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Evolving Business Models : How CEOs Transform Traditional Companies.

By: Franz, Christoph.
Contributor(s): Bieger, Thomas | Herrmann, Andreas.
Material type: TextTextSeries: eBooks on Demand.Management for Professionals: Publisher: Cham : Springer International Publishing, 2017Copyright date: ©2017Description: 1 online resource (226 pages).Content type: text Media type: computer Carrier type: online resourceISBN: 9783319489384.Subject(s): ManagementGenre/Form: Electronic books.Additional physical formats: Print version:: Evolving Business Models : How CEOs Transform Traditional CompaniesDDC classification: 658.1 Online resources: Click here to view this ebook.
Contents:
Contents -- About the Authors -- Introduction: Globalization and the Opening of New Markets -- Transformation of Teaching and Research in a Globalized IT-Driven World -- 1 Chapter 1: Teaching and Research (The Traditional Paradigm as a Starting Point) -- 2 Chapter 2: Changes in the Environment (Drivers of a Transformation) -- 3 Chapter 3: New Models of Teaching and Research (Networks Between State and Market) -- 4 Chapter 4: Outlook, A Regionally Rooted Faculty-Driven University with Global Reach (The Example of the HSG) -- 5 Conclusion -- References -- Banks Caught Between Regulation, Technical Progress, and Profitability -- 1 Confidence and the Banking Business -- 2 Regulation of the Financial Sector -- 3 Risk Management -- 3.1 Requirements Under Corporate Law -- 3.2 Risk Strategy in Financial Institutions -- 3.3 Risk Culture -- 3.4 Remuneration Policy -- 4 Capital and Liquidity -- 5 European Banking Union -- 6 Regulation and Profitability -- 7 Digitization -- 8 Commerzbank -- Business Models in the Chemical Industry Amid a Changing Competitive Landscape -- 1 Introduction -- 2 A Brief Overview of the Chemical Industry -- 3 Trends in the Chemical Industry -- 3.1 Changing Landscape: Rise of Emerging Markets -- 3.2 Regional Diversification: A Special Challenge for Europe -- 3.3 Importance of Innovation -- 3.4 Sustainability: An Integral Part of Today´s Business Models -- 4 Business Models in the Chemical Industry -- 4.1 Competitive Environment -- 4.2 Business Models in Comparison -- 4.2.1 Basic Chemicals -- 4.2.2 Application-Oriented Solutions -- 4.2.3 Product Innovation-Driven Specialties -- 4.2.4 New Business Model on the Horizon: Circular Economy -- 5 Business Model Success Factors and the Next Challenge -- 5.1 Portfolio Management as a Precondition -- 5.2 Success Factors for a Multi-business Model Company.
5.3 The Next Challenge: The Impact of Industry 4.0 -- 6 Conclusion -- References -- Business Model Innovation: Some Key Success Factors at Bosch -- 1 Business Model Innovation at Bosch -- 1.1 State-of-the-Art Knowledge and Best Practices for Business Model Innovation -- 1.2 Change Perspective to Open Up for New Business Models -- 1.3 Core Competencies as Source for Business Model Innovation -- 2 Case Studies for Business Model Innovation at Bosch -- 2.1 Case Study 1: Parking Reinvented -- 2.2 Case Study 2: Corporate and Start-Up as Perfect Complement -- 2.3 Case Study 3: Bosch Internal Start-Up Success Story -- 3 Leadership: Key Success Factor for Business Model Innovation -- 3.1 Make Room for Creativity -- 3.2 Dare to Explore New Territories -- 3.3 Find a Strong Mentor in the Organization -- 4 Conclusion -- References -- Environmental Management -- 1 Environmental Management -- 1.1 Management Rules and Stakeholders -- 1.2 Management Rules and Areas of Action -- 2 Sustainability Management -- 2.1 The ``Energy Revolution´´ -- 2.2 The ``Mobility Revolution´´ -- 3 Sustainability Management, Risk Management, and Opportunity Management -- References -- Further Reading -- Innovation for Health: Success Factors for the Research-Based Pharmaceutical Industry -- 1 The Drivers of the Industry -- 1.1 The Market and Environment -- 1.2 The Companies -- 1.3 The Portfolio of Business Segments -- 1.3.1 Patented Prescription Medicines -- 1.3.2 Generics and Biosimilars -- 1.3.3 OTC Drugs -- 2 The Fundamental Business Model of Pharma Innovation -- 2.1 Patent Protection as Backbone -- 2.2 Change in Cost Structure Post Patent Expiry -- 2.3 The Challenges for Research-Driven Companies -- 2.3.1 RandD Productivity -- 2.3.2 Making Innovation Accessible -- 3 The Evolving Business Model and Its Success Factors -- 3.1 Pharma Business Model in Transformation.
