Yun Business Model Design Compass

Open Innovation Funnel to Schumpeterian New Combination Business Model Developing Circle
1. Auflage 2017
ISBN: 978-981-10-4128-0
Verlag: Springer Nature Singapore
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 238 Seiten

Reihe: Management for Professionals

This book reveals how open innovation utilizes the developing circle of business models to establish new ones that define a unique link between technology and markets, focusing on how to develop and maintain successful business models. It draws readers into the philosophy and economic effects of open innovation from the outset.It presents four different developing circle business models for customers in the role of consumers, entrepreneurs, social entrepreneurs and engineers respectively, enabling each group to develop, utilize and enlarge creative business models, and even switch business models.In addition to these four circles, it takes a systemic approach to describe the relationship between technology and markets. From this relationship an open innovation strategy towards entrepreneurship can be adopted. From Open Innovation to a Creative Developing-Circle Business Model is an essential resource for start-up entrepreneurs, as well as for students of technology management, strategy and open innovation.


JinHyo Joseph Yun, PhD, is a tenured senior researcher and professor of DGIST, one of Korea's three leading national research and development universities, along with KAIST and GIST. His major research topic is the open relationship between technology and markets, referred to as Open Innovation. Dr. Yun is also an authority on the connection between creative technology and markets, referred to as Open Business Model. He has presented more than 30 papers at diverse international conferences, and has published more than 20 papers. He has published more than 10 books, both monographs and collaborative books. He is associate editor of Asia Pacific Journal of Innovation and Entrepreneurship (APJIE) and Journal of Korea Entrepreneurship. He is a guest editor of both International Journal of Knowledge Based Development and APJIE. He also serves on the editorial boards of three journals: Journal of Commerce and Information Review, Journal of Technology Innovation, and Journal of Innovation Cluster. He currently is helping build the Society of Open Innovation: Technology, Market, and Complexity.

Autoren/Hrsg.

Yun, Jinhyo Joseph

Inhaltsverzeichnis

1;Preface;6
2;Acknowledgment;8
3;Contents;9
4;Recommendation;15
5;Part I: Introduction;17
5.1;1: Introduction;18
5.1.1;1.1 The Requirements and Method to Vitalize Open Innovation;19
5.1.1.1;1.1.1 Why Do We Need Open Innovation?;19
5.1.1.2;1.1.2 How Can We Vitalize Open Innovation at the National Level or Higher?;20
5.1.2;1.2 Locus of Open Innovation;21
5.1.3;1.3 Concrete Existence of Open Innovation;23
5.1.3.1;1.3.1 Diverse Measures of Open Innovation;23
5.1.3.2;1.3.2 New Measure of Open Innovation;25
5.1.4;References;27
6;Part II: Open Innovation in an Economic System and the National Innovation System;30
6.1;2: Dynamics of the Open Innovation Economy System;31
6.1.1;2.1 Introduction;32
6.1.1.1;2.1.1 Capitalism Has Arrived at Its Growth Limits;32
6.1.1.2;2.1.2 How Do We Conquer the Growth Limits of Capitalism?;33
6.1.2;2.2 Reasons Behind the Growth Limits of Capitalism: Findings from the Literature;33
6.1.2.1;2.2.1 Discussion in the Nineteenth Century and Early Twentieth Century;34
6.1.2.2;2.2.2 Discussion in the Late Twentieth Century and Early Twenty-first Century;35
6.1.2.3;2.2.3 Discussion of the Growth Limits of Capitalism in Korea;36
