Göran Roos Professor, Strategic Design, Swinburne University Chairman, VTT International Honorary Professor at Warwick Business School, Warwick University Visiting Professor in Innovation Management and Business Model Innovation, VTT Technical Research Centre of Finland Visiting Professor in Business Performance and Intangible Asset Management, Centre for Business Performance, Cranfield University Adjunct Professor, Mawson Institute, University of South Australia Adjunct Professor, University of Adelaide Senior Advisor, Asia Pacific, Aalto Executive Education Academy [email protected]
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Göran Roos - RMIT Universitymams.rmit.edu.au/rz8ahn97fjlw1.pdf · Adjunct Professor, University of Adelaide Senior Advisor, Asia Pacific, Aalto Executive Education Academy [email protected]
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Göran Roos Professor, Strategic Design, Swinburne University
Chairman, VTT International
Honorary Professor at Warwick Business School, Warwick University Visiting Professor in Innovation Management and Business Model Innovation, VTT Technical Research Centre of Finland
Visiting Professor in Business Performance and Intangible Asset Management, Centre for Business Performance, Cranfield University Adjunct Professor, Mawson Institute, University of South Australia
Adjunct Professor, University of Adelaide Senior Advisor, Asia Pacific, Aalto Executive Education Academy
For a high cost country like Sweden its export was distributed as roughly:
40% for high priced goods (+20 percentage points over the last 8 years)
50% for comparably prices goods and (-10 percentage points over the last 8 years)
10% for lower priced goods (+no change over the last 8 years)
Sweden’s National Innovation System has increased productivity in terms of both higher labour productivity and higher total factor productivity (TFP) more than other comparable EU countries. The TFP indicator thus points to a high degree of innovativeness for Sweden. Evidence of Sweden’s success according to an increase in ―high product quality in exports corroborates this picture.
Roos, G. and Burton, K., “Integrated Innovation driven by emerging technologies”,
Adelaide Thinker in Residence 2011 Innovation Process: Underpinning Subject Matter
Report, February 1st 2012, Department of the Premier and Cabinet, Adelaide, Australia
Share of respondent Nordic companies that have developed products by combining different technologies or technical solutions, which traditionally were not used in their industry (2008)
Practice”, Butterworth-Heinemann, an imprint of Elsevier, USA, 2005/2006
1. Positioning of THIS business within the company’s strategy
2. Description of the Product-Service-System/Solutions offering
3. Value Proposition for each of the target customer segments, target consumer segments and other definitive stakeholders
4. Description how the target customer segments, target consumer segments and other definitive stakeholders capture value from the offering
5. What competitive advantage does the offering enable or contribute to within the target customer segments, target consumer segments and other definitive stakeholders
6. Value attribute, attribute preference and attribute performance for each of the target customer segments, target consumer segments and other definitive stakeholders
7. What requirements must be fulfilled by the target customer segments, target consumer segments and other definitive stakeholders in order to be able to benefit from the offering
8. Description of how the Product-Service-System/Solutions offering should be implemented at the target customer segments, target consumer segments and other definitive stakeholders to ensure the targeted benefits (value)
9. Place, role and strategy of THIS business in the business ecosystem of which it is part
10. Technology base of the Product-Service-System/Solutions offering
11. Design base of the Product-Service-System/Solutions offering
12. Art base of the Product-Service-System/Solutions offering
13. Counselling (Hermeneutic) base of the Product-Service-System/Solutions offering
14. Outgoing logistics and Distribution Channel choice for each of the target customer segments, target consumer segments and other definitive stakeholders
15. Incoming logistics and supply chain choice
16. Relationship width, depth and frequency for each of the target customer segments and other definitive stakeholders
17. Value Configuration (Value Chain, Value Shop, Value Network)
18. Resources, Competitive Advantage and Resource Deployment Structure (IC Navigator)
19. Cost structure
20. Revenue Models
In a good Business Model the Economic value added generated exceeds the revenues from the primary offering