Business model-design-and-innovation-for-competitive-advantage
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Transcript of Business model-design-and-innovation-for-competitive-advantage
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Management2.0:Competitive Advantage through
Business Model Design & Innovation
Guadalajara, June 2007Alexander Osterwalder,
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change is the process by which the future invades
our lives-> Alvin Toffler
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first of all: what are YOUR concerns?
(buzz groups)
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what are YOUR biggest issues and fears you face in strategic management today?
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where do YOU see the largest opportunities to improve strategic management today?
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your expectations for today?
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what is innovation?
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tell me about the most important innovations in
your company
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types of innovation?
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technology innovation
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process innovation
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product & service innovation
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business model innovation
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four rings of innovation
business model innovation
product & service innovation
process innovation
technology innovation
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which one of your examples qualify as
business model innovation?
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“Business model innovation matters” and it is a top priority of CEOs
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Operating Margin Growth in Excess of Competitive Peers compound annual growth rate over five years
[Source: IBM, CEOs are expanding the innovation horizon: important implications for CIOs]
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Benefits Cited by Business Model Innovatorspercent of respondents
[Source: IBM, Global CEO Study 2006]
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some examples
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NetJets: Fractional Ownership
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Zopa.com: Peer-to-Peer lending
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Bellum Concepts
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why talk about business models?
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how do you describe a business model?
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without a common language
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how do you communicate a
business model?
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Development plan• Quisque augue felis, commodo a, elementum id, faucibus id, sem. Aenean rutrum enim. Praesent pulvinar dignissim nisl. Cras a nunc.
Donec tincidunt odio sit amet lacus. Pellentesque metus tortor, ullamcorper vitae, lobortis vel, euismod in, mi. Ut laoreet, tellus laoreet blandit mollis, massa purus posuere purus, quis molestie ligula massa eu metus. Duis placerat, nulla sit amet ornare interdum, neque nunc mollis leo, vitae porttitor mi orci sit amet neque. Donec at enim. In facilisis tellus gravida ligula. Phasellus ut lorem. Pellentesque ac tortor eget augue suscipit ullamcorper. Aenean eleifend porta orci.
• Etiam at arcu. Vestibulum lacinia nunc in eros. Suspendisse potenti. Aliquam erat volutpat. Donec gravida. Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Maecenas vel enim et metus semper fringilla. Donec ornare arcu. Maecenas faucibus ligula convallis nibh. Mauris dui quam, congue eu, commodo nec, tristique in, enim. Nulla auctor semper urna. Quisque a elit eu purus iaculis vestibulum. Aliquam dictum risus at odio. Fusce at lorem et elit faucibus placerat. Aenean velit. Proin elit odio, blandit et, scelerisque quis, pulvinar a, dui. Nunc magna dolor, bibendum ut, accumsan congue, tincidunt sit amet, neque. Proin consequat tincidunt lacus. In urna dui, congue nec, tincidunt sit amet, facilisis imperdiet, lorem.
• Morbi sed nibh. Vivamus vitae dolor. Ut bibendum volutpat mi. Pellentesque quis magna non lectus elementum pretium. Aliquam quis est vitae arcu consequat fringilla. Cras magna risus, placerat eget, egestas consectetuer, ornare vel, felis. Nam ornare justo id orci mattis ultricies. Morbi luctus. Ut pretium odio ac libero. Nunc sollicitudin pharetra lorem. Aenean scelerisque, lacus eget ullamcorper scelerisque, ipsum urna viverra mi, eget viverra quam eros eget velit. Ut lacinia feugiat purus. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Etiam nunc nisl, aliquam blandit, luctus id, commodo laoreet, sem. Phasellus sit amet orci ut sapien vulputate pellentesque. Pellentesque dapibus purus et quam. Nam sit amet magna in neque dignissim sodales. Aenean non justo nec magna lobortis volutpat.
