo de negócios Inovação em ação
There is no simple formula for successfully reinventing a company’s business model. Instead, companies within each of these four categories often deploy different tactics. These tactics touch on everything from how to recognize the key opportunity to how to implement the new model and harness the necessary resources. We delve into the stories of four companies, cases that highlight how a different set of moves are required to succeed under each approach.
Reinventor: Schlumberger confronts the changing market for oil and gas. Reinventors respond to intense pressure by rethinking their existing operation. For these companies, there are two key steps to remaking the business model:
- Redefine o valor para os clientes. Reinventores não precisam ser radicais. Em vez disso, eles capitalizam seus conhecimentos para encontrar maneiras de reinventar sua proposta de valor do cliente para desbloquear novas vantagens, como a lealdade do cliente. Passando do fornecimento de produtos de mercadorias para incorporar produtos em serviços mais agregados de valor é um caminho comum.
- canibaliza proativamente. Os reinventores não negam o declínio dos negócios principais. Em vez disso, eles descobrem como controlar e se beneficiar dele - em vez de deixar rivais definir os termos e o ritmo. Though the change may not be revolutionary, efforts must be broad-based and fully committed—including a willingness to reinvent every function in the company in order to deliver on a more attractive value proposition to the customer profitably. Reinventors do not deny the decline of the core business. Instead, they figure out how to control and benefit from it—rather than letting rivals set the terms and the pace.
Uma mudança fundamental está ocorrendo na indústria de petróleo: as reservas em campos fáceis de explorar estão sendo esgotados. E as reservas recém-descobertas freqüentemente ficam em águas profundas ou em locais remotos, exigindo projetos complexos, caros e geralmente de alto risco, a fim de obter acesso a eles. Ao mesmo tempo, as empresas internacionais de petróleo estão tentando extrair o máximo possível dos campos de petróleo existentes, esforços que também vêm com altos custos e obstáculos técnicos significativos. Para a empresa de serviços de petróleo Schlumberger, a interrupção enfrentada por seus principais clientes ameaçou o crescimento futuro de sua operação tradicional de perfuração e serviços de produção. A empresa respondeu aumentando seu foco em um modelo de negócios diferente em seu núcleo, uma unidade chamada Gerenciamento de Projetos Integrado. Ao colaborar em linhas de negócios e contratar serviços de terceiros, quando necessário, o gerenciamento integrado de projetos oferece aos clientes uma solução de mão-chave-em vez de produtos ou serviços individuais-para projetos cada vez maiores e complicados. E sob esse modelo, a Schlumberger geralmente assume que algumas das exposições de seus clientes criando acordos de compartilhamento de riscos. Nesses casos, no entanto, a unidade integrada de gerenciamento de projetos da Schlumberger está violando o papel que as principais empresas de petróleo - também os clientes - que normalmente desempenham para empresas nacionais de petróleo. O resultado: À medida que os negócios da Schlumberger se expandem, corre o risco de alienar uma base crítica de clientes dentro de seus negócios de serviços tradicionais. Até 2013, a empresa estava gerenciando 55 projetos em mais de 40 países diferentes, com receitas do gerenciamento integrado de projetos que cresce a uma taxa média anual de 13 % de 2002 até o final de 2011.
There was a major opportunity, however, for Schlumberger to expand the role it played for national oil companies, entities that controlled significant untapped reserves. The company responded by increasing its focus on a different business model within its core, a unit called integrated project management. By collaborating across business lines and contracting for third-party services when needed, integrated project management offers customers a turnkey solution—rather than individual products or services—for increasingly large and complicated projects. And under this model, Schlumberger often assumes some of its clients’ exposure by creating risk-sharing arrangements.
The new model appeals to national oil companies in particular because these companies often lack the expertise and technology to manage large oil projects on their own. In those cases, however, Schlumberger’s integrated project management unit is infringing on the role that major oil companies—also Schlumberger customers—have typically played for national oil companies. The upshot: As Schlumberger’s business expands, it risks alienating a critical customer base within its traditional services business.
Despite that trade-off, Schlumberger pushed aggressively into integrated project management. By 2013, the company was managing 55 projects in more than 40 different countries with revenues from integrated project management growing at an average annual rate of 13 percent from 2002 through the end of 2011.
Adaptador: AON Hewitt responde a ser que os negócios se concentram em uma reforma de saúde || 3619 . Adapters focus on finding a way to exploit their core business expertise to break into new markets and businesses. In order to succeed, they must address two issues:
- Encontre valor inexplorado nos ativos e recursos atuais. A expansão para novos mercados exige inevitavelmente operar em áreas desconhecidas e experimentar. Os adaptadores minimizam o risco adicional, entendendo seus pontos fortes e movendo -os decisivamente para aplicá -los em novas áreas - e crescendo - 3624
- Make adversity an advantage. The most attractive opportunities often exist where market disruption or new regulations expose new customer needs. Adapters tap into these.
