Business Model Innovation for Industrie 4.0: Why the "Industrial Internet" Mandates a New Perspective on Innovation

Burmeister; Lüttgens; Piller

doi:10.5771/0042-059X-2016-2-124

Contents
- Chapter Expand | CollapseAuthorsPage
- I–II Titelei/Inhaltsverzeichnis I–II
- 75–76 Editorial Pascal Gantenbein Pascal Gantenbein 75–76
- 77–206 Beiträge 77–206
  - 77–97 Earnout-Klauseln bei Asset Deals: Eine betriebswirtschaftliche Analyse unter bilanziellen und steuerlichen Aspekten Bachmann, Baumann, Schuler Bachmann, Baumann, Schuler 77–97
  - 98–123 Gestaltungsbereiche der Digitalen Transformation von Unternehmen: Entwicklung eines Reifegradmodells Berghaus, Back Berghaus, Back 98–123
  - 124–152 Business Model Innovation for Industrie 4.0: Why the "Industrial Internet" Mandates a New Perspective on Innovation Burmeister, Lüttgens, Piller Burmeister, Lüttgens, Piller 124–152
  - 153–186 Die zeitliche Entwicklung von Abschlussprüferhonoraren in Deutschland – Eine empirische Untersuchung der Jahre 2009 bis 2013 Laudemann, al. Laudemann, al. 153–186
  - 187–206 Managementforschung und was die Praxis von ihr (nicht) will – Eine marktorientierte Betrachtung Ehrmann, Meiseberg Ehrmann, Meiseberg 187–206
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Die Unternehmung , page 124 - 152

Business Model Innovation for Industrie 4.0: Why the "Industrial Internet" Mandates a New Perspective on Innovation

Autoren

Burmeister Lüttgens Piller

DOI
- doi.org/10.5771/0042-059X-2016-2-124
- ISSN: 0042-059X
- ISSN online: 2942-318X
Abstract

Industrie 4.0 (I40), i.e. the implementation of cyber-physical systems along the entire value chain and a far reaching digitalization of products and processes, is regarded as a significant agent of change in our current industrial system. While the previous discussion of I40 has been centered on technologies and standards, our focus is on business models (BM) for and enabled by I40. Having the right I40 BM will ultimately decide about companies’ market positions and profitability. This calls for a systematic process for business model innovation (BMI). The previous academic literature has offered mostly conceptual reviews to date. Empirical analyses of management approaches and processes applied for BMI are scarce. Based on an exploratory research design, we present the results of a comparative interview study with large companies and industry associations. We analyze I40 business model characteristics, provide an in-depth perspective of companies’ processes, structures and tools for BMI and derive upcoming practices as well as key competencies for BMI in the course of I40. Our results indicate a diverse picture. While some companies have dedicated BMI structures in place and lead I40 BMI, others could benefit from complementing existing product and service development with a systematic approach to BMI, building the fundamental capability to exploit the opportunities of I40.
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