StrategyLorem ipsum dolor sit amet, consectetuer adipiscing elit. Cras in tortor. Sed posuere erat. Maecenas pulvinar nulla eu magna. Vivamus semper, risus ut egestas pulvinar, lectus ante feugiat quam, sit amet congue odio lacus ac ipsum. Aliquam suscipit, est ut volutpat vulputate, nulla felis pulvinar libero, non ornare libero ipsum tristique tortor. Fusce sed lorem vitae justo feugiat malesuada. Donec aliquet. Vivamus semper eros nec diam. Vivamus sem arcu, imperdiet nec, congue ac, scelerisque vel, nulla. Donec et mauris. Integer a nulla vulputate pede consequat euismod. Praesent molestie urna nec leo. Proin eros. Maecenas ac sem nec dui sodales tempus. Maecenas suscipit egestas velit. Suspendisse vel tortor. Proin imperdiet, sem nec aliquet ultrices, nunc est egestas eros, non hendrerit magna eros eget augue. Maecenas sed leo vitae leo faucibus vulputate. Proin dignissim eros at augue.
Nam luctus nulla non nibh. Nam at lorem ac mauris laoreet viverra. In placerat consequat nunc. Donec rhoncus nunc ac urna. Integer vestibulum condimentum orci. Fusce velit turpis, malesuada quis, scelerisque ut, eleifend vitae, ipsum. Vestibulum eu erat. Vestibulum justo nisl, tincidunt et, semper vel, tristique quis, eros. Vestibulum tempus, massa vel consectetuer congue, erat magna consequat purus, a facilisis orci nibh vitae purus. Nam tincidunt venenatis ligula. Nunc orci nulla, ornare quis, lobortis viverra, dapibus at, turpis. Suspendisse sit amet nisl at enim tincidunt blandit. Curabitur augue est, suscipit sed, egestas sit amet, vehicula vitae, tellus. Maecenas nec metus vel nisi interdum pellentesque.
Words
Text
TextText18% 300%
12%
1%
through inappropriate means
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Here
CEOs10°
Managers60°
Here
Staff360°
Ok
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how do you implement a business model?
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with outdated methods
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how do you measure the success of a business model?
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we don’t
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how do you change a business model and innovate?
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we re-invent the wheel
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what is a business model?
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VALUEPROPOSITION
COSTSTRUCTURE
CUSTOMERRELATIONSHIPS
CUSTOMERSEGMENTS
ACTIVITYCONFIGURATION
CORECAPABILITIES
PARTNERNETWORK
REVENUESTREAMS
INFRASTRUCTURE CUSTOMEROFFER
FINANCE
a business model describes the value an organization offers to various customers and portrays the capabilities and partners required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and
sustainable revenue streams
DISTRIBUTIONCHANNELS
[Osterwalder (2004) The Business Model Ontology]
business model framework
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case study
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you become the new owner of a soccer club …
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describe YOUR club’s business
model
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describing how a wealth management bank acquires its clients
what value proposition do you offer, to which customer segments?
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VALUEPROPOSITION
CUSTOMERSEGMENTS
value proposition 1value proposition 2
…
target customer 1target customer 2
…
CUSTOMEROFFER
what value proposition do you offer, to which customer segments? (model)
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what value proposition do you offer, to which customer segments? (example)
spectacular offensive football
fans
CUSTOMEROFFER
advertising space & high visibility
advertisers
… …
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how do you reach your customers?
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VALUEPROPOSITION
COMMUNICATION & DISTRIBUTION
CHANNELS
value proposition 1value proposition 2
…
channel 1channel 2
…
OFFER
how do you reach your customers? (model)
CUSTOMERSEGMENTS
target customer 1target customer 2
…
CUSTOMER
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spectacular offensive football
stadium & box office
CUSTOMEROFFER
how do you reach your customers? (example)
club owned TV channel
fans
mobile phone TV
advertising space & high visibility
sales force advertisers
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how do you build relationships?
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VALUEPROPOSITION
CUSTOMER RELATIONSHIP
value proposition 1value proposition 2
…
mechanism 1mechanism 2
…
OFFER
CUSTOMERSEGMENTS
target customer 1target customer 2
…
CUSTOMER
how do you build relationships with your customers? (model)
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spectacular offensive football
personalized website (ticketing)
CUSTOMEROFFER
team blog (RSS) fans
…
how do you build relationships with your customers? (example)
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how do you earn your money with this business model?