3.2 Success Factors for the Future -- 4 Conclusion -- Bibliography -- Industry Expertise and Dynamic Challenges: Perspectives of an Adopted Railwayman -- 1 Introduction -- 2 Definitions of Terms -- 3 Derivation of Core Hypotheses -- 4 A Case Study: Rail Transport in Germany -- 5 Conclusion and Recommendations -- References -- The Airline Industry: Flying on Its Own Is not Enough -- 1 Introduction -- 2 The Task of a Manager -- 3 History of Aviation Industry and Management Skills -- 4 Today´s Dynamics -- 5 Business Models and Skillsets -- 6 Conclusions -- References -- From Data to Business: A Paradigm Shift in Industry -- 1 Digitalization Is Radically Driving the Innovation of New Business Models -- 2 Digitalization Is Spreading into Industry -- 3 Technological Leadership Isn´t Enough: Customer Benefit Is Key -- 4 What Makes a Business Model Innovative and Viable? -- 5 Industry Business: Condition Monitoring for Machine Tools -- 6 Energy Business: Flexible Maintenance Contracts and Tailored Solutions for Customers -- 7 Mobility Business: Top Reliability and Availability -- 8 Medical Engineering: Cloud-Based Platform for Radiologists -- 9 Digital Market Success Increasingly Depends on Networking Business Models in Ecosystems -- 10 Ownership Culture as a Success Factor in the Digital Age -- Bibliography -- Engineering the Intangible: Strategic Success Factors in the Luxury Watch Industry -- 1 Introduction -- 2 What Is Luxury? -- 3 Between Making and Art -- 4 Luxury Products and the Nature of Luxury Spending -- 5 More than the Sum of Its Products: The Luxury Brand -- 6 Why Mechanical Watches? -- 7 Eternity and Immortality -- 7.1 A Functional Instrument -- 7.2 It´s Got an Engine -- 7.3 Complex, Compact, and Portable -- 7.4 It´s Uniquely Recognizable -- 7.5 Simply Irreplaceable -- 8 The Luxury Watch Brand´s Market Environment.
9 The Luxury Watch Brand Mission -- 9.1 Authenticity -- 9.2 Desirability -- 9.3 Client Experience -- 10 Success Factors in the Luxury Watch Industry -- 11 Creation -- 11.1 Emotional -- 11.2 Rational -- 12 Making -- 12.1 Emotional -- 12.2 Rational -- 13 Selling -- 13.1 Emotional -- 13.2 Rational -- 14 Marketing -- 14.1 Emotional -- 14.2 Rational -- 15 Digital Transformation -- 16 Conclusion -- References -- Industry Expertise in the Digital Media Industry: Specialization vs. Disruption of Online Business Models -- 1 Introduction -- 2 The Growing Importance of Industry Expertise in Digital Media -- 2.1 Differentiation and Specialization due to Technology -- 2.2 User- and Product-Centric Business Models -- 2.3 Data-Driven Decision-Making -- 2.4 Short Product Launch Times and Life Cycles -- 2.5 Informal Networks -- 2.6 Sector-Specific Regulation -- 3 Offsetting Factors -- 3.1 Continued High Intensity of Change and Possible Disruption -- 3.2 Divergent Organizational Cultures Within One Industry -- 4 Summary and Outlook -- References -- Royal Dutch Shell in a Changing World: Navigating Uncertainty -- 1 Understanding Shell -- 2 Strengths -- 3 Evolving Business Model -- 4 Simpler Company -- 5 Evolving Business Environment -- 6 Lower Emissions -- 7 Political and Economic Uncertainty -- 8 Digital Technology -- 9 Strategic Choices -- 10 Making the Most of Shell´s Strengths -- 11 Key Capabilities -- 12 Conclusion -- Case studies: LNG and Retail -- LNG: Making Innovation Count -- Retail: A Local Approach in a Global Network -- Further Reading -- Into the Future on the Digital Highway -- 1 Product Creation 4.0: The Intelligent Factory -- 2 Customer Service 4.0: The Digital Approach to the Car -- 3 Freedom 4.0: The Connected Car.
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Item type Current location Call number URL Status Date due Barcode
Electronic Book UT Tyler Online
Online
HF4999.2-6182 (Browse shelf) http://ebookcentral.proquest.com/lib/uttyler/detail.action?docID=4857250 Available EBC4857250

