USING BUSINESS ECOSYSTEMS MAPPING TO GENERATE NEW COMPETITIVE VALUE PROPOSITIONS
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Authors
Urmetzer, FT
Gill, Andrew
Reed, Nick
Conference Name
CIE48
Type
Conference Object
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Urmetzer, F., Gill, A., & Reed, N. USING BUSINESS ECOSYSTEMS MAPPING TO GENERATE NEW COMPETITIVE VALUE PROPOSITIONS. CIE48. https://doi.org/10.17863/CAM.35608
Abstract
As manufacturing-firm strategies move from product-centric towards those in which a higher
degree of service is associated with the product a company’s business ecosystem ‒ the
collaborative network needed to build value for the customer ‒ often becomes more complex.
When considering the collaborative possibilities, firms can find it challenging to identify and
compare the potential value created by alternative strategic actions such as radical new
partnerships and partnering arrangements. To support capability development, strategic
thinking is shifting to include a broader approach to understanding and conceptualizing
business ecosystems. The Institute for Manufacturing (IfM) and IfM Education and Consultancy
Services Ltd. are applying a novel way to allow managers to visualize and understand their
firm’s external complexity, which we refer to as business ecosystem value mapping. The
technique has been used in strategic workshops with industry partners. This paper includes a
case study of one such workshop, focusing on how the industry partner deepened their
understanding of value exchange in their business ecosystem. This understanding was critical
to the workshop purpose: to decide whether and how to proceed with a tender offering. From
an inauspicious starting point ‒ the firm considered itself relatively uncompetitive in relation
to the tender ‒ the workshop led to the identification of eight new value creation
opportunities from which four propositions were selected to form the basis of an offering. The
partner’s subsequent tender offering was successful. Following acceptance, the partner cited
a number of these propositions as the reasons why the offering was chosen. The paper seeks
to illuminate how the two-day workshop process, built on strong preparation to ensure that
the right strategic questions were addressed, developed understanding and application of
value creation and exchange in offerings based on collaborative ecosystems. We then suggest
some implications for further work.
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External DOI: https://doi.org/10.17863/CAM.35608
This record's URL: https://www.repository.cam.ac.uk/handle/1810/288292
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