Page 242 - The Design Thinking Playbook

Another example is Amazon. Alongside its original core business,
Amazon has succeeded in building several ecosystems, in which the Red ocean Blue ocean Black ocean
company is operating successfully. They range from Amazon Vendor Existing markets, Undisputed markets, Ecosystem-driven markets,
Express to Alexa/Echo all the way to Web services. Amazon is a good strong competition low level of competition impossible to compete
example of the effects of digital ecosystems. Such ecosystems inte-
grate a range of digital offers under one brand, sell primary products,
grow through targeted cross-subsidies of various services, and have
open interfaces or ensure interoperability. In addition, lock-in effects
are often produced, driven by a high level of user friendliness and e.g., mobile handsets e.g., luxury household e.g., app ecosystems
security, coupled with claims to data sovereignty and security. appliances

For the isolated consideration of a business model, it is sufficient to
think in the “blue ocean” model (Kim & Mauborgne). A creative and
cross-border redefinition of market services is key to this consider-
ation, not least in order to differentiate yourself from the competitors.
The goal of a black ocean strategy, however, is to make market entry
impossible for the competitors. Business ecosystem design as a paradigm for business models in distributed systems
Existing rules are changed, new framework conditions are created,
and an “unfair advantage” is built up and correspondingly used. Many projects in which blockchain is used as an enabler technology are a virtual Eldorado for business
Systems thinking (see Chapter 3.1) and the design of business models ecosystem design. The new, distributed networks cancel existing business models and make it possible to
(see Chapter 3.2) are basic skills for the design of such business revolutionize processes, value streams, and transactions. Well-known models of business model design
ecosystems. quickly reach their limits because they concentrate mostly on the primary business of a company and take
only the direct customers and suppliers into consideration. The multidimensional view of the actors in the
ecosystem with their value streams is often skipped. Thus thinking in business ecosystems in a business
context becomes a factor of success.

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