Contents -- About the Authors -- Introduction: Globalization and the Opening of New Markets -- Transformation of Teaching and Research in a Globalized IT-Driven World -- 1 Chapter 1: Teaching and Research (The Traditional Paradigm as a Starting Point) -- 2 Chapter 2: Changes in the Environment (Drivers of a Transformation) -- 3 Chapter 3: New Models of Teaching and Research (Networks Between State and Market) -- 4 Chapter 4: Outlook, A Regionally Rooted Faculty-Driven University with Global Reach (The Example of the HSG) -- 5 Conclusion -- References -- Banks Caught Between Regulation, Technical Progress, and Profitability -- 1 Confidence and the Banking Business -- 2 Regulation of the Financial Sector -- 3 Risk Management -- 3.1 Requirements Under Corporate Law -- 3.2 Risk Strategy in Financial Institutions -- 3.3 Risk Culture -- 3.4 Remuneration Policy -- 4 Capital and Liquidity -- 5 European Banking Union -- 6 Regulation and Profitability -- 7 Digitization -- 8 Commerzbank -- Business Models in the Chemical Industry Amid a Changing Competitive Landscape -- 1 Introduction -- 2 A Brief Overview of the Chemical Industry -- 3 Trends in the Chemical Industry -- 3.1 Changing Landscape: Rise of Emerging Markets -- 3.2 Regional Diversification: A Special Challenge for Europe -- 3.3 Importance of Innovation -- 3.4 Sustainability: An Integral Part of Today´s Business Models -- 4 Business Models in the Chemical Industry -- 4.1 Competitive Environment -- 4.2 Business Models in Comparison -- 4.2.1 Basic Chemicals -- 4.2.2 Application-Oriented Solutions -- 4.2.3 Product Innovation-Driven Specialties -- 4.2.4 New Business Model on the Horizon: Circular Economy -- 5 Business Model Success Factors and the Next Challenge -- 5.1 Portfolio Management as a Precondition -- 5.2 Success Factors for a Multi-business Model Company.

5.3 The Next Challenge: The Impact of Industry 4.0 -- 6 Conclusion -- References -- Business Model Innovation: Some Key Success Factors at Bosch -- 1 Business Model Innovation at Bosch -- 1.1 State-of-the-Art Knowledge and Best Practices for Business Model Innovation -- 1.2 Change Perspective to Open Up for New Business Models -- 1.3 Core Competencies as Source for Business Model Innovation -- 2 Case Studies for Business Model Innovation at Bosch -- 2.1 Case Study 1: Parking Reinvented -- 2.2 Case Study 2: Corporate and Start-Up as Perfect Complement -- 2.3 Case Study 3: Bosch Internal Start-Up Success Story -- 3 Leadership: Key Success Factor for Business Model Innovation -- 3.1 Make Room for Creativity -- 3.2 Dare to Explore New Territories -- 3.3 Find a Strong Mentor in the Organization -- 4 Conclusion -- References -- Environmental Management -- 1 Environmental Management -- 1.1 Management Rules and Stakeholders -- 1.2 Management Rules and Areas of Action -- 2 Sustainability Management -- 2.1 The ``Energy Revolution´´ -- 2.2 The ``Mobility Revolution´´ -- 3 Sustainability Management, Risk Management, and Opportunity Management -- References -- Further Reading -- Innovation for Health: Success Factors for the Research-Based Pharmaceutical Industry -- 1 The Drivers of the Industry -- 1.1 The Market and Environment -- 1.2 The Companies -- 1.3 The Portfolio of Business Segments -- 1.3.1 Patented Prescription Medicines -- 1.3.2 Generics and Biosimilars -- 1.3.3 OTC Drugs -- 2 The Fundamental Business Model of Pharma Innovation -- 2.1 Patent Protection as Backbone -- 2.2 Change in Cost Structure Post Patent Expiry -- 2.3 The Challenges for Research-Driven Companies -- 2.3.1 RandD Productivity -- 2.3.2 Making Innovation Accessible -- 3 The Evolving Business Model and Its Success Factors -- 3.1 Pharma Business Model in Transformation.

