GROUP 4 Sofie Helsing Brian W. Jones Christine Vildinge Helene Koole
KDS772: DESIGN, STRATEGY & INNOVATION Lecturer: Anna Rylander ++ Masters in Business & Design University of Gothenburg, HDK
S O N GJ IA Z H UAN G
BROWNFIELDS
E NVI RON M E NTAL CAR E - A COR E VALU E ...environmental care is at the heart of our business
V O LV O H A S A RESPONSIBILITY C O R P O R AT E S O C I A L R E S P O N S I B I L I T Y ...to take stakeholders perspectives into account and to create value for our shareholders and society.
THE VISION OF
V O LV O G R O U P To become world leader in sustainable transport solutions “driving quality, safety and environmental care� with a position of growth and profitability.
S T R AT E G I C G O A L S O F
V O LV O C E Profitable growth on the Chinese and emerging markets
WE AIM TO EXPLORE THE STRATEGIC ENVIRONMENTAL AND SOCIAL CHALLENGES OF VOLVO CE, AND TRANSLATE THESE VISI O NS I NTO A FUTU RE SERVI CE, THAT MAKES SENSE I N
ASSIGNMENT PRACTICE AS CONTRIBUTING TO GIVEN STRATEGIC GOALS, BY SEEKING TO DISCOVER WHAT A DESIGN-DRIVEN STRATEGY COULD MEAN, USING DESIGN THINKING METHODS AND TOOLS.
DESIGN THINKING
THE SERVICE: BROWNFIELD REMEDIATION MANAGEMENT
governments
communities
universities
non-profits
THE FIVE FORCES THAT SHAPE INDUSTRY COMPETITION
bargaining power of suppliers
threat of new entrants
rivalry among existing competitors
threat of substitute products or services
bargaining power of buyers
THE FIVE FORCES THAT SHAPE INDUSTRY COMPETITION
bargaining power of suppliers
barriers of entry too high for competitors of s no threat price pressure s advantages the established new for entrants s
rivalry among existing competitors
threat of substitute products or services
bargaining power of buyers
THE FIVE FORCES THAT SHAPE INDUSTRY COMPETITION
volvo owns 70% of SDLG s SDLG is market leader s government support, labor supply & remediation knowledge pressure s
barriers of entry too high for competitors of s no threat price pressure s advantages the established new for entrants s
rivalry among existing competitors
threat of substitute products or services
bargaining power of buyers
THE FIVE FORCES THAT SHAPE INDUSTRY COMPETITION
volvo owns 70% of SDLG s SDLG is market leader s government support, labor supply & remediation knowledge pressure s
barriers of entry too high for competitors of s no threat price pressure s advantages the established new for entrants s
rivalry among existing competitors
threat of substitute products or services
chinese government monopoly puts pressure on the profit, but also invested in collaboration being successful. s
THE FIVE FORCES THAT SHAPE INDUSTRY COMPETITION
volvo owns 70% of SDLG s SDLG is market leader s government support, labor supply & remediation knowledge pressure s
barriers of entry too high for competitors of s no threat price pressure s advantages the established new for entrants s
rivalry among existing competitors
not cleaning the areas, but is not a sustainable option in the long run
chinese government monopoly puts pressure on the profit, but also invested in collaboration being successful
THE FIVE FORCES THAT SHAPE INDUSTRY COMPETITION
volvo owns 70% of SDLG s SDLG is market leader s government support, labor supply & remediation knowledge pressure s
barriers of entry too high for competitors of s no threat price pressure s advantages the established new for entrants s
SDLG is largest actor s competitors are still small s complex & complicated, difficult to copy s
not cleaning the areas, but is not a sustainable option in the long run
chinese government monopoly puts pressure on the profit, but also invested in collaboration being successful
THE STRATEGIC SWEET SPOT
context
(technology, industry, demographics, regulation, etc.)
company’s
SWEET SPOT
capabilities
customers’ needs
competitors’ offerings
BLUE OCEAN
WHERE OTHERS SEE WASTE, WE SEE WASTED OPPORTUNITY.
TOGETHER WE BUILD AND TOGETHER WE PROSPER.
STAKEHOLDER CONSTELLATION MAP
non-profits
core service stakeholders
researchers
volvo ce
government
new housing
developer
brownfield
new businesses
original enterprise
local residents
VOLVO CE S E RVI C E B LU E P R I NT
contract
payment
clean land
partnership formed
negotiation
agreement and contract
project management
remediation analysis
estimate costs
prep equipment needed
clean land
marketing
recruit operators
government partnerships
organization partnerships
dirty land
marketing
LAND OWNER ACTIVITIES
identifies need
contacts volvo ce
ONSTAGE ACTIVITIES
communication and meetings
PHYSICAL EVIDENCE
BACKSTAGE ACTIVITIES
SUPPORT PROCESS
MANAGEMENT ACTIVITIES
community partnerships
service support
VOLVO CE
awareness
culture clash
presentation
pr / goodwvill contract
negotiation
partnerships
broken contract
equipment delivery site analyzed
ce break down
new contract remediation
new development
service visit
new partnerships
billing delay
future project pr / goodwill
+2
+1
0
-1
-2
PRE-SERVICE
SERVICE
POST-SERVICE
OPPORTUNITY
POSSIBILITY
CLEANING UP THE PAST TO BUILD A BETTER FUTURE.