6.1.3;2.3 Economy Model to Conquer the Growth Limit of Capitalism;38
6.1.3.1;2.3.1 Open Innovation Economic System with a Good Balance Between Three Subeconomies;38
6.1.3.2;2.3.2 Three Interactive Relationships in Open Innovation Economy System;40
6.1.3.3;2.3.3 Theoretical Validation of the Dynamics of Open Innovation Economy System;43
6.1.4;2.4 Simulation of the Dynamics of Open Innovation Economy System;45
6.1.4.1;2.4.1 Natural Life Cycle;45
6.1.4.2;2.4.2 Low-Speed and High-Speed Cases;46
6.1.5;2.5 Schumpeterian Dynamics;50
6.1.5.1;2.5.1 Schumpeterian Dynamics of Open Innovation Economy System;50
6.1.5.2;2.5.2 New Combinations as the Core in Schumpeterian Dynamics;51
6.1.5.3;2.5.3 Four Agencies in Schumpeterian Dynamics;52
6.1.6;References;52
6.2;3: Economic Effects of Open Innovation;55
6.2.1;3.1 Introduction;55
6.2.2;3.2 Phenomena of Open Innovation;57
6.2.2.1;3.2.1 Long-Tailed Phenomena;57
6.2.2.2;3.2.2 App Store Phenomena;58
6.2.3;3.3 Economic Effects of Open Innovation;59
6.2.3.1;3.3.1 Marginal Product Increasing;59
6.2.3.2;3.3.2 Economy of Diversity;60
6.2.3.3;3.3.3 X-Efficiency Enhancement;60
6.2.4;References;61
6.3;4: Open Innovation Policy in National Innovation System;63
6.3.1;4.1 Introduction;64
6.3.2;4.2 Open Innovation Policy;64
6.3.3;4.3 National Innovation System Dynamic Model of Open Innovation Policy;66
6.3.3.1;4.3.1 Model Building;66
6.3.3.2;4.3.2 Different Levels of Open Innovation Policy;67
6.3.4;4.4 Scope of Open Innovation Policy;69
6.3.5;4.5 Issues of Open Innovation Policies;70
6.3.5.1;4.5.1 Open Innovation as a Democratizing Innovation;70
6.3.5.2;4.5.2 Open Innovation Is “Very Unique”;71
6.3.5.3;4.5.3 Open Innovation Needs Enough R&D Investment;71
6.3.6;4.6 Conclusion;72
6.3.7;References;73
7;Part III: Open Innovation Strategy of Firm;75
7.1;5: Concept, Structures, and Decision Factors of Open Innovation;76
7.1.1;5.1 Emergence of Open Innovation;77
7.1.2;5.2 The Structure of Open Innovation;79
7.1.3;5.3 Factors of Open Innovation of SMEs;80
7.1.4;5.4 The Difference of Open Innovation According to Product Life Cycle;82
7.1.4.1;5.4.1 Product Life Cycle;82
7.1.4.2;5.4.2 Level of Open Innovation According to the Product Life Cycle at Sectorial Innovation System Level;83
7.1.4.3;5.4.3 Difference of Open Innovation Effect According to the Product Life Cycle at the Firm Level;85
7.1.4.4;5.4.4 Rethinking the Relationship Between Open Innovation and Product Life Cycle;85
7.1.5;5.5 The Role of Internal Open Innovation Attitude;87
7.1.5.1;5.5.1 Internal Open Innovation Attitude;87
7.1.5.2;5.5.2 Deep Relation Between Internal Open Innovation Attitude and External Open Innovation;88
7.1.5.3;5.5.3 The Function of Internal Open Innovation Attitude to External Open Innovation;89
7.1.6;5.6 The Difference in Open Innovation Depending on Whether a Firm Is Modular or Not;90
7.1.6.1;5.6.1 The Relation Between Module and Open Innovation;90
7.1.6.2;5.6.2 The Difference in Open Innovation in Interdependent or Modular Architecture;90
7.1.7;5.7 The Difference in Open Innovation According to Regional Innovation Systems or Clusters;94
7.1.8;References;96
7.2;6: Real Contents and Channels of Open Innovation;99
7.2.1;6.1 Introduction;100
7.2.2;6.2 Open Innovations of Fuel Cell SMEs;100
7.2.2.1;6.2.1 Contents and Channels of Open Innovation by YLJO;100
7.2.2.2;6.2.2 Contents and Channels of Open Innovation by DSN;101
7.2.2.3;6.2.3 Contents and Channels of Open Innovation by OT;102
7.2.3;6.3 Open Innovation of SMEs in Medical Instruments and Intelligent Robot Industries;103
7.2.3.1;6.3.1 Contents and Channels of Open Innovation by OGV;103
7.2.3.2;6.3.2 Contents and Channels of Open Innovation by DTS;104
7.2.3.3;6.3.3 Contents and Channels of Open Innovation by YJM;105