3.2 Success Factors for the Future -- 4 Conclusion -- Bibliography -- Industry Expertise and Dynamic Challenges: Perspectives of an Adopted Railwayman -- 1 Introduction -- 2 Definitions of Terms -- 3 Derivation of Core Hypotheses -- 4 A Case Study: Rail Transport in Germany -- 5 Conclusion and Recommendations -- References -- The Airline Industry: Flying on Its Own Is not Enough -- 1 Introduction -- 2 The Task of a Manager -- 3 History of Aviation Industry and Management Skills -- 4 Today´s Dynamics -- 5 Business Models and Skillsets -- 6 Conclusions -- References -- From Data to Business: A Paradigm Shift in Industry -- 1 Digitalization Is Radically Driving the Innovation of New Business Models -- 2 Digitalization Is Spreading into Industry -- 3 Technological Leadership Isn´t Enough: Customer Benefit Is Key -- 4 What Makes a Business Model Innovative and Viable? -- 5 Industry Business: Condition Monitoring for Machine Tools -- 6 Energy Business: Flexible Maintenance Contracts and Tailored Solutions for Customers -- 7 Mobility Business: Top Reliability and Availability -- 8 Medical Engineering: Cloud-Based Platform for Radiologists -- 9 Digital Market Success Increasingly Depends on Networking Business Models in Ecosystems -- 10 Ownership Culture as a Success Factor in the Digital Age -- Bibliography -- Engineering the Intangible: Strategic Success Factors in the Luxury Watch Industry -- 1 Introduction -- 2 What Is Luxury? -- 3 Between Making and Art -- 4 Luxury Products and the Nature of Luxury Spending -- 5 More than the Sum of Its Products: The Luxury Brand -- 6 Why Mechanical Watches? -- 7 Eternity and Immortality -- 7.1 A Functional Instrument -- 7.2 It´s Got an Engine -- 7.3 Complex, Compact, and Portable -- 7.4 It´s Uniquely Recognizable -- 7.5 Simply Irreplaceable -- 8 The Luxury Watch Brand´s Market Environment.

9 The Luxury Watch Brand Mission -- 9.1 Authenticity -- 9.2 Desirability -- 9.3 Client Experience -- 10 Success Factors in the Luxury Watch Industry -- 11 Creation -- 11.1 Emotional -- 11.2 Rational -- 12 Making -- 12.1 Emotional -- 12.2 Rational -- 13 Selling -- 13.1 Emotional -- 13.2 Rational -- 14 Marketing -- 14.1 Emotional -- 14.2 Rational -- 15 Digital Transformation -- 16 Conclusion -- References -- Industry Expertise in the Digital Media Industry: Specialization vs. Disruption of Online Business Models -- 1 Introduction -- 2 The Growing Importance of Industry Expertise in Digital Media -- 2.1 Differentiation and Specialization due to Technology -- 2.2 User- and Product-Centric Business Models -- 2.3 Data-Driven Decision-Making -- 2.4 Short Product Launch Times and Life Cycles -- 2.5 Informal Networks -- 2.6 Sector-Specific Regulation -- 3 Offsetting Factors -- 3.1 Continued High Intensity of Change and Possible Disruption -- 3.2 Divergent Organizational Cultures Within One Industry -- 4 Summary and Outlook -- References -- Royal Dutch Shell in a Changing World: Navigating Uncertainty -- 1 Understanding Shell -- 2 Strengths -- 3 Evolving Business Model -- 4 Simpler Company -- 5 Evolving Business Environment -- 6 Lower Emissions -- 7 Political and Economic Uncertainty -- 8 Digital Technology -- 9 Strategic Choices -- 10 Making the Most of Shell´s Strengths -- 11 Key Capabilities -- 12 Conclusion -- Case studies: LNG and Retail -- LNG: Making Innovation Count -- Retail: A Local Approach in a Global Network -- Further Reading -- Into the Future on the Digital Highway -- 1 Product Creation 4.0: The Intelligent Factory -- 2 Customer Service 4.0: The Digital Approach to the Car -- 3 Freedom 4.0: The Connected Car.

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Author notes provided by Syndetics

Dr. Christoph Franz is Chairman of the Supervisory Board, Roche Holding Ltd. <br> Prof. Dr. Thomas Bieger is President of the University of St. Gallen, Switzerland. <br> Prof. Dr. Andreas Herrmann is Director of the Institute of Customer Insight at the University of St. Gallen, Switzerland. <br>

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