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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 sno threat price pressure sadvantages 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 sno threat price pressure sadvantages 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 sno threat price pressure sadvantages 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 sno threat price pressure sadvantages 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 sno threat price pressure sadvantages 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.


Volvo CE