7.2.4;6.4 Closed Innovation of SMEs;107
7.2.4.1;6.4.1 Cases of Closed Open Innovation of Large-Scale Process Industries;107
7.2.4.2;6.4.2 Risks of Self R&D Under Closed Innovation System;108
7.2.4.3;6.4.3 Closed Innovation of Local Subsidiary Company of Original Technology-Based Industry;108
7.2.5;References;110
7.3;7: Dynamics of Open Innovation;111
7.3.1;7.1 Introduction;111
7.3.2;7.2 Model Building;115
7.3.3;7.3 Construction of OCE Model;119
7.3.3.1;7.3.1 Open Innovation in the OCE Model;119
7.3.3.2;7.3.2 Complex Adaptive Systems in the OCE Model;121
7.3.3.3;7.3.3 Evolutionary Change in the OCE Model;123
7.3.4;7.4 Applying OCE Model;125
7.3.4.1;7.4.1 Who Can Use OCE Model?;125
7.3.4.2;7.4.2 How Can We Use the OCE Model?;126
7.3.5;References;126
8;Part IV: Relation Between Open Innovation and Business Model;130
8.1;8: The Relationship Between Open Innovation, Entrepreneurship, and Business Model;131
8.1.1;8.1 Introduction;131
8.1.2;8.2 The Relation Among Three Factors;133
8.1.2.1;8.2.1 The Relationship Between Open Innovation and Introduction of a New Business Model;133
8.1.2.2;8.2.2 The Relationship Between Entrepreneurship and Open Innovation;133
8.1.2.3;8.2.3 The Relation Between Open Innovation and RIS or National Innovation System;134
8.1.2.4;8.2.4 The Relation Among Three Factors;135
8.1.3;8.3 Difference of Three Factors According to RISs and National Innovation Systems;136
8.1.3.1;8.3.1 The Difference Between Seoul RIS and Daegu RIS in Korea;136
8.1.3.2;8.3.2 The Difference Between Korean National Innovation System and Indonesia National Innovation System;137
8.1.4;References;140
8.2;9: Business Model and Open Innovation Conditions for the Sustainable Growth of SMEs;142
8.2.1;9.1 Introduction;143
8.2.1.1;9.1.1 Why Do Some Firms Grow Sustainably and Others Disappear in the Short Term?;143
8.2.2;9.2 The Relationship Between Business Model and Open Innovation;144
8.2.2.1;9.2.1 In Advance Discussions, Knowledge Strategies, and Business Models;144
8.2.2.2;9.2.2 Relationship Framework Between Business Model and Open Innovation;149
8.2.3;9.3 Changing of Open of SMEs;151
8.2.4;9.4 Conclusion;152
8.2.5;References;154
9;Part V: Developing a Business Model;157
9.1;10: The Way from Open Innovation to Business Model;158
9.1.1;10.1 The Relationship Between Open Innovation and Business Models;158
9.1.2;10.2 Business Models as New Combinations Between Technology and the Market;159
9.1.2.1;10.2.1 Technology Aspects of Business Models;159
9.1.2.2;10.2.2 Market Types of Business Models;160
9.1.2.3;10.2.3 Quadrants of the Combination of Technology and the Market;162
9.1.3;10.3 Four Perspectives of Business Models from the Open Innovation Knowledge Funnel;162
9.1.4;10.4 Five Key Factors of Business Models;164
9.1.5;10.5 Good Habits for Developing Capabilities of Creative Business Models;166
9.1.5.1;10.5.1 Walking and Meditation;166
9.1.5.2;10.5.2 Taking a Trip;166
9.1.5.3;10.5.3 Enjoying Movies and Reading Books;167
9.1.6;References;168
9.2;11: Customer Open Innovation-Based Business Model Developing Circle;170
9.2.1;11.1 Cases;170
9.2.1.1;11.1.1 Dyson Vacuum Cleaners;170
9.2.1.2;11.1.2 Han Kyung Hee Steam Cleaner;171
9.2.2;11.2 Customer Open Innovation-Based Business Model Developing Circle;173
9.2.2.1;11.2.1 Who Is in Addition?;173
9.2.2.1.1;11.2.1.1 Key Points;173
9.2.2.1.1.1;Creative Performance of Interested Consumers;173
9.2.2.1.1.2;The Philosophy of Customer Segmentation;175
9.2.2.1.2;11.2.1.2 Customer Segmentation for the Customer Open Innovation Business Model Circle;175
9.2.2.2;11.2.2 What Should Be Solved?;176
9.2.2.2.1;11.2.2.1 Key Factors;176
9.2.2.2.1.1;MVPs with Feedback Loop;176