Aon Hewitt, a global talent, retirement, and health-solutions company, moved on both fronts as it looked for ways to address the transformative changes in the U.S. health care industry. With the rising cost of providing health care and the declining health of U.S. workers, employers were struggling to offer high-quality, affordable health care for employees and their families. They were also paying into a system in which they had no control or influence over the supply and price of services.
Recognizing that new solutions were needed, Aon Hewitt moved to harness its benefits expertise and trusted reputation to build a business in an adjacent space—private health exchanges. And although the company had been working on a private-exchange model for several years, the Patient Protection and Affordable Care Act accelerated its creation by prompting an increasing number of employers to rethink their role in employee health care. In late 2011, the company was the first to launch a multicarrier, multiemployer private exchange to serve large employers. The aim was to establish private exchanges as an alternative to public exchanges, providing a means for large employers to offer more choice, cap health care costs, and reduce the burden on HR departments. Aon Hewitt CEO Gregory Case went on record to say that the company would spend $100 million over the course of a couple years to build that business.
Aon Hewitt is at the forefront of a potentially significant shift. In 2014, the company conducted a survey of more than 1,200 large employers and found that a full 33 percent expected the private-exchange model to be the preferable approach for offering employee health benefits in three to five years—up from just 5 percent at the time of the survey. And in the fall 2013 benefits-enrollment season, more than 600,000 employees and their family members signed up for health benefits through the Aon Active Health Exchange. Significant uncertainty remains in this segment, including how private exchanges will evolve and just how much share they will garner over the long term. But Aon Hewitt has hedged its position should these mechanisms become a dominant force in the market.
MAVERICK: Red Hat Leande o negócio de software. Eles geralmente aproveitam duas abordagens principais: Mavericks zero in on what established companies often overlook. They commonly leverage two key approaches:
- Tarve o gigante do sono. Essa complacência é frequentemente evidente em baixos níveis de satisfação do cliente ou na medida em que as necessidades do cliente ficam não atendidas. Mavericks exploit the complacencies of incumbents—a goal that calls for commitment and grit. Such complacency is often evident in low levels of customer satisfaction or the extent to which customer needs go unmet.
- Minimize as barreiras que estão entre você e o cliente. Essa nova abordagem deve reduzir o risco, o inconveniente ou a complexidade da adoção do produto ou serviço do Maverick. No final dos anos 90, o Windows NT da Microsoft era o principal sistema operacional, instalado em mais de um terço dos servidores enviados a cada ano. O NT era estável e confiável e funcionou em uma ampla gama de hardware do servidor-mas era caro e difícil de personalizar. O Linux da Red Hat estava sendo usado em quase todas as While mavericks may have a superior offering or technology, the key to turning that advantage into value is often to connect with customers in a new way. This new approach must reduce the risk, inconvenience, or complexity of adopting the maverick’s product or service.
In the case of Red Hat, the sleeping giant was Microsoft. By the late 1990s, Microsoft’s Windows NT was the leading operating system, installed on well over a third of servers shipped each year. NT was stable and reliable, and it worked on a wide range of server hardware—but it was expensive and difficult to customize.
Red Hat sold a version of Linux—a powerful Unix-like open-source operating system developed by a self-organizing global community of programmers. Red Hat’s Linux was being used at nearly all of the Fortune 500 empresas - mas não em aplicativos corporativos principais, como bancos de dados e processamento de transações. O software foi confiável, eficiente e significativamente mais barato que o NT, mas poucos dos principais aplicativos corporativos oferecidos por empresas como SAP, Oracle e IBM foram certificados para executar. O Linux era uma criação da comunidade, então o código mudou com frequência e os provedores de aplicativos não podiam certificar seus programas para trabalhar em um alvo em movimento. Criou "lançamentos" específicos do software. Esses lançamentos, comprados por meio de uma assinatura, permaneceriam constantes por um período previsível para que os usuários da empresa pudessem depender de sua estabilidade - e os clientes poderiam testar novas versões extensivamente antes de implantá -las. A nova estabilidade da Linux abriu caminho para a Red Hat forge parcerias com a IBM, Oracle e SAP, entre outros. Essas empresas não apenas certificaram seus aplicativos para executar os lançamentos da Red Hat, mas, em alguns casos, também venderam o Red Hat Linux junto com seus próprios produtos. E até o final de 2011, a Red Hat foi a primeira empresa de software de código aberto a atingir US $ 1 bilhão em vendas anuais. Isso implica dois imperativos:
Red Hat addressed Linux’s shortcomings among large corporate users through business model innovation. It created specific “releases” of the software. Those releases, purchased through a subscription, would remain constant for a predictable period of time so that enterprise users could depend on its stability—and customers would be able to test new versions extensively before deploying them. Linux’s new stability cleared the way for Red Hat to forge partnerships with IBM, Oracle, and SAP, among others. Those companies not only certified their applications to run on Red Hat’s releases but in some cases also sold Red Hat Linux along with their own products.
