neue geschäftsmodelle in der industrie · neue geschäftsmodelle in der industrie bodo koerber...
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Neue Geschäftsmodelle in der Industrie Bodo Koerber Managing Director
Digital Enterprise & Internet of things
Industrie 2025
Copyright © 2016 Accenture. All rights reserved. 2
Operational Efficiency
• Asset utilization • Operational cost reduction • Improvement worker
productivity, safety and working conditions
From Product to
New Product & Services
• New business models • Pay per use • Software based services • Product / Service hybrids • Data monetization
Service
Autonomous Pull Economy • Continuous demand-sensing • End to end automation • Resource optimization & waste
reduction
Pull
Outcome-based Economy
• Pay per outcome • New connected ecosystems • Platform-enabled marketplace • Industry blur
Outcome
Industrial IoT adds incremental value in the near term but becomes transformative over the long-term
Copyright © 2016 Accenture. All rights reserved. 3
Accenture Digital Strategy framework
Definitions: Delight your customers: Apply digital technology to address customers through marketing, sales and customer service in a more sophisticated way Flex your platform: Apply digital technology to the value chain (R&D, Manufacturing, Supply Chain Mgmt) as well as internal processes (Finance, Procurement, HR, IT) to generate a premium to the business Re-orient your business: Challenge your market by a renewed or totally new, innovative business models generating revenues and profits based on digital technology
Digital Enterprise
Internal Focus
Exte
rnal
Foc
us
Market Penetration
Productivity
Digitize Customer’s Experience
Digital Customer
Digital Business
Disrupt (Sub-)Market(s)
Partial Digitization “at its best”
Internet of Things & Services
Internet of Everything
Digitize Operations
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The basis for the valuation is a fictitious automotive brand with an industry average of 50.0 b€ in revenue and 5.0 b€ in EBITDA. Its product portfolio only consists of passenger cars.
Example: OEM – 50b€ brand
Strategic Options 1) Business as Usual: Manage risks arising to existing
business model(s) from digital activities of competitors
2) Partial Digitization: Realize EBITDA opportunities through digitization of existing value chain
3) New Business Models: Realize EBITDA opportunities through development of new revenue streams enabled by a new value chain
We enable companies to understand and realize their specific EBITDA potentials driven by digital
Digitize Operations
Digitize Customer’s Experience
Digital Enterprise
Digital Customer
Digital Business
+875
+940
+325
5’000
-780
3) New Business Models
2) Partial Digitization
1) Business as Usual
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Thoughts on Business Models (top-down)
Thoughts on Data Mgmt (bottom-up)
New business models are key to innovate the industry and to disrupt others by generating new revenue and EBITDA streams
Which digital, hence data-driven business models have the biggest potential for Client? Which data and capabilities are required?
Innovative, value-adding and revenue generating products and services fitting the long-term strategy of client
Which customer data do we need to provide new digital services/ products/use cases as intended?
Outcome
+
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First thoughts on Client’s digital business model journey – access to data is key
1 2 3 4 5 TRADITIONAL BMODEL
ENRICHED THROUGH DIGITIZED PRODUCTS/ FEATURES – PRICE PREMIUM
BMODEL INCL. DIGITIZED SERVICES – PRICE PREMIUM
NEW BMODELS THROUGH DIGITAL SERVICES – NEW REVENUES
FULLY NEW DIGITAL BMODEL (DIGITAL PRODUCTS/ SERVICES)
Basic Product Sales Products generated by core manufacturing processes are sold
BModel Extension Data from usage/ sales are used to provide an the product differentiating add-on service (machine master data, event history, planning data, a.o.)
BModel Innovation Data generated from usage/ sales are used to create a new service/ product (preventive management, fleet management, a.o.)
BModel Substitution Automated product usage is provided as substituting service (pay per cleaned sqm) by Client
Product Innovation Data generated from usage/sales are used to create an additional benefit (machine status a.o.)