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VALUEPROPOSITION
REVENUE STREAMS
value proposition 1value proposition 2
…
revenue stream 1revenue stream 2
…
OFFER
CUSTOMERSEGMENTS
target customer 1target customer 2
…
FINANCE
how do you earn your money with this business model? (model)
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spectacular offensive football
ticket sales
FINANCEOFFER
TV channel subscriber fees
fans
mobile phone TV subscriber fees
advertising space & high visibility
advertising revenues advertisers
how do you earn your money with this business model? (example)
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the business models place in
a company
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the business model’s place in the company
BUSINESS MODEL
ORGANIZATION
STRATEGY
TECHNOLOGY
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external forces
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5 forces
BUSINESS MODEL
legal environme
nt
social environmen
t
competition
customer needs
technological change
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the big picture (business model)
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• team management• event management• venue management• ticketing• VIP relationship
management• video crew• …
• attractive soccer• 360º event (match,
dining, shopping)• exclusive VIP lounges• merchandising• renting out stadium• …
• stadium• POS networks• club website (+online TV)• club cable TV channel• mobile phone TV channel• …
• play attractive & win games
• brand management• video images• channel management
• fans (families, etc.)• fan groups• companies• event/concert organizers• advertisers• …
• team & maintenance• infrastructure management• marketing• video
• Ticket fees & season tickets• online TV subscription revenues• revenue sharing cable & mobile phone TV• renting out stadium for events• advertising revenues• merchandising revenues
• food & beverages• ticketing services• promoters• ad placement• telecom operator• TV operator• …
• personalized web profile• newsletter• team blog (RSS)• VIP events with team• …
Value Proposition Distribution Channel Target Customer
Customer RelationshipPartner Network
Activity ConfigurationCore Capability
Cost Structure Revenue Model
the big picture
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• team management• event management• venue management• ticketing• VIP relationship
management• video crew• …
• attractive soccer• 360º event (match,
dining, shopping)• exclusive VIP lounges• merchandising• renting out stadium• …
• stadium• POS networks• club website (+online TV)• club cable TV channel• mobile phone TV channel• …
• play attractive & win games
• brand management• video images• channel management
• fans (families, etc.)• fan groups• companies• event/concert organizers• advertisers• …
• team & maintenance• infrastructure management• marketing• video
• Ticket fees & season tickets• online TV subscription revenues• revenue sharing cable & mobile phone TV• renting out stadium for events• advertising revenues• merchandising revenues
• food & beverages• ticketing services• promoters• ad placement• telecom operator• TV operator• …
• personalized web profile• newsletter• team blog (RSS)• VIP events with team• …
Value Proposition Distribution Channel Target Customer
Customer RelationshipPartner Network
Activity ConfigurationCore Capability
Cost Structure Revenue Model
value creates revenues
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• team management• event management• venue management• ticketing• VIP relationship
management• video crew• …
• attractive soccer• 360º event (match,
dining, shopping)• exclusive VIP lounges• merchandising• renting out stadium• …
• stadium• POS networks• club website (+online TV)• club cable TV channel• mobile phone TV channel• …
• play attractive & win games
• brand management• video images• channel management
• fans (families, etc.)• fan groups• companies• event/concert organizers• advertisers• …
• team & maintenance• infrastructure management• marketing• video
• Ticket fees & season tickets• online TV subscription revenues• revenue sharing cable & mobile phone TV• renting out stadium for events• advertising revenues• merchandising revenues
• food & beverages• ticketing services• promoters• ad placement• telecom operator• TV operator• …
• personalized web profile• newsletter• team blog (RSS)• VIP events with team• …
Value Proposition Distribution Channel Target Customer
Customer RelationshipPartner Network
Activity ConfigurationCore Capability
Cost Structure Revenue Model
creating value requires infrastructure
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• team management• event management• venue management• ticketing• VIP relationship
management• video crew• …
• attractive soccer• 360º event (match,
dining, shopping)• exclusive VIP lounges• merchandising• renting out stadium• …
• stadium• POS networks• club website (+online TV)• club cable TV channel• mobile phone TV channel• …
• play attractive & win games
• brand management• video images• channel management
• fans (families, etc.)• fan groups• companies• event/concert organizers• advertisers• …
