商业生态系统：企业、中小企业和初创企业平等合作（英文版）.pdf

January 2019Business ecosystems Partnership of equals for corporates, SMEs and startupsManagement summaryDigitalization is more than just a technological revolu-tion, its a revolution in transaction costs within and between companies. Sharp boundaries between indus-tries and companies are disappearing in its wake.What are emerging are business ecosystems that can respond to customer needs in a brand new way. New customer needs are no longer satisnulled by innovations nullom within a companys own value chain but by a net -work onullpartnerships. nullsiness ecosystems cut the nullordian knot that binds many a nulliled innovation project. nulley make it possible to overcome the barriers and obstacles onullinternally driv -en innovation projects by developing the value proposi-tion nullor the customer not nullom within the supply chain alone but by establishing a partnership onullenulluals within the nullamework onullan ecosystem. nulld transnullorming a companys value chain into a value network onullmultiple partners.null this situation it is vital to understand enullctly what it is that makes a business ecosystem a success. null a bid to understand in detail nullnullhow a business ecosystem works and nullnullwhat prerenulluisites and conditions the success onulla business ecosystem depends on, nulloland nullrger has been working as a strategic partner to nulllve -tia nullnovation nullab at the nullstitute onullnullechnology nulln -agement at the nullniversity onullSt. nullallen. nulleir shared enullerience in this contenull nullorms the nulloundation nullor the arguments made in this study.Before a business ecosystem can work successfully, three questions must be answered: null null there a clear value proposition or a strategic issue to serve as the basis nullor a nullture value propositionnullnull Does the solution renulluire more than two partners and what are the risks nullacing each onullthe involved partnersnullnull Does the enullected benenullt nullotal margin nullom the val -ue propositionnulljustinully the risk and the cost to all par -ticipants as well as the transaction costs incurred by the orchestrator, e.g. to pay nullor the worknullorce needed nullor orchestration andnullr the null platnullorm renulluirednullnullsiness ecosystems come with a specinullc set onulloppor -tunities and risks. nulle risks that inevitably accompany a business ecosystem can be minimized with a portnullo-lio approachnullnullorporates would be well advised to manage their own business ecosystem initiative as an orchestrator while at the same time acting as a comple-mentor in the business ecosystems onullother orchestra -tors. nullis increases their chances onullbeing in a success -nulll business ecosystem and minimizes their risk because they are then participating in several dinullerent business ecosystems.nullollowing the successnulll implementation onulla busi -ness ecosystem and the clear denullnition onullthe tasks and nullunctions onull orchestrator and complementor, various scenarios nullor the nullrther evolution onullthe ecosystem are conceivable, nullom the setup stage to an enullt option.nullrms that renullse to get involved in business ecosys -tems today because they believe they will lose control over their business beyond the boundaries onulltheir own company, or businesses that rely on models onullcorporate and startup cooperation without a proven track record onullsuccess, risk throwing away opportunities nullor growth.nullsiness ecosystems onuller a way out onullthis strategic dilemma. nullnullsuccessnulll, they are a win-win nullor all in -volved. nullch onullthe partners achieves something they could never have achieved alone. 2 Roland Berger Focus Business ecosystems Contents1. Companies and industries without borders . 4How business ecosystems are revolutionizing the economy 2. What is a business ecosystem? . 9And how does it work? 3. What are the conditions for a successful business ecosystem? . 13What are the first concrete steps to take to achieve success?Coverphoto: Graiki/GettyImagesBusiness ecosystems Roland Berger Focus 3Chapter 1:Companies and industries without borders How business ecosystems are revolutionizing the economy 4 Roland Berger Focus Business ecosystems nullerybody is talking about the digital transnullormation, but rarely do we hear any real news. nullor all the talk onull digitalization, it is onullen little more than rhetoric, a word that means everything and nothing at the same time. nulle key aspect onulldigitalization is nullr too onullen overlooked.Never benullore in the history onullmankind has it been so easy to enullchange innullormation between companies. nullc-cording to nullores law, the amount onullcomputing power in our digital world doubles every null months. null way onull illustration, in nullnull the computers onullthe nullnich Science Network were still working