BEYOND PRICING DECISIONS: BUSINESS MODEL INNOVATION IN THE TWO SIDED MARKET OF AN OPEN INNOVATION INTERMEDIARY 07.24.2014 PREPARED FOR: Open And User Innovation Workshop, Harvard Professor Dr. Frank Piller Dr. Dirk Lüttgens Andy Zynga WHY THIS TOPIC? » The market for Intermediaries has become very competitive globally, forcing the established players to “reinvent” themselves » Current literature on internal functioning of Intermediaries is light1, and Broadcast Search2 is looked at as a “black box” » OI Intermediaries operate in two-sided markets3, and literature sees pricing as the primary variable for business model innovation4,5 » This essay is an opportunity to open the “black box” of Intermediaries and show how service quality is a MAJOR variable for success 1Howells, J., Intermediation and the role of intermediaries in innovation. Research Policy Journal, 35: 715-728, 2006 L.B., Lakhani, K.R., Marginality and problem solving effectiveness in broadcast search. Organization Science, 21:5, 1016-1033, 2010 3Holzmann, T., Sailera, K., Katzy, B.R., Matchmaking as multi-sided market for open innovation. Technology Analysis & Strategic Management, 26:6, 601-615, 2014 4Eisenmann, T., Parker, G., Van Alstyne, M.W., Strategies for two-sided markets. Harvard Business Review, 92-101, October 2006 5Kouris, I., Kleer, R., Business models in two-sided markets: an assessment of strategies for app platforms. International Conference on Mobile Business. Paper 22. http://aisel.aisnet.org/icmb2012/22. 2012 2Jeppesen, THE RESEARCH QUESTION How do business model changes impact the success of different market sides of an open innovation intermediary that operates in a two sided market? RESEARCH IMPLICATIONS » Two Sided Market Success a function of Price AND service quality / process » “Success” with Broadcast Search influenced by changes INSIDE the Intermediary – should not be seen as static! • Erwartungswert einer potentiellen Abfrage der Informationen durch ein Unternehmen Wissenschaftler Ansatz des Open3Innovation / • Unterliegt „local search bias“ bei Suche / Unternehmen 2Evaluation of Search 1 Broadcast • Motivation durch „Not Invented Here“ begrenzt • Reputationserhöhung THE TWO SIDED MARKET OF AN Wissenschaftler Unternehmen 3 2Plattform für 1Broadcasting OI INTERMEDIARY Broadcast of search Open / Broadcast of Search Ansatz des Open Innovation der Probleme Innovation Plattform für Broadcasting Broadcast of search 3 rmittelt ag Wissenschaftler 2 l Open e h b c der Probleme 1 Ü ors v s g n Lösu Innovation ttel Unternehmen t für rmi chlag ProblemePlattform • Wissenschaftler • Unternehmen übermitteln Fragestellung an Übe screenen Broadcasting ors of search v Broadcast s g n Lösuwenn Lösung bekannt oderOpenPlattform der Probleme • Reaktion nur Innovation Lösungsweg “einfach“ • Screening und Bewertung der Lösungen • Wissenschaftler screenen Probleme lt • Unternehmen übermitteln Fragestellung an • Übermittlung konkreter Lösungen • Belohnung des besten Beitragenden itte Plattform erm rschlag b Ü • Reaktion nur wenn Lösung bekannt o oder ngsv Lösu Lösungsweg “einfach“ • Screening und Bewertung der Lösungen • Übermittlung konkreter Lösungen • Belohnung des besten Beitragenden • Wissenschaftler screenen Probleme • Unternehmen übermitteln Fragestellung an Plattform • Reaktion nur wenn Lösung bekannt oder Lösungsweg “einfach“ • Screening und Bewertung der Lösungen • Übermittlung konkreter Lösungen • Belohnung des besten Beitragenden Adapted from: Piller, F.T., From technology market places to problem places. Quebec Seeks Solutions. Quebec City, Canada, December 14, 2010 NINESIGMA IN TWO-SIDED MARKET Proposal Innovation Seekers (Clients) Contract $ Proposal NineSigma OI RFP Transfer Agreement (IP) $ » Client contract fees changed » Project selection step introduced » Solution Provider evaluation introduced Global Innovation Community EVOLUTION OF THE TECHNOLOGY SEARCH PROCESS AT NINESIGMA 2000 2005 2006-present DATA EXTRACTION & ANALYSIS OVERVIEW Data Source How Used Specifics Project Selection: 128 projects / 5years Results Project Data (from database) Extract deal rates for selected clients Staff Interviews Understand