• team & maintenance• infrastructure management• marketing• video
• Ticket fees & season tickets• online TV subscription revenues• revenue sharing cable & mobile phone TV• renting out stadium for events• advertising revenues• merchandising revenues
• food & beverages• ticketing services• promoters• ad placement• telecom operator• TV operator• …
• personalized web profile• newsletter• team blog (RSS)• VIP events with team• …
Value Proposition Distribution Channel Target Customer
Customer RelationshipPartner Network
Activity ConfigurationCore Capability
Cost Structure Revenue Model
infrastructure generates costs
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• team management• event management• venue management• ticketing• VIP relationship
management• video crew• …
• attractive soccer• 360º event (match,
dining, shopping)• exclusive VIP lounges• merchandising• renting out stadium• …
• stadium• POS networks• club website (+online TV)• club cable TV channel• mobile phone TV channel• …
• play attractive & win games
• brand management• video images• channel management
• fans (families, etc.)• fan groups• companies• event/concert organizers• advertisers• …
• team & maintenance• infrastructure management• marketing• video
• Ticket fees & season tickets• online TV subscription revenues• revenue sharing cable & mobile phone TV• renting out stadium for events• advertising revenues• merchandising revenues
• food & beverages• ticketing services• promoters• ad placement• telecom operator• TV operator• …
• personalized web profile• newsletter• team blog (RSS)• VIP events with team• …
Value Proposition Distribution Channel Target Customer
Customer RelationshipPartner Network
Activity ConfigurationCore Capability
Cost Structure Revenue Model
the profit zone
<
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the process of designing innovative
business models
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the focus of the business model
innovator & designer
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user-centered
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VALUEPROPOSITION
COSTSTRUCTURE
CUSTOMERRELATIONSHIPS
CUSTOMERSEGMENTS
ACTIVITYCONFIGURATION
CORECAPABILITIES
PARTNERNETWORK
REVENUESTREAMS
DISTRIBUTIONCHANNELS
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Nokia: Jan Chipchase
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creativity & exploration
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Googleplex
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70:20:10
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API
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VALUEPROPOSITION
COSTSTRUCTURE
CUSTOMERRELATIONSHIPS
CUSTOMERSEGMENTS
ACTIVITYCONFIGURATION
CORECAPABILITIES
PARTNERNETWORK
REVENUESTREAMS
DISTRIBUTIONCHANNELS
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continuous innovation
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interdisciplinary approach
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Grameen Phone Bangladesh
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village telephony
telecom infrastructure
customer relationships
villager
activity configuration
micro-credit
Grameen Bank
mobile phone revenues
source of revenue
mobile telephony
billing
telecom operators
Grameen Bank (billing)
phone ladies
phone ladies
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holistic design
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Apple iTunes & iPod
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iPod
cost structure
lifestyle brand
“high-end” consumer
prod. & softw. design
hardware & softw. dev.
hardware revenues
iTunesmultimedia downloads
e-commerce
multimedia rights mgmt
iBook
content producers
Apple stores
dealer network
multimedia revenues
hardware suppliers
brand management
hardware distribution
content distribution
content
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strategic fit
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the Amazon.com you know
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Amazon Simple Storage Services (S3)
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selling stuffon the Web
IT infra
customer relationships
mass customer
data services
Amazon.com data grid
partners
selling stuff
Amazon S3
Amazon.com
Internet APIWeb2.0
companieswarehousing & distribution
distribution
content management
product selection
A9 product search
data storage fees
product search
search engine revenues
e-commerce sites
Internet
marketing
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the business modeler’s toolbox
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co-creation
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ideation
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visualization
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prototyping
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the design process
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1. identify interdisciplinary stakeholders-> set-up team
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do you have to get the IT team out of their cubicles?