with a transmission rate onullnull megabits per second. null nullnull, the transmission speed had already risen to nullnullgigabits per second. nullats nullnullnullnull times nullaster. nullnullrapolating this development into the nullture and taking into account new possibilities such as virtual reality meeting rooms and other solutions, we can say that never will it be so easy to transnuller innullorma-tion between companies as it will in tomorrows world. nullwever, this is more than just a technological revo -lution. null comes with a previously unimaginable reduc -tion in transaction costs within and between companies. nulllso disappearing benullore our eyes are the nullnulled and clearly denullned boundaries between industries and indi -vidual companies that emerged during the nulldustrial nullevolution onullthe nullth century. BUSINESS BEYOND TRADITIONAL BORDERSnull that kind onulltraditional setting, an industry was delin -eated by a clearly denullned number onullplayers who were roughly similar in their products and processes, each operating in nullrmly established value chains and com -peting in the same markets nullor customers and business. null this nullldnullworld, innovation was based on a compa -nys internal resources and capabilities. nulle core com -petencies onulla business nullormed the nucleus onullits inno -vation activities. nulld the industry boundaries nullormed the natural barriers around all innovation projects.nulle nullture will be dinullerent. null will be characterized by nulluid and varying cooperation between companies onulldinull -nullerent sizes and dinullnullerent natures. nullhe era onull the business ecosystem has begun. nulle customer and their needs are still the starting point in this new world. nullt in contrast to the old logic, the nulluestion that nullollows the identinullca -tion onullcustomer needs is not which onullthese needs corre -spond to the capabilities and resources onullyour company and can therenullore be met by you. nulle nulluestion is rather, which aspects your company can address autonomously and which renulluire you to partner with others to meet the customers needs to the nullllest degree. In this “old“ world, the core competencies of a business formed the nucleus of its inno- vation activities. And the industry boundaries formed the natural barriers around all inno- vation projects. The future will be different.Business ecosystems Roland Berger Focus 5nullis new business ecosystem approach opens up com -pletely new evolutionary paths and possibilities nullor in-novation beyond the old industries and company bor-ders and unlocks brand new possibilities nullor growth and dinullerentiation. nulle technological advances alluded to above make it possible, nullor the nullrst time in history, nullor a new nullorm onullcooperation between companies to succeed on an enullual nullooting and to be enullicient, since the achiev -able margins are not eaten up by the transaction costs onullthe collaboration. nulle nullnullonullSwiss company nulllve -tia, nullilipp nullnull, sums it up nicelynullnullalue creation in tomorrows world will take place in ecosystems. nullecause they enable us to accompany the customer throughout the entire customer journey, and that represents signinull-icant competitive edge.nullnullsiness ecosystems cut the nullordian knot that binds many a nulliled innovation project. nulley make it possible to overcome the barriers and obstacles onullinternally driv -en innovation projects by developing the value proposi-tion nullor the customer not nullom within the supply chain alone but by establishing a partnership onullenulluals within the nullamework onullan ecosystem. nulld transnullorming a companys value chain into a value network onullmultiple partners.nulle logic behind the business ecosystem as outlined here has nullr-reaching consenulluences. null means that large corporates are no longer automatically destined to be the dominant players in the business world. Snulls and startups who build a business ecosystem can gain access to resources and enullertise with which they will benullore long be able to nullce large companies as enullual partners. nullhis raises the nulluestion nullor all companies onull how to re-spond to the nullst growing digital players onull this world. nullow should nullirms cooperate with startups and innova-tive playersnullnulld especially nullor startups and digital play -ers the nulluestion is, what types onullpartnerships are most suited to long-term collaboration with corporatesnull nullswering these nulluestions is essential because there is no way around the nullollowing two observationsnullIN SEARCH OF NEW GROWTH OPPORTUNITIES FIRST: nullportunities nullor corporates to achieve intrinsic growth have been enullausted. Whether were talking about improving sales structures, entering new markets or engaging in business development more intensely, all onull these possibilities are already well known and thor-oughly enullloited by companies today. Nor is it any good trying to shore up or establish market power through mergers and acnulluisitions alone. null many cases, the val -This new business ecosystem approach opens up completely new evolutionary paths and possibilities for innovation beyond the old industries and company borders and unlocks brand new possibilities for growth and differentiation. 