timing and extent of Management Team & Founder service changes Correlation between service changes and deal rates Staff Interviews Determine which client examples to choose for review Service Delivery VP Selected two major client cases Internal Memos Follow decision making on business model changes 2001 – 2011 Established decision timing NineSigma P&L Determine transaction fee revenues evolution 2009 – 2013 Understand timing of fee decline Client communication documents Determine basis for business model change decisions 2001 – 2011 Checked timing and impact of decisions on selected clients SP Evaluation: 93 projects / 5 years Correlation between service changes and deal rates TREND IN TRANSACTION FEE VOLUME VS OVERALL REVENUE 160 % of value wrt 2009 140 120 100 80 60 40 20 0 2009 2010 Trans Fees 2011 # RFPs Overall Revenue 2012 2013 50 45 40 35 30 25 20 15 10 5 0 50 Introduced project selection 40 30 20 10 0 2001 2002 2003 2004 No of projects 2005 2006 % deal closed 2007 2008 % deals closed Number of Projects INDICATIVE EFFECT OF PROJECT SELECTION STEP OF ONE CLIENT Increase in average number of proposals per search INTRODUCTION OF PROJECT SELECTION Average Number of Proposals Received 25 20 15 10 5 0 2005 2006 2007 2008 2009 SOLUTION PROVIDER EVALUATION SUPPORT PROCESS EFFECT OF SOLUTION PROVIDER EVALUATION STEP ON PROJECT SUCCESS AS ONE CLIENT 35 Deals Closed (%) 30 Introduced evaluation support 25 20 15 10 5 0 2005 2006 2007 2009 2011 BUSINESS MODEL CHANGES & IMPACT ON ALL SIDES Business Model Change Impact on Seeker Side • Easier budgeting of projects due to fixed price Elimination of Transaction Fee Introduction of Project Selection Introduction of Solution Provider Evaluation Support Impact on Solution Provider Side • More interest in submitting due to higher possible asking prices (no additional fees) • More new clients • More Solution Providers due to more clients • Fewer projects overall, but more fully funded RFPs Impact on NineSigma • Better cash flow due to higher fees early on • Higher overall fees per RFP • More revenue overall due to more clients • Higher close rates increase interest • Better credibility with clients leads to higher client satisfaction in submitting, and more Solution and repeat clients Providers will sign up • Faster process leads to higher • Faster process leads to higher client satisfaction/repeat clients satisfaction • NineSigma value addition more visible • More deals closed, more repeat clients, more revenues • More touch points with NineSigma, • Higher fees per RFP, more better understanding of value, revenue better reputation, more Solution Providers signing up RESULTS HIGHLIGHTS RESULT IMPACT • Fee (price) changes on Seeker side. Has impact on Solution Providers & OI Intermediary • Confirms existing literature – pricing = major variable of business model changes • Service/Process changes impact all sides • Service quality = MAJOR additional variable to be considered in two-sided markets • Service/Process changes influence Broadcast Search success • Studies on Broadcast Search success need to consider changes INTERNAL to OI Intermediary for comparison of results LEARNINGS » Service/Process changes are relevant to both research on twosided markets as well as success with Broadcast Search. » OI Intermediaries are not static, due to pressures both external AND internal they tend to evolve, and with them the entire business model. » Findings may not be representative for other OI Intermediaries, especially for those who do not practice Broadcast Search. KEY REFERENCES » Boudreau, K. J., Lakhani K. R., How to manage outside innovation. MIT Sloan Management Review, 50: 69-76, 2009 » Chesbrough, H.W. A better way to innovate. Harvard Business Review, July 2003 » Chesbrough, H.W., Open Innovation: The New Imperative for Creating and Profiting from Technology. Harvard Business School Press, 2003 » Eisenmann, T., Parker, G., Van Alstyne, M.W., Strategies for twosided markets. Harvard Business Review, 92-101, October 2006 » Jeppesen, L.B., Lakhani, K.R., Marginality and problem solving effectiveness in broadcast search. Organization Science, 21:5, 1016-1033, 2010