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2. understand (business) environment–> frame problem
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VALUEPROPOSITION
COSTSTRUCTURE
CUSTOMERRELATIONSHIPS
CUSTOMERSEGMENTS
ACTIVITYCONFIGURATION
CORECAPABILITIES
PARTNERNETWORK
REVENUESTREAMS
DISTRIBUTIONCHANNELS
[Osterwalder (2004) The Business Model Ontology]
various starting points / depending on context
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3. suspend reality-> ideate
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4. bring back reality -> prototype
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5. chose suitable design-> decide
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6. sketch out projects & workload -> draw implementation plan
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AreaProject name
Estimated workload
Value Proposition
Project V110 man/days
Project V2120 man/days
Distribution Channels
Project C138 man/days
…
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7. outline key indicators to follow-> choose measures
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AreaProject name
Estimated workload
KPI (measure)
Targetlevel
Value Proposition
Project V110 man/days
Project V2120 man/days
Distribution Channels
Project C138 man/days
…
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8. select the right teams and people-> make responsible
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AreaProject name
Estimated workload
KPI (measure)
Targetlevel
leader
Value Proposition
Project V110 man/days
Mr. Jan
Project V2120 man/days
Ms. Tee
Distribution Channels
Project C138 man/days
…
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9. execute the plan-> manage implementation & change
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10. evaluate, learn and redesign-> manage improvement
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designing blue oceans
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> market boundaries are not given
> they are reconstructed by the actions & beliefs of industry players
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• compete in existing markets
• beat the competition
• explore existing demand
• make the value/cost trad-off
• align with differentiation OR low cost
• create uncontested markets
• make competition irrelevant
• create & capture new demand
• break value/cost trad-off
• align with differentiation AND low cost
RED OCEAN BLUE OCEAN
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differentiate your value proposition
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•a customer value proposition gives an overall view of a company's bundle of products, services and client advice.
•it is the sum of the total benefits a customer is promised to receive in return for a payment (or other value transfer)
working definition value proposition
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what are the 5 most important competitive attributes that characterize a game console’s offer?
(e.g. price, performance, design)
attribute 2e.g. price
attribute 1e.g. performance
group warm-up
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1
2
3
4
-
-
1. most important attribute2. second most important3. …4. …
5 attributes
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1.…
2.…
3.…
4.…
5.…
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attribute
1
attribute
2
attribute
3
attribute
5
1 - low
5 - high
3 - medium
bank’
s perf
orm
ance
[Kim & Mauborgne (2002) Charting Your Company's Future]
draw a value proposition
attribute
4
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live Excel
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eliminate raise
reduce create
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strong & valuable approach, but limited view
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VALUEPROPOSITION
COSTSTRUCTURE
CUSTOMERRELATIONSHIPS
CUSTOMERSEGMENTS
ACTIVITYCONFIGURATION
CORECAPABILITIES
PARTNERNETWORK
REVENUESTREAMS
DISTRIBUTIONCHANNELS
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examples
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Goldcorp
mining
low costs through open exploration
CUSTOMERRELATIONSHIPS
CUSTOMERSEGMENTS
exploitingmines
“geology prize”500’000 $US
REVENUESTREAMS
DISTRIBUTIONCHANNELS
Goldcorp publicly shared all of its geological data and offered US$ 500’000 in prizes for determining where they
might find the next 6 million ounces of gold
research
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Skype
free VoIP & value added services
software development
website
global(non segmented)
deliver voice & video quality
“eBay”
large scalelow margin
internetsoftware
development
free voice-over-IP VoIP telephony & value-added services
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1291 Cityhomes
low cost accommodation
New York
low cost
CUSTOMERRELATIONSHIPS
the cost sensible
renting out rooms
keep down costs
apartment owners
rents
DISTRIBUTIONCHANNELS
find demand
young curious Swiss
low-cost hotel/rental in New York City
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Tecnovate
low-cost multi-lingual call
center outsourcing
low cost
CUSTOMERRELATIONSHIPS
European corporations
ACTIVITYCONFIGURATION
keep down costs
“import” young curious
Europeans to India to work
REVENUESTREAMS
DISTRIBUTIONCHANNELS
business process outsourcing “up-side down” in India
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Netflix
(niche) movies over the Internet
COSTSTRUCTURE
profile
specialized clientele
ACTIVITYCONFIGURATION
large movie database
independent films
REVENUESTREAMS
Web
online movie rental (with large niche movie database)
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from bloated head to the long tail
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all photos from Flickrunder a creative commons licenseauthors indicated in comment page
of ppt
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we co-create
Nobody knows your business environment better than yourself. We co-design your strategic vision by building on your knowledge. Through group thinking we find the right answers to the right questions together
we operationalize
Having a great vision is not sufficient - implementation counts. We help you reconcile long term views with short term actions. We make strategy everyone's job by translating it into pragmatic and prioritized projects.
