C3.4 Defining iCargo products and services

www.i-cargo.eu

Intelligent Cargo in Efficient and SustainableGlobal Logistics Operations

Defining iCargo

Products & Services ---

iCargo Training Series-Zaragoza-23.10.2013

iCargo Training Series: Overcoming the challenges of using multi-modal services www.i-cargo.eu2

Valentina BoschianBluegreen Strategy srl

Defining iCargo products/services

iCargo Training Session23rd October 2013, Zaragoza, Spain

http://www.i-cargo.eu/


• Approach for product/service ideas definition – Checkpoint 1– Checkpoint 2– Checkpoint 3

• Business Ideas Consistency Check– details of the templates

• iCargo results and Examples • Next Steps• Conclusions

Contents






Contents



Purpose of the approach

Main aim:

to collect guidelines document and set of templates for product idea definition,

innovation management including market and competition analysis, and

business planning.



Details of the approach

APPROACH:

• Checkpoint 1: Business idea consistency check

• Checkpoint 2: Strategy consistency check

• Checkpoint 3: Business plan consistency check



Deliverable D7.5: main achieved results

APPROACH:

• Checkpoint 1: Business idea consistency check- Who are the customers?- What products and services are you offering?

• Checkpoint 2: Strategy consistency check- What is your vision? What are your objectives? - What is your current business model?- What role do you intend to play in the iCargo business ecosystem?

• Checkpoint 3: Business plan consistency check- Who are the actual customers and how are they addressed in your business

plan?- Who are the actual competitors and how are they addressed in your

business plan?- Who are the actual partners and how are they addressed in your business

plan?






Contents



1. Checkpoint 1: Business idea consistency check

Aim:• to check whether the proposed product ideas are consistent with:

– iCargo results,– roles in the iCargo business ecosystem.;

• to demonstrate the consistency of the product idea.

Checkpoint 1



Product / Service Idea

Specific need/s addressed

Customers:• LSCs• FSIs• LSPs

Relationships with iCargo jobs-to-be-done

• features• barriers

Basic Idea



Partner name

Product/ Service Idea name Short description Recognized specific need

Product ideas

1

2

3

Insert the name of the product/service idea in the following format: PARTNER

NAME idea key words

Describe shortly the ideaDescribe the needs that the idea is

going to answer

Product/service idea definition



Who are the customers?• Refer to the iCargo ecosystem user roles, and explain:

– Which category of users will be your customers.– What user needs you are going to address, and under

which specific circumstances.

1.1 Customers



Insert the name or examples of companies that represent the

customers for the product/service idea

Customers definition - LSC

LSC-Logistic Service Client

Insert product idea name Type of Market Addressed needs

1

2

3



FSI – Freight Service Integrator


1

2

3



Customers definition - FSI



LSP – Logistic Service Provider


1

2

3



Customers definition - LSP



Add tables depending on the number of the product/service ideas

Customers definition - summary

LSC – Logistic Service ClientInsert product idea name

Type of Market Addressed needs

1

2

3

FSI – Freight Service IntegratorInsert product idea name


1

2

3

LSP – Logistic Service ProviderInsert product idea name


1

2

3

LSC – Logistic Service ClientInsert product idea name


1

2

3

FSI – Freight Service IntegratorInsert product idea name


1

2

3

LSP – Logistic Service ProviderInsert product idea name


1

2

3

Who are your customers?



What products and services are you offering?• Refer to the iCargo “jobs to be done”, and explain:

– Which “jobs” your product or service is doing for the target customer.

– What features will be leveraged by your product to the user benefit.

– What barriers will be lowered by your product to favour adoption by the users.

1.2 Products and Services



LSCs – jobs, features and barriers



FSIs – jobs, features and barriers



LSPs – jobs, features and barriers



Further indications



How will you beat competition?• Refer to the Blue Ocean Strategy approach, and:

– Produce a “Strategy Canvas” to position your product or service against competition.

1.3 Competition



Strategic Canvas definition - 1



What role do you play in the iCargo business ecosystem and do you foreseen your evolution?• Refer to roles in the iCargo ecosystem, and explain:

– What role your organization will play in the ecosystem.– Identify toward which business model your organization

will evolve in the iCargo ecosystem, referring to Reference Business Models defined in Deliverable D7.2.

1.4 Role in the iCargo Ecosystem



1.4 iCargo Ecosystem template (1/3)

Logistic Services Clients (LSCs)

Freight Services Integrators (FSI)

Logistic Services Providers (LSPs)

Transport Regulators

Information Services Integrators (ISI)Transport Network

Managers

Monitor.PlatformProvider

Function.as a

Service

Connect.Infrastruct.

