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BARM Business Analysis Rome Meeting

Il cambiamento dei modelli di Business La Business Analysis come fattore abilitante: Un’attività per creativi ?

24th June 2015 – Rome

Angelo Pansini – Selex ES, a Finmeccanica Company

Strategy Director Land & Naval Systems Division

2

Alexander Osterwalder

Yves Pigneur

3

1. A Business Model is a set of organizational and strategic solutions through which

a company acquires a competitive advantage

2. A Business Model describes the logic used by an organization to create,

deliver and capture value through its “proposition”

A company creates value for its Customers, when it helps them in pursuing

an important activity, satisfying a need, or solving a problem

4

1. Are you an entrepreneurial spirit ?

2. Are you constantly thinking about how to create value

and build new businesses, or how to improve or

transform your organization ?

3. Are you trying to find innovative ways of doing

business to replace old, outdated ones ?

Alexander Osterwalder

Yves Pigneur

5

If you’ve answered “yes” to any of these

questions, you’re visionaries, game

changers and challengers striving to defy

outmoded business models and design

tomorrow’s enterprises

Alexander Osterwalder

Yves Pigneur

6

Why I disagree ?

Building effective business models is a

complex activity, which must be carried out in

a disciplined and structured way !!

It is an activity in which “vision”, creativity

and innovation are necessary, but they are

not sufficient !!

It is an activity in which business analysis

plays a crucial, “enabling” role !!

7

Business Analysis: Reading & Shaping the Market

to create

the (right) link between Customer needs and Company results

Who is the customer ?

What does he value ?

Where and with whom do we compete ?

How do we coherently shape the strategy, creating the right link ?

Key (trivial) questions

8

Products/Geographies

User Groups

(Airlines Type)

Use Destinations

(Mid range, fast links)

Technologies

(HS Train vs Aircraft)

ATR42

ATR72

Europe

RRJ

USA Far

East Russia

Customer

Segments

«Traditional»

Segmentation

«Multidimensional»

Segmentation

Customer Segments

9

ADVANCED

TURBOPROPS

SMALL REGIONAL JETS

(50 Seats)

CONVENTIONAL TURBOPROPS

(<19 Seats)

USE DESTINATIONS

FEEDING +

HUB by PASS

FEEDING

(<300nm)

HUB by PASS MINOR HUBS

CONNECTIONS

USERS

TECHNOLOGY

(Aircraft type)

MAJOR/LARGE AIRLINES

MAJOR REGIONAL AIRLINES THE REGIONAL

TRANSPORT BUSINESS

IDENTIFICATION

THROUGH THE

MULTIDIMENSIONAL

APPROACH

CONVENTIONAL TURBOPROPS

(20-40 Seats)

CONVENTIONAL TURBOPROPS

(41-70 Seats)

SUPER REGIONAL JETS

(71-130 Seats)

CONVENTIONAL JET AIRLINERS

(Shortened version of greater narrow body)

POINT to POINT

Subsidiaries of Major Airlines (Low cost)

Joined with MA through Marketing Agreements

Independents

SECONDARY REGIONAL AIRLINES

SMALL REGIONAL AIRLINES

THIRD LEVEL COMPANIES (Corporate, Taxi, Light Commuter, etc.)

Subsidiaries of Major Regional Airlines

Joined with MRA through Marketing Agreements

Indipendents

FACTORS CONTRIBUTING TO

THE DEFINITION OF THE DIMENSIONS

USERS Fleet consistency and mix, network type, etc.

USE DESTINATION Stage Length, connections type, etc.

TECHNOLOGY Aircraft type: propulsion, speed, seating layout,

cross section, technological content, price, etc.

10

PRODUCT COMPETITIVENESS

SWave® VQ1 - Type 1

Selex ES product

Thales product

BAE product

Market Share

Geographical Footprint

Performance

Technology Advantage

Price Competitiveness

Reputation

COMMENTS & GAP EXPLANATIONS

ACTIONS TO IMPROVE

PRICE COMPETITIVENESS

GEOGRAPHICAL FOOTPRINT

MARKET SHARE

PERFORMANCE

REPUTATION

TECHNOLOGY ADVANTAGE

Xxx

Xxx

General Comments/Considerations

Single Products or Product Lines or Product Families

Value Proposition

Competitor A

Competitor B

11

Program Management

Quality

Correct and precise design

Clear and detailed technical specifications

Outstanding job in promotion

and selling

Production Quality

Understand what are the user’s needs to be satisfied

a

a

a

a

a ???

Value Proposition

12

Pursue the Operational Excellence enabling the full exploitation of the Company Distinctive & Core Capabilities

(rivalry is increasing everyday, everywhere, we must relay upon our

Operational Excellence and Distinctive & Core Capabilities)

Key Activities

Key Resources

13

Key Activities

Key Resources

14

IR Detectors

Thermal Imagers

Seekers

Thermal Sights /

Individual Equipment

Integrated

EO Systems 1

2

3

4

5 Components

Modules

Products/Sub Systems

Products/Sub Systems

Systems

PRIME Integrated

Battle-space / ISTAR Solutions

END-USER

Intra-LOB

Inter-LOB

Inter-Division

Intra-Group

External

Internal External

Third party suppliers

Channels

15

15

Modelli di Business 4 “Basic” Objectives 3 Sources of Competitive Advantage “n” Strategic Options

16

Revenue Streams

Cost Structure

• Significant and “focused” NR investments • Investment returns are “distributed” on a long term and “uncertain” time span

• Provision of a remote air surveillance service in support of UN peacekeeping mission deployed in the Democratic Republic of Congo (protection of civilian populations by monitoring armed militias)

• Revenues are not derived from supplying systems, but instead from the provision of an operational service, with relevant deployment of UAVs , ground control stations, pilots and logistics

17

“Chance Favors the Prepared Mind” Louis Pasteur (chemist and biologist)

• This presentation is an invitation to be rigorous, through a structured business analysis

• Models are suggested, sometimes very complex, which can induce an impression of rigidity

• Warning: there is a big difference between rigidity and rigorousness !!

• I think there should be no confusion: the first term hinders creativity, while the second one directs, enhance and gives it value

SOME FINAL THOUGHTS