Over the past 20 years, I have applied specific models to each stage of the stakeholder analysis in helping clients and institutions create business strategies that are turned specifically to theirs and the market’s stage of development. These models provide essential insight required to apply subsequent models with a higher level of accuracy and validity. On their own, each models has strengths and weaknesses. Integrated into an information and analysis chain, weaknesses are eliminated and dependable insight is generated. A discussion of each model, follows:
Technology Adoption Life Cycle (adapted)
The technology adoption lifecycle model describes the adoption or acceptance of a new product or innovation, according to the demographic and psychological characteristics of defined adopter groups. The process of adoption over time is typically illustrated as a classical normal distribution or “bell curve.” The model indicates that the first group of people to use a new product is called “innovators,” followed by “early adopters.” Next come the early and late majority, and the last group to eventually adopt a product are called “laggards.”
TALC provides the ideal business and market model for PEPPOL including state of technology adoption of its core business and in context of union technologies. Specific strategies for target client definition, service level requirements, product/service characteristics, support mechanisms, channels for promotion, distribution partners and primary success measures…essentially a complete market model based on the ideal scenario for PEPPOL at this stage of adoption. The model utilized is an adaptation developed by SEPA International of Geoffrey Moore’s TALC analysis.
Business Model Generation
The Business Model Generation methodology provides a structure and toolset for defining all stakeholders in an ongoing activity, their role and needs. Applied to an ideal model (TALC), the BMG helps identify the correct mix of partners, resources, channels, product/service offerings and target adopters to execute defined strategies.
The primary function of the Business Model is to map the ideal case defined in the TALC model to the current state of reality in which Peppol exists…mapping external market forces to internal strategies, milestones, stakeholder categories and identifying ‘mistakes’ in the current strategy based on adoption dynamics.
Stakeholder Analysis/Power Matrix
The stakeholder analysis uses stakeholders defined in the business model and organizes them by Influence/interest (Political, Regulatory,Technical, Trust, Distribution & Funding) and Power Matrices (1st the power dynamics analysis placing all stakeholders on one map with relevant power dynamics & secondly the Power/Interest grid identifying the Key Players, Key Impediments and Stakeholders that are not acting accordingly with their Power/Interest Profile)
Stakeholder Business Cases
The Business cases derive from the results of all models and refer to all models. Prioritized by Power/Interest dynamics…emphasis is given to finding a winning case for each of the Key Players and Secondary Players….the latter stakeholders need only be kept informed and onside and will be the focus of a communication strategy rather than an entire business case.