Business Models for Silent Processes

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Business Models for Silent Processes

• Prof. Hubert Österle
• Trends in e-Commerce, Public Lecture in Business
  Informatics

Vienna, January 14th, 2008
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Business Model Innovation
Trends in Business Models
Trends in Business Models
Paradigm Shift
Silent Processes
www.geschaeftsmodelle.com
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Apples iPod is Successful Because of the
Business Model

• Audio player iPod
• Large number of songs offered thanks to contracts
  with producers and music labels
• Prices per song
• Worldwide
• Copy protection / digital rights management
• Multi-channel distribution for audio players
• Silent consumer process

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SchiesserUnderware Specialist for Well-Known
Labels
Design
Purchase
Production
Stock- keeping
Distribution Logistics
Procurement Logistics
One day, we want to make money with every single
piece of clothes sold in Europe - somewhere in
the value chain. Winfried Daltrop, CEO Schiesser
AG
Lieferanten
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Luenthai From Clothes Manufacturer to an
Integrator for the Value Chain

• Company profile
• Revenue 0,8 bill. USD
• Employees 23.000
• Products Textiles for fashion brands (80
  external brands)

Luenthai is not a clothing manufacturer anymore,
but a clothing supply chain service
provider. Chen Zulong, Vice President
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EndressHauserFrom Measuring Instruments to
Measuring Solutions
EndressHauser
Customer
AutomationSolutions
Specification
Configuration and Purchase
Installation
Operations
Maintenance
Disposal / Replacement
W_at_M
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Business ModelsFrom Products to Solutions
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Business Model Innovation
Trends in Business Models
Paradigm Shift
Silent Processes
www.geschaeftsmodelle.com
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Last 30 Years Optimization for Business

• Enterprise Resource Planning (ERP)
• Business Networking
• Interfaces (EDI, )
• Portals (Suppliers, Customers, etc.)
• Enterprise SOA

Business Engineering
EDI Electronic Data Interchange, SOA Service
Oriented Architecture
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Future Optimization for People ?

• Sensors Actuators
• Mobility
• Content Community
• Requirements Match

Wellbeing Engineering
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Business Model Innovation
Trends in Business Models
Paradigm Shift
Silent Processes
www.geschaeftsmodelle.com
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(No Transcript)
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Customer-Centric Services Instead of
Supplier-Centric ProductsExample of Independent
Living
Sleep Monitor
Sleep Monitor
? Fitness Service
Intelligent Pillbox
Intelligent Pillbox
? Medication Service
Easy Communicator
Easy Communicator
? Stay-Connected Service
GPS-Module
GPS-Module
? Get-home Service
Wobble Sensor
Wobble Sensor
? Tumble Prevention
Computer Game
Computer Game
? Multiplayer Game Club
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The Ingredients of Silent Processes
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The Process of Independent Living must be Silent

• Intuitive usage
• Machines serving people,rather than people
  serving machines.
• Shift complexity from humans to machines
• Assistance instead of control

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Complexity must shift from Customers to the
Ecosystem

• Bonacasa
• Telemedicine in Pharmacies (Medgate)

• Medgate / Insurances / Pharmacies
• Nintendo Dr. Kawashima

Country-specific regulations

• Pay per use insurance
• Price reduction for telecare services (e.g.
  Sanitas)

Phone, video, web-communities, etc.
Complexity

• Monitoring of vital signs
• Emergency calls with escalation mechanisms

• Individual service bundles
• Adaptive home automation
• Activating vs. assisting

• Contact-less sleep monitoring
• Mobile X-ray solutions
• Telecare business models

• Detailed health monitoring
• Continuous (preventive) care

• Health call centre in India
• Assistance everywhere

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Resumé

• Business models move from products to
  individualized solutions.
• We need a paradigm shift from business
  engineering to engineering of wellbeing.
• Engineering of wellbeing means
• understanding the consumer process
• providing solutions instead of products
• a holistic assistance integrating all necessary
  services
• shift complexity from the consumer to the
  ecosystem

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Contact
Hubert Österle
Institute of Information ManagementUniversity of
St. Gallen Mueller-Friedberg-Strasse 8CH-9000
St. GallenPhone 41 71 224 2420Fax [phone]
2777 e-mail hubert.oesterle_at_unisg.chURL www.iw
i.unisg.ch