Supported by this new business model, Red Hat introduced Enterprise Linux in 2002. By 2003, eight of the top ten investment banks used Red Hat Linux for mission-critical applications. And by the end of 2011, Red Hat was the first open-source software company to reach $1 billion in annual sales.
Adventurer: Virgin’s new model powers expansion. For adventurers, a primary challenge is managing the trade-off between innovating and protecting the core business. This implies two imperatives:
- Estabilizar o núcleo. Muitas dessas empresas usam a terceirização ou a parceria como uma maneira de minimizar os investimentos e o risco de capital. Eles estabelecem um oleoduto para gerar novas iniciativas com gerentes bem testados à frente desse esforço. Dessa forma, os esforços de inovação são gerenciados separadamente do negócio principal. O grupo virgem de Branson tem um talento especial para identificar mercados nos quais os líderes se tornaram complacentes e interrompendo esses mercados com um modelo de negócios que coloca um foco a laser nas necessidades do cliente. Branson incentiva os riscos, enquanto ainda protege a empresa contra a desvantagem dessas iniciativas. Essa disciplina se reflete nos critérios financeiros claros definidos para novos investimentos, incluindo uma taxa interna de retorno projetada superior a 35 % para startups e 25 % para projetos que solicitam financiamento subsequente. Adventurers must be vigilant about ensuring the company preserves a solid financial foundation and protects its resources. Many of these companies use outsourcing or partnering as a way to minimize capital investments and risk.
- Establish a permanent, dedicated innovation team to place bets in new spaces. Innovation for these companies is not a onetime effort. They establish a pipeline to generate new initiatives with well-tested managers at the helm of that effort. In this way, innovation efforts are managed separately from the core business.
Richard Branson is a self-described adventurer, a title that also fits the company he founded. Branson’s Virgin Group has a knack for identifying markets in which leaders have grown complacent and disrupting those markets with a business model that puts a laser focus on customer needs.
Virgin has been able to explore new territory—from financial services to telecommunications to space travel—in great measure because it preserves the strong financial base of its core travel, entertainment, and lifestyle businesses. Branson encourages risk taking while still protecting the company against the downside of those initiatives. This discipline is reflected in the clear financial criteria set for new investments, including a projected internal rate of return of greater than 35 percent for startups and 25 percent for projects requesting follow-on funding.
Ao mesmo tempo, Branson não deixa a identificação de oportunidades para o acaso. Ele lidera uma equipe de investimento sênior, compreendendo executivos virgens de grande sucesso com vasta experiência fora da empresa. Essa equipe tem a tarefa de detectar e selecionar novos investimentos. Para começar a avaliar se suas melhores oportunidades residem dentro ou adjacente ao seu âmago - e se você ganhará mais com a defesa nos mercados existentes ou com a ofensa em novos - se arraste nas seguintes perguntas:
Examining the track record of successful business model innovators reveals that such innovation can be a solution to major challenges and a tool to accelerate growth. To begin to assess whether your best opportunities reside within or adjacent to your core—and whether you will gain more from playing defense in existing markets or going on the offense in new ones—ask yourself the following questions:
- Procure seu produto atual ou oferta. Como alguém resolveria isso de maneira diferente? Você pode reinventar a proposta de valor para seus clientes atuais? Mesmo se você melhor concorrentes nessa situação, você ainda ficaria aquém das suas aspirações de crescimento? Quais movimentos decisivos do modelo de negócios podem representar um antídoto? What is the broader problem you are solving for your customers? How would someone else solve it differently? Can you reinvent the value proposition to your current customers?
- Stare oblivion in the face. Is your business in a slow but definite long-term decline or is there a big event that could render your business irrelevant in the not-so-distant future? Even if you best competitors in this situation, would you still fall short of your growth aspirations? What decisive business- model moves might represent an antidote?
- ampliar o ecossistema. Poderia ser um caminho para a entrada em espaços adjacentes? Are there “unusual suspects” for partnerships? Could this be a path for entry into adjacent spaces?
- Tome uma perspectiva diferente. Por exemplo, uma empresa de patrimônio privado ficaria entusiasmada em escalar rapidamente seus negócios em segmentos diferentes ou adjacentes? E, por sua vez, essa abordagem selecionada e uma oportunidade específica ajudarão a informar a amplitude, o perfil de risco e a duração do plano de transformação - e se a empresa precisa buscar a inovação de modelos de negócios em uma base periódica ou perpétua. Zhenya Lindgardt How might different mind-sets point you toward different actions? For example, would a private-equity firm get excited about rapidly scaling your business in different or adjacent segments?
Thinking through the options that these questions reveal can help a company focus on the highest-value moves and select the right approach to evolving or remaking the business model. And, in turn, that selected approach and specific opportunity will help inform the breadth, risk profile, and duration of the transformation plan—and whether the company needs to pursue business model innovation on a periodic or a perpetual basis.
