07 business model 2014
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Transcript of 07 business model 2014
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Strategic Management @ 2014
Wai Chamornmarn
Business model
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Strategic Management @ 2014
Value proposition
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Strategic Management @ 2014
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Strategic Management @ 2014
Develop a customer value proposition
• Economic value ………..Price • Functional value………..Solution • Emotional value…………Experience • Symbolic value………….Meaning
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Strategic Management @ 2014
Business model
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Strategic Management @ 2014
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Strategic Management @ 2014
Holistic view of business model
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Strategic Management @ 2014
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Strategic Management @ 2014
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Strategic Management @ 2014
Business model
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Strategic Management @ 2014
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Strategic Management @ 2014
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Strategic Management @ 2014
Example business models over the years
• The open business model • The subscription business model • The razor and blades business model
(bait and hook) • The pyramid scheme business model • The
multi-level marketing business model • The network effects business model • The monopolistic business model • The cutting out the middleman model • The auction business model • The online auction business model • The bricks and clicks business model
• The loyalty business models • The Collective business models • The
industrialization of services business model
• The servitization of products business model
• The low-cost carrier business model • The online content business model • The freemium business model • The premium business model • The direct sales model • The professional open-source model • Various distribution business models
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Strategic Management @ 2014
Business model Component
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Strategic Management @ 2014
Business Model : Element
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Strategic Management @ 2014
Business Model : Element
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Strategic Management @ 2014
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Strategic Management @ 2014
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Strategic Management @ 2014 19
Business Model Innovation is focused around 3 areas with Enterprise Model Innovation B
usin
ess
Mod
el In
nova
tion Industry
Model Innovation
Revenue Model Innovation
Enterprise Model Innovation
Changing the way your industry works or
changing your value chain
Changing your value proposition or the way you
price for products or services
Changing what you do and where you collaborate
§ Changed the value chain in the home furnishings
§ It pushed final construction back to the customer to facilitate ‘ready to sell’ packaging
§ Movie rental costs and late return fees were high
§ Moved from rental to a subscription revenue basis
§ illycaffé has partnered with various other companies along its value chain, such as manufacturers of coffeemakers and others, to improve the overall coffee-drinking experience
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Strategic Management @ 2014
Business model canvas
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Strategic Management @ 2014
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Strategic Management @ 2014
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Strategic Management @ 2014
Sketching and Design
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Strategic Management @ 2014
Case: UNIQLO
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Strategic Management @ 2014
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Strategic Management @ 2014
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Strategic Management @ 2014
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Strategic Management @ 2014
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Strategic Management @ 2014
Case: SKYPE
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Strategic Management @ 2014
Business model : SKYPE
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Strategic Management @ 2014
Case: Apple
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Strategic Management @ 2014
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Strategic Management @ 2014
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Strategic Management @ 2014
Cappuccino milk
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Strategic Management @ 2014
Case: Apple
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Strategic Management @ 2014
A game changing Business model
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Strategic Management @ 2014
Business model Innovation
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Strategic Management @ 2014
Opportunity Space
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Strategic Management @ 2014
Business Model Innovation
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Strategic Management @ 2014
10 types of Innovation
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Strategic Management @ 2014
Business Model Innovation
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Strategic Management @ 2014
Business Model Innovation
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Strategic Management @ 2014
Business Model Innovation
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Strategic Management @ 2014
Disrupter and Response
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Strategic Management @ 2014
Business Model Innovation
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Strategic Management @ 2014
Consumer Services: Rental Car
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Strategic Management @ 2014
Case: Bank of America
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Strategic Management @ 2014
Bank of America
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Strategic Management @ 2014
Case: Airline
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Strategic Management @ 2014
Airline
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Strategic Management @ 2014
Three Platform Business Models
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Strategic Management @ 2014
Business Model Innovation Map
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Strategic Management @ 2014
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Strategic Management @ 2014
TRIZ Application
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Strategic Management @ 2014
คุณสมบัติทั่วไปของการแก้ปัญหาที่ดี���
• 1 ช่วยแก้ปัญหาความขัดแย้ง • 2 เพิ่ม "ideality" ของระบบ • 3 ใช้ทรัพยากรมีอยู่ได้ง่ายที่ ไม่ได้ใช้งาน
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Strategic Management @ 2014
สามแนวคิดพื้นฐานสําหรับการเข้าถึงทางออกที่ดีที่สุด
1 ทางออกที่ดีช่วยแก้ปัญหาความขัดแย้งที่เป็นสาเหตุของปัญหาสองชนิดคือ: ความขัดแย้ง tradeoff หมายความว่า หากสิ่งที่ดีเกิดขึ้น มักจะมี สิ่งที่ไม่ดีเกิดขึ้น ความขัดแย้งโดยธรรมชาติหมายความว่า ต้องการสิ่งหนึ่งที่มีคุณสมบัติตรงข้ามสอง
2 Ideality เป็นตัวชี้วัดของการเป็นระบบที่สมบูรณ์แบบ เรียกว่า "ผลสุดท้ายในอุดมคติ" ใน TRIZ ผลประโยชน์ทั้งหมดที่ลูกค้าต้องการมากขึ้นกับผลกระทบที่เป็นอันตรายที่คุณไม่ต้องการน้อยลง ดังนั้นideality จะช่วยให้สิ่งที่คุณต้องการด้วยต้นทุนที่ต่ํา มักจะมีความซับซ้อนน้อยลง
3 ทรัพยากรว่างที่มองไม่เห็นของระบบถูกนํามาใช้เพื่อให้บรรลุเป้าหมายที่ดูเหมือนจะเข้ากันไม่ได้เหล่านี ้ทรัพยากรเหล่านี้รวมถึงการใช้พลังงาน, วัสด,ุ วัตถุข้อมูลหรือสิ่งที่สามารถทําได้อย่างง่ายดายจากทรัพยากรที่มีอยู่ในระบบหรือสถานที่ใกล้เคียง
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Strategic Management @ 2014
the degree of ideality is defined as useful functionality of a system minus all negative factors that diminish its value, and divided by costs.