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The next level is about product USP as well as integration in broader systems
Unconnected Product
1
Smart, but Unconnected Product
2 Product System
Smartphone/-watch
Com
pute
r/Tab
let
Device
Con
nect
ed
Ope
ratio
ns
Product System 4
Fleet Mgment. System
Maintenance Mgmt. System
Operation Planning System
Product System
Digital Product &
Service Platform
3rd Parties
3rd Parties
3rd Parties
3rd Parties
System of System
5
Smart, Connected Product
3
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The evolution from pure product related services to more business oriented service packages has already begun
Non-Exhaustive
Product related Services Business Services
Maintenance, repair and operations
Telematics Services
Predictive Maintenance
Wearables-as-a-Service
Efficient Services Remote Maintenance
Remote Assistant Fleet Management Services
Total Mobility Guarantee
Installation
Product Training
Administrative Services
Overhauls
Spare part supply
Your Product-as-a-Service
Copyright © 2016 Accenture. All rights reserved. 9
Accenture Data Monetisation Offerings
1 2 3
4 5 6
Strategy & Innovation Operations Solution Implementation
Interaction Service Data Science Data Aggregator
7 Sensor Creator
• Data Monetisation Strategy • Data Assessment • Business Opp and Plan • Pricing • Product Roadmap • Innovation Pipeline • Partnerships and
Collaboration
• Operating Model • Direct and White Label Sales • Sales & Service Operations • Data, Analytics & Marketing
Ops
• Program Management • Architecture • Security & Privacy
• Advertising platforms & integration
• Transactional applications • Couponing & voucher
platforms • eCommerce
• Data Scientists & Analytics • Insight Generation • Visualization suite • Machine Learning Analytics • Location Attribution
• Data Aggregator • Data Broker • Platform • Surveys & Research • Mobile GPS Apps • M2M Data
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Building a Smart Products Roadmap IN
TER
CO
NN
EC
TED
S
YS
TEM
OF
SY
STE
MS
SM
AR
T &
C
ON
NE
CTE
D
PR
OD
UC
TS
SM
AR
T B
UT
STA
ND
ALO
NE
Ecosystem enabled
Customizable/ Configurable Products
Prioritized Use cases
IoT Vision
Ecosystem analysis & formation
Outcome-based business model analysis
Platform Roadmap
Product as a platform (App Store )
Mobile-accessible
Predictive maintenance & support
Pay-per-use Model
Self-optimize/ Self-diagnose
Customer experience support across ecosystem Data/Information Services
Remote tracking, diagnostic, & optimization
Ecosystem Development & Evangelization
Service-based Models
Product-based Services
Data Monetization
Customized outcome-based business models
Support for dynamic and large scale ecosystem
Shared Revenue Model
Outcome-based business model launch
Auto Tuning/Configuration
API-enabled product & services
Platform to support Outcome-based ecosystem
Platform to support Ecosystem
Real-time Product Support (& training)
Standard Customer Support and Feedback
Product Usage & Customer Profiling
Hardware Exp. Software & Cloud Dedicated Security org
Anticipate customer needs
Data Science
Edge Intelligence
API
Connected Enterprise Systems
Predictive And holistic customer experience
Arch Blueprint
Community Management
Cross-group Governance
Customer insight-driven product development
Connectivity, Mgmt and Security
Automated Process Orchestration Across platforms
Continuous Worker Certification
Partners and Ecosystem Support
New Risk Products
Data API
Partner Platform Integration
Metering & Monetization
Blended Workforce
Customer Participation in Product Design
Connected Enterprise Data Mgmt and Analytics
Platform of platforms
Support for Apps Store Real-time optimization
Advisory Services
Service Aggregation Interoperable products
Vision & Strategy
Products & Services
Customer Experience
Ecosystem & Platforms
Organizations & Workforce
Unconnected Physical Products
Outcomes-based,
Software-enabled
Services
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Intelligent Operations – Predict, Prevent, Recover – leveraging aircraft performance data, prognostics, recovery and planning optimization solutions
Sample Case TALERIS: GE/Accenture Joint Venture original design
Analytics & Detection
Aircraft Data
Maintenance Data
Taleris Analysis, Reasoning and Optimization
Reasoning
Planning & Recovery
Client Technology Taleris Service
Flight, Crew & PAX Status
Client Operations
Service Operations Workbench
Maintenance Planning
Service Operations Support ‘Value Realisation’
Maintenance Operations
Engineering
Disruption Management
Crew Management
Operations Control
Service Improvement
Plan & Recover
Avoid
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Example of Product to Services Shift: Accenture supported an Automotive Supplier to launch a completely new business model for their products
Credential: Tire as a Service Deploy a “Tire-as -a-Service” business
Bring new services to the market
Fuel -Efficiency
Eco-Mobility
Vehi
cle
Flee
t Eco-Driving
Strategic Usage Data
• Move from product-oriented offerings to service-oriented offerings
• Selling tires as a service with fees per km or per vehicle
• Use tires data along with other metrics to improve the total cost of ownership
• Add fuel saving data, driving style
• New intersections are creating a demand for ecosystem platform approach and support for new services and business models
• New services successfully combined, e.g. price per kilometer, tolling and congestion, insurances, etc.
Federate an ecosystem of business partners
Tire Company
Banks Auto
OEMs
Govern-ment
Telco
IT Service Provider
Oil company
Car Rentals
OES
Insurance Company