we manage change
Change does not happen accidentally it has to be managed. We help you align strategy, people and processes with respect to your organizational culture and values.
we build knowledge
When you stop learning, you stop competing. We scan the knowledge universe for you, across disciplines and industries. We transfer the best methods, tools and theory in business to your organization.
we connect
Specific problems require specific skills that you do not necessarily dispose of in-house. Through our interdisciplinary network we connect you with leading domain experts.
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annexes
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annex Ibusiness model
template
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VALUEPROPOSITION
COSTSTRUCTURE
CUSTOMERRELATIONSHIP
TARGETCUSTOMER
DISTRIBUTIONCHANNEL
VALUECONFIGURATION
CORECAPABILITIES
PARTNERNETWORK
REVENUESTREAMS
INFRASTRUCTURE CUSTOMEROFFER
FINANCE
a business model describes the value an organization offers to various customers and portrays the capabilities and partners required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and
sustainable revenue streams
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VALUEPROPOSITION
COSTSTRUCTURE
CUSTOMERRELATIONSHIP
TARGETCUSTOMER
DISTRIBUTIONCHANNEL
VALUECONFIGURATION
CORECAPABILITIES
PARTNERNETWORK
REVENUESTREAMS
gives an overall view of a company's bundle of products and services
portrays the network of cooperative
agreements with other companies
describes the channels to communicate and
get in touch with customers
describes the arrangement of
activities and resources
explains the relationships a
company establishes with its customers
sums up the monetary consequences to run a
business model
describes the revenue streams through which
money is earned
describes the customers a company wants to offer value to
outlines the capabilities required to run a
company's business model
INFRASTRUCTURE CUSTOMER
OFFER
FINANCE
describing a company’s business model
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VALUEPROPOSITION
value proposition 1value proposition 2
…
OFFER
describing a company’s offer
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VALUEPROPOSITION
TARGETCUSTOMER
value proposition 1value proposition 2
…
target customer 1target customer 2
…
CUSTOMEROFFER
describing who a company offers value to
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VALUEPROPOSITION
TARGETCUSTOMER
DISTRIBUTIONCHANNEL
value proposition 1value proposition 2
…
distribution channel 1distribution channel 2
…
target customer 1target customer 2
…
CUSTOMEROFFER
describing how a company reaches its customers
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VALUEPROPOSITION
TARGETCUSTOMER
CUSTOMERRELATIONSHIP
value proposition 1value proposition 2
…
relationship type 1relationship type 2
…
target customer 1target customer 2
…
CUSTOMEROFFER
describing the relationships a company builds
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TARGETCUSTOMER
REVENUESTREAM
revenue stream 1revenue stream 2
…
target customer 1target customer 2
…
FINANCE
VALUEPROPOSITION
value proposition 1value proposition 2
…
OFFER CUSTOMER
describing how a company makes money
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CORECAPABILITIES
VALUEPROPOSITION
core capability 1core capability 2
…
value proposition 1value proposition 2
…
OFFERINFRASTRUCTURE
describing what capabilities are required
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describing what activities are required
VALUEPROPOSITION
VALUECONFIGURATION
CORECAPABILITIES
value proposition 1value proposition 2
…
core capability 1core capability 2
…
activity 1activity 2
…
INFRASTRUCTURE OFFER
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describing the partners that leverage the business model
VALUEPROPOSITION
PARTNERNETWORK
CORECAPABILITIES
value proposition 1value proposition 2
…
core capability 1core capability 2
…
partner 1partner 2
…
INFRASTRUCTURE OFFER
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VALUEPROPOSITION
COSTSTRUCTURE
cost account 1cost account 2
…
value proposition 1value proposition 2
…
FINANCEINFRASTRUCTURE OFFER
describing the costs of a business model
CORECAPABILITIES
core capability 1core capability 2
…
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annex iiother
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