9.2.2.2.2;11.2.2.2 Value Proposition for the Customer Open Innovation Business Model Circle;177
9.2.2.3;11.2.3 How Should the Technological System Be Constructed?;177
9.2.2.3.1;11.2.3.1 Key Factors;177
9.2.2.3.1.1;Key Resources, Key Activities, and Key Partnerships Are Included in a Technological System;177
9.2.2.3.1.2;Make Your Business Model Difficult to Copy;177
9.2.2.3.1.3;Technological System for Connecting, Inspiring, and Transforming;178
9.2.2.3.2;11.2.3.2 Technological System for the Customer Open Innovation Business Model Circle;179
9.2.2.4;11.2.4 Why Should You Establish a Start-Up?;179
9.2.2.4.1;11.2.4.1 Key Factors;179
9.2.2.4.1.1;Cash Flow of Start-ups;179
9.2.2.4.1.2;Short-term Revenue and Long-term Distribution Cost;179
9.2.2.4.2;11.2.4.2 Cost and Revenue for the Customer Open Innovation Business Model Circle;180
9.2.2.5;11.2.5 When and Where Does One Meet Customers?;181
9.2.2.5.1;11.2.5.1 Key Factors;181
9.2.2.5.1.1;The Get, Keep, Grow Funnel for Customer Business Models;181
9.2.2.5.1.2;Sophisticated Customer Channels and Relationships Are the Highlights of Customer Business Models;182
9.2.2.5.2;11.2.5.2 Channels and Customer Relations for the Customer Open Innovation Business Model Circle;183
9.2.3;References;184
9.3;12: User Open Innovation-Based Business Model Developing Circle;185
9.3.1;12.1 Cases;185
9.3.1.1;12.1.1 Nike+ (Nike Plus);185
9.3.1.2;12.1.2 Starbucks;187
9.3.2;12.2 User Open Innovation-Based Business Model Developing Circle;189
9.3.2.1;12.2.1 Who Demands Our Firms for Additional or Different Substance?;190
9.3.2.1.1;12.2.1.1 Key Points;190
9.3.2.1.1.1;Customer-driven Supply Chain Open Innovation;190
9.3.2.1.1.2;The Innovation Community;191
9.3.2.1.2;12.2.1.2 Customer Segmentation for the User Open Innovation Business Model Circle;192
9.3.2.2;12.2.2 What Should Be the Countermeasures Against Demands or Expectations?;193
9.3.2.2.1;12.2.2.1 Key Factors;193
9.3.2.2.1.1;Identify Other Customers by Identifying Nonconsumers and Overshot Customers;193
9.3.2.2.1.2;Gain Customer Insights;193
9.3.2.2.2;12.2.2.2 Value Proposition for the User Open Innovation Business Model Circle;195
9.3.2.3;12.2.3 How Should Firms Recombine Between Technologies and the Market?;195
9.3.2.3.1;12.2.3.1 Key Factors;195
9.3.2.3.1.1;Co-creation Platforms;195
9.3.2.3.1.2;Co-creation Sectors and Firms;196
9.3.2.3.2;12.2.3.2 Technological System for the User Open Innovation Business Model Circle;197
9.3.2.4;12.2.4 Why Should Firms Observe the Reconfiguring Process?;198
9.3.2.4.1;12.2.4.1 Key Factors;198
9.3.2.4.1.1;From a Product-driven Business Model to a Service-driven One;198
9.3.2.4.1.2;Open Services Innovation Concept Map;198
9.3.2.4.2;12.2.4.2 Cost and Revenue for the User Open Innovation Business Model Circle;200
9.3.2.5;12.2.5 When and Where Does One Meet New or Additional Customers?;201
9.3.2.5.1;12.2.5.1 Key Factors;201
9.3.2.5.1.1;Open Source as a Revitalizer of Open Innovation and Creative Business Models;201
9.3.2.5.2;12.2.5.2 Channels and Customer Relations for User Open Innovation Business Model Circle;203
9.3.3;References;204
9.4;13: Engineer Open Innovation-Based Business Model Developing Circle;205
9.4.1;13.1 Cases;205
9.4.1.1;13.1.1 Elon Musk with Tesla Motors and SpaceX;205
9.4.1.2;13.1.2 Larry Page and Sergey Brin with Google;207
9.4.2;13.2 Engineer Open Innovation-Based Business Model Developing Circle;209
9.4.2.1;13.2.1 Who Are the Relevant Persons When Chasing the Market Problem?;210
9.4.2.1.1;13.2.1.1 Key Points;210
9.4.2.1.1.1;The Relationship Between an Invention or Technology and Business Models;210
9.4.2.1.2;13.2.1.2 Customer Segmentation for the Engineer Open Innovation Business Model Circle;211
