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- FIR e. V. an der RWTH Aachen (56) (remove)
Smart-Farming-Welt
(2019)
Smart-Farming-Welt
(2019)
Industrial manufacturers faced and mastered several economic challenges and disruptive changes in the past. In particular, changes to business models emerge very slowly, whereas crises such as the banking crisis or covid-19 outbreak lead to significant short-term effects and are difficult to manage.
Over the past year, the world experienced an unprecedented form of disruption due to the global covid-19 pandemic. Compared to former economic crises, the implications of social distancing, lockdowns, and supply chain shortages triggered a rapid economic and societal disruption at a global scale, which impacted all sectors and levels of society.
For a holistic understanding of the impact of the current and former crises on industrial manufacturers, the Institute for Industrial Management at RWTH Aachen and BearingPoint conducted a survey as well as expert interviews to investigate the scope and type of affects for industrial manufacturers with a strong focus on service business. Based on this a framework to successfully address these new challenges and – also – opportunities was developed.
Subscription-Geschäftsmodelle (SGM) spielen eine wesentliche Rolle bei der Monetarisierung von Industrie 4.0 Potenzialen für produzierende Unternehmen. Durch die Vernetzung von Maschinen und digitalen Produkten können dem Kunden völlig neue Leistungen geboten werden, die durch ein rein transaktionsbasiertes Geschäftsmodell nicht möglich wären. Der folgende Beitrag widmet sich der Charakterisierung von Subscription-Geschäftsmodellen und zeigt vier Handlungsfelder auf, die bei ihrer Umsetzung berücksichtigt werden müssen.
The additive manufacturing technique of "Selective Laser Melting" (SLM) provides the basis for a fundamental paradigm shift in industrial spare part manufacturing, affecting both technological and organizational company prac-tices. To harness the full potential of SLM-technology, considering agility and customizability, decentralized additive production networks need to be estab-lished. According to the principles just in time, just in place and just enough, a global online platform, which efficiently distributes construction orders to local manufacturing hubs could empower the market participants to utilize production capacities at optimal costs and minimal efforts. This work evaluates and selects key factors and creates scenarios for the development of platform-based networks for additive, SLM-based, spare part production. For this purpose, the selected key factors (e. g. material expenses, quality and process management and platform-based business models) are projected into the future, forming the three major scenarios "New distribution of roles in the SLM value chain", "SLM-technology for high wage countries" and "Individualization instead of mass production". These scenarios not only allow estimating the potential of an online network for additive spare part production, but also enable market participants to react pur-posively and agilely to unexpected market developments, and to foster the suc-cess of a platform-based additive spare part production.
Monetizing Industry 4.0: Design Principles for Subscription Business in the Manufacturing Industry
(2019)
Subscription business models have a major role for monetizing products and services for manufacturing companies in the age of Industry 4.0. As the manufacturing industry has difficulties generating revenues through digitalization, the implementation of innovative business models are essential to remain successful. Physical assets are often capital-intensive and require a more complex manufacturing process than subscription business models. Moreover, subscription models can focus on the individual customer benefit and a consistent service transformation, constituting a unique selling proposition and a competitive advantage. Hence, the following paper provides a management model that enables manufacturing companies to successfully realize the transformation towards a subscription business model. The management model presents four major fields of action, each matched with one design principle that must be considered when dealing with subscription models in the manufacturing industry. These principles were determined by an in-depth case study analysis among various manufacturing companies. Opportunities, challenges and recommendations for action were then systematically derived and integrated into the management model.
The rapid developments in information and communication technology enable new bus iness models that are based on digital platforms. Marketplaces such as Amazon or Airbnb have already adapted this business model to connect previously unconnected supply-side and demand-side to conduct a business transaction via a digital platform. Due to Industrie 4.0 and the rapid technological development that comes with it, digital platforms have entered the market within the area of the mechanical engineering. Different platform types exist, such as marketplaces for machine equipment or digital data platforms for connected machines. Although numerous companies claim to offer platform-based bus iness models, they often lack knowledge on individual business model components. To close this gap, this paper structures a variety of existing platforms based on their detail characteristics. Within this paper, existing typologies of digital platforms from other industry areas are analyzed. Case study research ofplatforms within the mechanical engineering is used to adjust these typologies and create a new one for digital platforms within the mechanical engineering.
In the food industry, a very large potential of data ecosystems is seen, in which data is understood, exchanged and monetized as an economic asset. However, despite the enormous economic potential, companies in the food industry continue to rely on traditional, product-oriented business models. Existing data in the value chain of industrial food production, e.g., in harvesting, logistics, and production processes, is primarily used for internal optimization and is not monetized in the form of data products. Especially the pricing of data products is a key challenge for data-based business models due to their special characteristics compared to conventional, analog offerings and multiple design options. The goal of this work is therefore to solve this issue by developing a framework that allows the identification of pricing models for data products in the industrial food production. For this purpose, following the procedure of typology formation, essential design parameters and the respective characteristics are derived. Furthermore, three types for pricing models of data products are shown. The results will serve not only stakeholders in the food industry but also manufacturing companies in general as input for an orientation of their databased business models.