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Full-Text Articles in Business
What Makes A Great Strategy? Gea Farm Technologies Road To Smart Farming, Jan-Philipp BüChler Prof. Dr.
What Makes A Great Strategy? Gea Farm Technologies Road To Smart Farming, Jan-Philipp BüChler Prof. Dr.
Case Studies
GEA Farm Technologies is a mid-sized world market leader of mechanical equipment and service solutions for milk production and livestock farming. Senior management of the hidden champion gets approval for an accelerated acquisition strategy to boost growth and innovate the business model vis-á-vis strong competitors in order to lead and develop the market. However, the existing strategic management of internal technology development would be altered and a significant part of management attention would be shifted towards M&A as well as post-merger integration efforts. The case study invites students to explore the benefits and limits of this business model innovation and …
Two To Tango Is Not Enough: How To Build Ecosystems For Smart Service Innovation?, Jan-Philipp BüChler Prof. Dr.
Two To Tango Is Not Enough: How To Build Ecosystems For Smart Service Innovation?, Jan-Philipp BüChler Prof. Dr.
Case Studies
Senior managers of two German mid-sized world market leaders in sensor electronics (ifm electronic) and mechanical engineering (GEA Group) discuss the opportunities and barriers of developing smart service innovations. The case study addresses different roles and patterns in ecosystems of multiple collaborating actors in different stages of development. The open-end discussion invites learners to evaluate the opportunities from different perspectives based on industry-specific experiences.
Microbusinesses Practices During Disruptor Events: Perceptions, Adaptations, And Performance, Debra Lynn Frank
Microbusinesses Practices During Disruptor Events: Perceptions, Adaptations, And Performance, Debra Lynn Frank
USF Tampa Graduate Theses and Dissertations
During COVID-19 closures, business owners and managers experienced a disruptor event that pushed them to find new ways to navigate their businesses practices. The purpose of this qualitative study was to learn how business owners and managers adapt their business models to survive disruptor events. The objective was identification of factors owners and managers of microbusinesses perceived as critical to avoiding closures, assessment of the effectiveness of the adaptations adopted during closures that enabled businesses to remain open, and analysis of the results of those adaptations. Owners and managers of businesses in the craft brewing industry were interviewed. The four …
Entering The Next Level Of Value Generation: Servitization And Digitization For Industry 4.0 By Ifm Electronic, Robert Ciszewski, Jan-Philipp Büchler Prof Dr
Entering The Next Level Of Value Generation: Servitization And Digitization For Industry 4.0 By Ifm Electronic, Robert Ciszewski, Jan-Philipp Büchler Prof Dr
Case Studies
Ifm electronic is a mid-sized wold market leader in sensor electronics for industry and automotive applications. The hidden champion shows an impressive growth trajectory in the last 20 years from around 200 mio. € to 1 bn. € in 2019. In this case study, the ambitious leaders of this company start to elaborate the strategy for achieving the next billion. Students are required to identify the drivers of growth in the past decades and evaluate the steadiness of this recipe for success in the context of major shifts and technological advances in key customer industries such as industry 4.0 and …
Gea Farm Technologies: Building Core Competencies Through Internal And External Growth, Jan-Philipp Büchler Prof Dr, Axel Faix Prof Dr, Gregor Brüggelambert Dr, Anna Weiland
Gea Farm Technologies: Building Core Competencies Through Internal And External Growth, Jan-Philipp Büchler Prof Dr, Axel Faix Prof Dr, Gregor Brüggelambert Dr, Anna Weiland
Case Studies
GEA Farm Technologies is a mid-sized world market leader of mechanical equipment and service solutions for milk production and livestock farming. The so-called hidden champion developed a set of capabilities and core competencies to innovate the industry’s established business model through a two-fold strategy balancing internal and external growth. The case study invites students to explore the benefits and limits of this business model innovation and requires them to investigate further strategic options for growth.
Entering The Next Level Of Value Generation: Creating Cyber-Physical Customer Relations At Ifm Electronic, Jan-Philipp Büchler Prof Dr, Robert Ciszewsk
Entering The Next Level Of Value Generation: Creating Cyber-Physical Customer Relations At Ifm Electronic, Jan-Philipp Büchler Prof Dr, Robert Ciszewsk
Case Studies
Ifm electronic is a mid-sized wold market leader in sensor electronics for industry and automotive applications. The hidden champion shows an impressive growth trajectory in the last 20 years from around 200 mio. € to 1 bn. € in 2019. The company started as a sensor manufacturer in 1969, became an automation specialist for industry 4.0, and develops towards a full digital solutions company. In this case study, the ambitious leadership team starts to discuss options for organizing the transformation of the company for the age of smart services. Thus, students will discuss the implications of strategic decisions for servitization …
Consideration Sets As Resources For Business Model Generation, E. Shaunn Mattingly, Garrett A. Mcbrayer
Consideration Sets As Resources For Business Model Generation, E. Shaunn Mattingly, Garrett A. Mcbrayer
Management Faculty Publications and Presentations
Business models as outcomes for entrepreneurship are increasing in prevalence in pedagogy and practice. Instructors and entrepreneurs are focusing efforts on iterating potential ideas through a process of trial and error in hopes to produce working business models. However, such practices need to be better underpinned by theory so we can develop an understanding of how to identify more valuable opportunity ideas and how to progress them towards working business models with fewer trials and errors. This conceptual paper focuses on integrating extant conceptualisations of business models as interdependent activities with research on identifying opportunities as problem-solution pairings. While integrating …