Provider

SystemIntegrator

AuthoritySecurity

data serviceprovider

Networkadministr.

VirtualIntegrator

Trafficdata service

provider

BasicInfrastruct.

Provider

= Provide

= Evolve / spin-off

Software/Hardware

Vendor

Environm.focused retailer

e-Comm. Retailer

Enhanced retailer

Value-add.provider

Enhanced LSP

Asset-bound

FSI

Environm.focused provider

Environm.focused

Manufact.

Enhanced Manufact.

Network-bound

FSI

= Existing = New = Disrupted

Facilitators &

Supporters






Contents



• If considered as part of a future iCargo ecosystem, iCargo participants represent 10 ISIs, 7 FSIs, 5 LSPs, 3 TNMs, 1 TR and 1 LSC.

• On top of those, there are also 11 facilitators and supporters, a new role recognised to be added to the iCargo ecosystem.

• Some of the participants anticipate their roles changing after the implementation of iCargo ecosystem, other tend to stay on their current role. Moreover, some participants foresee to act in even more roles than they are currently representing.

Role of the Partners in the iCargo Ecosystem



• On the basis of the roles of the iCargo Reference Value Chain and on the business models of the iCargo ecosystem, partners recognize their position and the type of exploitation plan that they are planning to implement depending on their position in the ecosystem.

• It is possible to recognize four different types of individual exploitation plans for the iCargo partners:① Exploitation plans for providers and developers of iCargo

products and services,2 Exploitation plans for users of iCargo products and services,3 Exploitation plans for facilitators,4 Exploitation plans for supporters.

iCargo exploitation plans



• The main product ideas were mapped to the five business level innovations recognised earlier in the project. In total there are:a. 10 ideas related to Optimization of the use of resources in

the logistic chain,b. 8 ideas related to Logistic chain composition based on

services,c. 7 ideas related to Monitoring the environmental footprint,d. 6 ideas related to Re-planning of logistic chains by (or on

the behalf of) the client,e. 6 ideas related to Collaborative planning.

Main iCargo product/service ideas



• iCargo consists of organisations representing different fields of business, both public and private sector. Some of the participants, such as PTV and CGI, are able to act as product providers while others act either as users of products or facilitators and supporters of product and business development.

• 9 of the 29 iCargo participants have indicated that they have commercial product ideas related to iCargo, and some partners even have multiple ideas.

iCargo Partners’ product/service ideas






Contents



2. Checkpoint 2: Strategy consistency check

Aim:• to check whether the proposed strategy is consistent with:

– the iCargo business ecosystem,– the corresponding iCargo reference business models presented

in deliverable 7.2;• to demonstrate the consistency of the strategy.

Checkpoint 2



What is the current Business Model?• Refer to the Osterwalder Framework, and:

– Produce a Business Model Canvas of your organization’s current business model.

2.1 Current business model



How will your business model change?• Refer to the Osterwalder Framework, and:

– Produce a Business Model Canvas of your organization’s target business model, including:

• How each category is changed compared to the current business model.

• How these changes result from iCargo, referring to the Reference Business Models.

2.2 Business model evolution



3. Checkpoint 3: Business plan consistency check

Aim:• to check whether the business plan is consistent with:

– the iCargo business ecosystem actual configuration, in terms of customers, competitors and partners;

• to demonstrate the consistency of the business plan.

Checkpoint 3



Who are the actual customers and how are they addressed in your business plan?• Define:

– What is their role in the ecosystem?– What concrete actions you will take to address these

customers?

3.1 Actual Customers



Who are the actual competitors and how are they addressed in your business plan?• Define:

– What is their role in the ecosystem?– What concrete actions you will take to compete with these

companies?

3.2 Actual Competitors



Who are the actual partners and how are they addressed in your business plan?• Define

– What is their role in the ecosystem?– Which relations are established with each partner, in

concrete terms including financial agreements (e.g., royalties, subcontracting, reselling agreements)?

3.3 Actual Partners






Contents



• The proposed approach guides the partners in definition of the iCargo product/service ideas by focusing on:– the need of the customers to be addressed;– the offering of the company to the other actors of

the Reference Value Chain;– the added value of the product/service ideas

compared to the other solutions in the market.

Conclusions



Valentina BoschianBluegreen Strategy srl

Thank You

iCargo Training Seminar - ECITL 23 October, 2013 - Zaragoza


www.i-cargo.eu

Intelligent Cargo in Efficient and SustainableGlobal Logistics Operations

Credits:

Presented by: Valentina BoschianBluegreen Strategy srlvalentina.boschian@bluegreenstrategy.comwww.bluegreenstrategy.com

Material: Valentina BoschianBluegreen Strategy srl


C3.4 Defining iCargo products and services

Business

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