Integrated Business Model
Applying the St. Gallen Management Concept to Business Models
E-Book
Integrated Business Model
Applying the St. Gallen Management Concept to Business Models
The St. Gallen Management Concept could be termed the DNA of the Integrated Business Model that is developed and detailed by Oliver D. Doleski. The practical St. Gallen Management Concept offers a good conceptual framework for the development of change, and increasingly dynamic change, which is now more than ever the key factor shaping business actions. The complexity arising from this very dynamism is becoming a defining characteristic of today's markets. Traditional methods and business models can deliver less than ideal results in this difficult environment. New approaches to business development are needed. To master complexity, these approaches must fully integrate all of the many and diverse aspects and demands of normative, strategic and operational management.
Oliver D. Doleski is a management consultant. He actively involved in shaping changes on the German energy market and has published widely in the field.
Oliver D. Doleski is a management consultant. He actively involved in shaping changes on the German energy market and has published widely in the field.
1;This 'Essential';5 2;Preface;6 3;Contents;7 4;About the author;8 5;Chapter 1;9 5.1;Introduction;9 6;Chapter 2;10 6.1;Conceptual Framework and Understanding Business Models;10 6.1.1;2.1 Origins and Use of the Term 'Business Model';10 6.1.2;2.2 Definition of the Business Model;11 7;Chapter 3;14 7.1;The Integrated Business Model: An Applied Approach;14 7.1.1;3.1 The Business Model: A Tool for Managing Complexity;14 7.1.1.1;Business Models Are the Right Tool;15 7.1.1.2;The Limits of Traditional Business Models;15 7.1.1.3;The Principle of Integration;16 7.1.2;3.2 Integrated Management: The Conceptual Basis;16 7.1.2.1;Three Dimensions of Business Management;17 7.1.3;3.3 iOcTen: A Description of the Integrated Business Model;18 7.1.3.1;Integrated Business Model Requirements;18 7.1.3.2;The Five Components of the Integrated Business Model;18 7.1.3.3;Idea;18 7.1.3.4;Environment and Decision-Making Scope;19 7.1.3.5;Core;19 7.1.3.6;The Development Path;22 7.1.3.7;Success;22 7.1.4;3.4 Environment: The Basis of Business Actions-The Decision-Making Scope;22 7.1.4.1;Decision-Making Scope: The Context for Business Model Development;23 7.1.4.2;Developing Recommendations: Exploring the Decision-Making Scope;24 7.1.5;3.5 Elements of the Integrated Business Model;26 7.1.5.1;Normative Framework;26 7.1.5.2;Value;28 7.1.5.3;Strategy;29 7.1.5.4;Customer;30 7.1.5.5;Market;31 7.1.5.6;Revenue;32 7.1.5.7;Enablers;32 7.1.5.8;Processes;33 7.1.5.9;Partners;34 7.1.5.10;Finance;35 8;Chapter 4;37 8.1;The Three Stages of Business Model Development;37 8.1.1;4.1 Developing a Business Concept;38 8.1.1.1;Phase I: Idea;38 8.1.1.2;Phase II: Analysis;39 8.1.1.3;Phase III: Design;40 8.1.2;4.2 Introducing Business Models;41 8.1.2.1;Phase IV: Implementation;42 8.1.3;4.3 Developing Business Models;43 8.1.3.1;Phase V: Improvement;43 9;Chapter 5;45 9.1;Shaping the Future: From Driven To Driver;45 10;What this 'Essential' offers;47 11;References;48
Doleski, Oliver D.
| ISBN | 9783658096984 |
|---|---|
| Artikelnummer | 9783658096984 |
| Medientyp | E-Book - PDF |
| Auflage | 2. Aufl. |
| Copyrightjahr | 2015 |
| Verlag | Springer Gabler |
| Umfang | 49 Seiten |
| Sprache | Englisch |
| Kopierschutz | Adobe DRM |
