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<p>Foreword ix</p> <p>Preface xi</p> <p>Acknowledgments xix</p> <p><b>Chapter 1 Enterprise Value from Customer Value 1</b></p> <p>Customer Value and Enterprise Value 3</p> <p>Context 4</p> <p>Shaping a Response 9</p> <p>Business Models, Business Concepts, and the Role of IT 13</p> <p>Case Study: Apple 15</p> <p>Realizing the Information Vision: The Technology Dimension 21</p> <p>Checklist 27</p> <p><b>Chapter 2 Customer Value from the Customer Process 29</b></p> <p>Management Summary 29</p> <p>Vision 32</p> <p>From Product to Solution Provider 33</p> <p>Process Focus: Waste Disposal and Management 36</p> <p>Concepts of the Customer Process 38</p> <p>Realizing the Vision 44</p> <p>Checklist 48</p> <p>Chapter 3 More Customers and More for the Customer 49</p> <p>Management Summary 49</p> <p>Vision 52</p> <p>Turning Employees and Customers into Fans 53</p> <p>Concepts of Market and Customer Development 55</p> <p>Realizing the Vision 64</p> <p>Checklist 67</p> <p><b>Chapter 4 Innovation and Personalization Trump Commoditization 69</b></p> <p>Management Summary 69</p> <p>Vision 72</p> <p>From Single Standardized Product to Personalized Service Package: Endress+Hauser 72</p> <p>Procter & Gamble (Innovation) 74</p> <p>Pioneering Co-creation: LEGO Group 77</p> <p>The Tata Nano: A Case of Disruptive Innovation? 79</p> <p>Concepts of Product and Service Development 80</p> <p>Realizing the Vision 90</p> <p>Checklist 92</p> <p><b>Chapter 5 Silent Commerce 93</b></p> <p>Management Summary 93</p> <p>Vision 96</p> <p>Seamless Fulfillment, Silent Commerce 97</p> <p>Concepts of Fulfillment 99</p> <p>Realizing the Vision 108</p> <p>Checklist 110</p> <p><b>Chapter 6 Strategy-Compliant Management 111</b></p> <p>Management Summary 111</p> <p>Vision 113</p> <p>From Reporting to Strategy Implementation 114</p> <p>Concepts of Operative Management 122</p> <p>Realizing the Vision 131</p> <p>Checklist 133</p> <p><b>Chapter 7 Value Chain Redesign 135</b></p> <p>Management Summary 135</p> <p>Vision 138</p> <p>From Value Chain to Ecosystem: Seven Redesigns 139</p> <p>Competition in Networks 147</p> <p>Concepts of Value Chain Redesign 150</p> <p>Realizing the Vision 167</p> <p>Checklist 169</p> <p><b>Chapter 8 IT’s Role in Business Model Transformation 171</b></p> <p>Management Summary 171</p> <p>Vision 174</p> <p>High-Performance IS Organizations 175</p> <p>Concepts of IS Organizational Performance 179</p> <p>Realizing the Vision 191</p> <p>Checklist 194</p> <p>Conclusion IT-Driven Innovation in the 2010s 195</p> <p>Notes 197</p> <p>About the Authors 209</p> <p>Index 211</p>

<p><b>D<small>R</small>. HENNING KAGERMANN</b> is the former CEO of SAP AG, the world's largest provider of enterprise software, where he served as CEO from 1998 until 2009. He currently serves as president of acatech, the German Academy of Science and Engineering. <p><b>D<small>R</small>. HUBERT OSTERLE</b> is Director of the Institute of Information Management at the University of St. Gallen. He is involved in teaching and research in the areas of business models for the information age and business engineering. <p><b>JOHN M. JORDAN</b> is a clinical professor in the Department of Supply Chain and Information Systems at the Smeal College of Business, Penn State University, where he teaches IT strategy to undergraduates, MBAs, and executives. His research focuses on emerging technologies and their impact on business strategy, design, and practice.

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