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Principles of Innovation, Entrepreneurship and Marketing > 7 > Flashcards

7 Flashcards

1
Q

INNOVATION CHALLENGES IN THE AUTOMOTIVE INDUSTRY

1-4

A
  • Lightweight engineering
  • Automated Driving
  • Drivetrain Electrification
  • Car Connectivity
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2
Q

The Network: managing partnerships

1-4

A

1 theory-centric

2 customer-centric

3 technology-centric

4 process-centric

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3
Q

The Network: managing partnerships

1 theory-centric

A
  • understand transition from resource-based view to relational view of the firm
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4
Q

The Network: managing partnerships

2 customer-centric

A
  • uncover critical interdependencies within the network
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5
Q

The Network: managing partnerships

3 technology-centric

A
  • link between product architecture and network structure
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6
Q

The Network: managing partnerships

4 process-centric

A
  • explore the role of network orchestration
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7
Q

Resource-based View of the Firm

A
  • multiple business units/ subsidiaries
  • operating in isolation
  • rent creation through resource possession & control by the firm
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8
Q

Relational View of the Firm

A
  • embedded in a web of relationships (network)
  • rent creation through shared resources between network members
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9
Q

Relational Rent

A
  • are supernormal profits
  • jointly created in an exchange relationship
  • cannot be generated by either firm in isolation
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10
Q

Sources of Relational rents

A

1 complementary resource endowments

2 interim relation-specific assets

3 interim knowledge sharing routine

4 effective interim governance

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11
Q

Sources of Relational rents

1 complementary resource endowments

A
  • distinctive resources that generate greater rents together
  • more than sum of each alone

-> modularity of network and dual network strategy

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12
Q

Sources of Relational rents

2 interim relation-specific assets

A
  • specialized assets in conjunction with assets of a partner
    -> jointly develop assets

-> integrated development and manufacturing

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13
Q

Sources of Relational rents

3 interim knowledge sharing routine

A
  • interfirm interactions that transfer/Recombinate/create knowledge

-> regular working group meetings and use of Windchill PLM

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14
Q

Sources of Relational rents

4 effective interim governance

A
  • governance mechanisms to minimize transaction costs
  • formal = contracts
  • informal = trust

-> network management function and clear contractual arrangements

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15
Q

Opportunities of Innovating in networks

1-4

A

1 enable learning (access to external knowledge base - new to market)

2 increase responsiveness (respond to market changes - fit-to-market)

3 reduce uncertainty (sharing risk and costs - cost-to-market)

4 save time (collaboration is faster - time-to-market)

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16
Q

Threats of Innovating in networks

1-4

A

1 build capabilities (focal company has no skills in working in partnerships & cooperations)

2 protect IP (intellectual property, ensure exclusive use/control)

3 control the development (coordinate actives)

4 control the costs

17
Q

Dual Network Strategy @Streetscooter

1-2

A

1 Quality performers
- components with high customer value (battery, door)
- select quality leader

2 Cost Leader
- components with low impact on customer value
- cost leader selection

18
Q

LEG 1 Partners

1-4

A
  • Thyssenkrupp
  • Kirchhoff Gruppe
  • Uni Siegen
  • Gedia
19
Q

LEGs

1-9

A

1 Body
2 Exterior
3 Interior
4 Chassis and Safety Systems
5 Powertrain
6 Battery
7 Thermal
8 Electronics
9 Full Vehicle

20
Q

Definition: The ecosystem lens

A

The ecosystem is defined by the alignment structure of the multilateral set of partners that need to interact in order for a focal value proposition to materialize.

  • structure of multilateral set of partners
  • interact to create value prop
  • for focal company
21
Q

Bestandteile des Ecosystems

1-4

A

1 focal firm

2 Components: supplier

3 Complements: complementor (app developers, ..)

4 customer

22
Q

Electric vehicle ecosystem

Complements
1-4

A
  • Registration
  • Financing / Leasing
  • Recharge batteries / recharge stations
  • Maintenance / service station
23
Q

Electric vehicle ecosystem

1
2
3
4

A

1 focal firm: Streetscooter

2 Components: supplier/LEGs

3 Complements: registration, financing, recharging, service

4 customer

24
Q

Streetscooter ecosystem, previously

1
2
3
4

A

1 focal firm: Streetscooter

2 components: supplier, LEGs

3 complements: DHL: recharge stations, service

4 customer: DHL

25
Q

Streetscooter ecosystem, after purchase

A

DHL is
- system integrator
- provider of complements
- and customer

26
Q

Challenges in distributed ecosystems @streetscooter

1-4

A

1 Geographical distance (165km to partners)

2 Organizational boundaries (80+ partners)

3 Disciplinary interfaces (cooperation in numerous disciplines: engineers, business, developers, …)

4 Goal conflicts (opportunistic behavior)

27
Q

Tacit Knowledge

A
  • implicit, unausgesprochen knowledge
  • can not be written down, not codified
  • how can tacit knowledge be transferred:
    physical interaction through members of network
    weekly meetings in LEGs
    monthly meeting of LEG leads
28
Q

Explicit knowledge

A
  • can be written down, can be codified
  • can be formalized
29
Q

Critical Network Management Processes

1-3

A

1 knowledge mobility

2 value appropriability

3 ecosystem stability

30
Q

Critical Network Management Processes

1 knowledge mobility

A
  • knowledge dispersion within ecosystem
  • needs to be available wherever required

-> knowledge absorption, ecosystem identification, inter-firm socialization

“regular LEG workshops; integrated PLM system for tacit/explicit knowledge”

31
Q

Critical Network Management Processes

2 value appropriability

A
  • capturing value creation
  • distributing among ecosystem members
  • avoiding free riding and opportunistic behavior

-> trust, procedural justice, join asset ownership

“membership in network; IP rights; clear contractual framework”

32
Q

Critical Network Management Processes

3 ecosystem stability

A
  • stability is needed for effective value extraction

-> ecosystem reputation, anticipated future gains, multiplexity

“dedicated network management function with rules for network entry and exit”

Principles of Innovation, Entrepreneurship and Marketing (7 decks)

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