9.4.2.2;13.2.2 What Will Take Place If New Technology Is Applied to the Modern Market?;212
9.4.2.2.1;13.2.2.1 Key Factors;212
9.4.2.2.1.1;Open Innovation-friendly Industries and Technologies;212
9.4.2.2.1.2;Keep the Business Model Innovation Principles in Mind;213
9.4.2.2.1.3;Build Adjacent Innovation Platforms;213
9.4.2.2.2;13.2.2.2 Value Proposition for the Engineer Open Innovation Business Model Circle;214
9.4.2.3;13.2.3 How Should Firms Combine New Technology and a New Market?;215
9.4.2.3.1;13.2.3.1 Key Factors;215
9.4.2.3.1.1;Enablers and Blockers of Radical Innovation;215
9.4.2.3.1.2;Similarities Between Technology Levers and Business Model Levers;215
9.4.2.3.1.3;Balance Between Creativity and Value Capturing;216
9.4.2.3.2;13.2.3.2 Technological System for the Engineer Open Innovation Business Model Circle;216
9.4.2.4;13.2.4 Why Should Firms Observe This Combination?;217
9.4.2.4.1;13.2.4.1 Key Factors;217
9.4.2.4.1.1;Dynamics Among Opportunities, Resources, and Teams;217
9.4.2.4.1.2;Capturing the Window of Opportunity;218
9.4.2.4.2;13.2.4.2 Costs and Revenues for the Engineer Open Innovation Business Model Circle;218
9.4.2.5;13.2.5 When and Where Does One Meet New or Additional Customers?;219
9.4.2.5.1;13.2.5.1 Key Factors;219
9.4.2.5.1.1;Quadrants Between a Channel and a Product;219
9.4.2.5.1.2;The Changes of Channels in Health Care;220
9.4.2.5.1.3;Changes in the Channels of Education;220
9.4.2.5.2;13.2.5.2 Channels and Customer Relations for the Engineer Open Innovation Business Model Circle;221
9.4.3;References;222
9.5;14: Social Entrepreneur Open Innovation-Based Business Model Developing Circle;223
9.5.1;14.1 Cases;223
9.5.1.1;14.1.1 Burro Battery;223
9.5.1.2;14.1.2 Microfinance in Bangladesh;225
9.5.2;14.2 Social Entrepreneur Open Innovation-Based Business Model Developing Circle;226
9.5.2.1;14.2.1 Who Is in Need of Social Value?;228
9.5.2.1.1;14.2.1.1 Key Points;228
9.5.2.1.1.1;Nonprofit Enterprises Have Business Models as Well;228
9.5.2.1.1.2;Technology Follows Ideas or Social Business Models;228
9.5.2.1.2;14.2.1.2 Customer Segmentation for the Social Entrepreneur Open Innovation Business Model Circle;228
9.5.2.2;14.2.2 What Should Be Provided to Solve a Social Problem?;229
9.5.2.2.1;14.2.2.1 Key Factors;229
9.5.2.2.1.1;Social Entrepreneurship That Can Capture Social Value;229
9.5.2.2.1.2;The Entitlement Approach to Social Problems;229
9.5.2.2.2;14.2.2.2 Value Propositions for the Social Entrepreneur Open Innovation Business Model Circle;230
9.5.2.3;14.2.3 How Should the System for Producing and Consuming Social Value Be Constructed?;230
9.5.2.3.1;14.2.3.1 Key Factors;230
9.5.2.3.1.1;The World Is Remarkably Unequal;230
9.5.2.3.1.2;The Process of Social Business Model Development;231
9.5.2.3.2;14.2.3.2 Technological System for the Social Entrepreneur Open Innovation Business Model Circle;232
9.5.2.4;14.2.4 Why Choose a Social Enterprise?;232
9.5.2.4.1;14.2.4.1 Key Factors;232
9.5.2.4.1.1;Social Return on Investment Beyond the Social Value Proposition;232
9.5.2.4.1.2;The Zero-marginal-cost Society;232
9.5.2.4.1.3;Finding Capitalism’s Generative Ideas;233
9.5.2.4.2;14.2.4.2 Cost and Revenue for the Social Entrepreneur Open Innovation Business Model Circle;233
9.5.2.5;14.2.5 When and Where Does One Meet Social Value Customers or Social Capital Providers?;234
9.5.2.5.1;14.2.5.1 Key Factors;234
9.5.2.5.1.1;Let Us Become the Adaptable Giver with a Generous Tit-for-tat Strategy;234
9.5.2.5.1.2;Socioeconomic Development Sharing and Collaboration;234
9.5.2.5.2;14.2.5.2 Channels and Customer Relationship for the Social Entrepreneur Open Innovation Business Model Circle;235
9.5.3;References;236
10;Index;237