6 Roland Berger Focus Business ecosystems ue achieved through a corporate transaction does not meet the enullectations given that it is no easy task to in -tegrate previously disparate corporate cultures. nullt where, then, can we nullnd the opportunities nullor growth inullboth the internal options and the chances onullered by nullnulls have been enullaustednullSECOND: null this situation many corporates view incu -bators and accelerators as an opportunity to achieve growth beyond their own capacity and in collaboration with startups. nullsurvey onullnullnullstartups nullound that nullnullonullcorpo -rates are already working with startups nulls onullnullnullnull Since the study polled the views onullglobal companies, it may well be that the corresponding nullgure is lower in the nullerman-speaking countries. nulle nullgure is also likely to be lower nullor Snulls. null oland nullrger poll comes to a very similar conclu -sionnullnullly null percent onullcompanies do not collaborate with startups today. nulld null percent onullcompanies have even worked with more than null startups in the last null months.nullet when it comes to the actual collaboration with startups, there is still a great deal onullvariation. null terms onullthe success rate, a rather gloomy picture emerges. We estimate that less than halnullonullthe activities initiated by large corporates in recent years can be deemed a suc-cess. nulle main thing, however, is that the enullsting accel -erators and incubators usually nullollow the nullldnullindustry logic. nullhe only dinullnullerence lies in the implementation modelnullnullstead onullrealizing innovations internally in the corporate setting, their implementation is nullorced to happen enullernally in the incubator or accelerator. null no way does this break out onullthe nullndamental constraints onullthe established industry logic.nullom the perspective onulla business ecosystem, how -ever, constructs such as incubators and accelerators onull-nuller brand new opportunities nullor innovation and growthnullWhy not build business ecosystems together with start-ups nullrom the accelerator or establish business ecosys-tems in the incubator with startups as potential part-nersnullDoing so would enable the benenullts onullenullsting startup initiatives to be used in a completely dinullerent way.null a bid to understand in detail nullnullhow a business ecosystem works and nullnullwhat prerenulluisites and condi -tions the success onulla business ecosystem depends on, nulloland nullrger has been working as a strategic partner to nulllvetia nullnovation nullab at the nullniversity onullSt. nullallen. nulle lab supports companies, Swiss insurer nulllvetia in particular, with the strategic and operational aspects onulldeveloping business ecosystems, develops appropriate management strategies and undertakes academic re-search and teaching on the subject. Within this joint perspective onullstrategy consulting and academicnullp -plied research, theoretical work and practical observa-tions go hand in hand and provide insight into the nullc -tors that drive the success onullbusiness ecosystems.nulle observations and enulleriences onullnulllvetia nullno -vation nullab in this contenull nullnull months onullresearch, more than null case studies, in enullcess onullnullnullinterviews with orchestrators and complementors, several null-level con-sulting projects on business ecosystems nullcoupled with the accompanying strategic support nullom nulloland nullrg -er, nullorm the basis nullor the arguments and assertions made in this study. nullseries onullworkshops held by nulllve -tia nullnovation nullab with the support onullnulloland nullrger were particularly valuable in this contenull, involving companies such as nulllvetia, nullyer, Siemens and nullcro -sonull as well as a large number onullstartups and Snulls. Business ecosystems Roland Berger Focus 7Chapter 2:What is a business ecosystem? And how does it work? 8 Roland Berger Focus Business ecosystems nulle basic idea behind a business ecosystem is a partner -ship between three or more companies that results in a service onullering that none onullthe parties would be able to onuller alone. nullsed on the research by nulllvetia nullnova -tion nullab, three elements are constitutive onulla business ecosystem nullnullnullFIRST: nulle shared value proposition is the nulloundation on which all other projects and nullorms onullcooperation are