Gamechangers and Business Models

with Prof. Peter Fiskwww.theGeniusWorks.com

AND BUSINESS MODELLINGGAMECHANGERS

Agenda

0800 0900 Welcome

0900 1030 Exploring the future

Seizing change to shape the future in your own visionLearning from the worlds most disruptive innovators

1100 1230 Changing the game

Finding your best new opportunities to accelerate future growthExploring innovative strategies to create and shape your better future

1330 1500 Design Thinking

Deep diving for new insights about current and future customersMore creative approach to business problem solving and ideation

1530 1700 New Business Models

Creatingmore focused and inspiring customer value propositionsDeveloping new business models to drive new revenues and growth

1700 1730 Next Steps

1900 2200 Dinner

The path to future growth

Future back

Focus on growth

Create disruption

Define proposition

Make it happen

Design thinking

Reframe purpose

Make connections

Redefine business

Accelerate action

Creativity is aboutopening up

to explore new ideasand possibilities

Innovation is aboutclosing down

to make the best ideashappen profitably

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Horizon 1 delivers

excellence and quick wins

Horizon 2 delivers

new concepts and extensions

Horizon 3 delivers

breakthroughsand a new core

What products and services do we bring together for our customers?

Customers Communication PartnersOfferings

Channels

Relationships Processes

Revenue streams Pricing models Cost streams Investments

Who are our target segments of customers and users?

Which types of distribution channels will we use to reach customers?

What kind of relationship do customers seek with us, and each other?

Who are the external partners to help us create and deliver the offerings?

What distinctive assets do we have to use in existing or new ways?

What benefits do we enable our customers to achieve?

What are the main internal activities to create and deliver the offerings?

What are the main sources of revenue, and which could be largest?

How, when and how often will we charge customers?

What are the most significant ongoing costs to create and deliver the offerings?

How much do we need to spend before we start earning?

Proposition

ResourcesWhat are the main internal resources to create and deliver the offerings?

Assets

Products & Services

What brand do we use? What are the key messages, and how do we engage customers?

Customer BrandJobsGains

Pains

What benefits does the customer expect or desire, both rational and emotional?

What are the negatives in their current experience, bothRational and emotional?

What is the customer trying to do the job they want to do, or new goal to achieve? Gain creators

How do the products and services create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations?

Pain relievers

Products and services

How do the products and services remove the negatives,eg save time and effort, make them fee better, remove negative impacts, or fears?

What are all the product and service components that enable the customer to achieve their job?

2021Where are the relevanthigh growth markets?

2018

2016

Who are the relevant high growth customers?

What are the relevanthigh growth categories?

What are the relevant high growth

products/services?

2021

2016

Idea

Create

Improve

Pivot

EXPLORINGTHE FUTURE

We live in an incredible time

VolatileUncertainComplex

Ambiguous

VibrantUnrealCrazyAstounding

Virtual world becomes real

Spectacles to Snap

Fashion by Amazon

Your future for $99

Robot heart surgery

$85bilion to be more human

Unlimited executive jets

Uber beyond Eats

Driverless in Singapore

Nanodegrees in the future

Anything is possible

Simple is often better

Global internet for all

Worldchanging decade

2010Pop 6.9BnGDP $63T

G7


E7

E7 = China, Malaysia, Chile, Poland, Peru, Mexico, Philippines

Worldchanging decade


G7


E7

Megacities: 70% by 2030

The new silk road

Climate change: 4 degrees

New geopolitics

What are the big change drivers in your world?

202520162020 2016 2020

2025

Customers

@geniusworkswww.theGeniusWorks.com

Tectonic shifts

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EastSmall

WestBig

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ProfitVolume

ConsumerPull

Individual

BusinessPushAverage

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ImaginationCapability

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TalentExperienceExponentialImprovement

Top jobs in next 5 years

Megatrends 2025

Human Technology

Global

Personal

Circular Economy

Reputation andPrivacy

CollaborativeConsumption

AnytimeAnywhere

Wearables and Sensors

Primary Megatrends

Enabling Megatrends

SupportingMegatrends

Human Technology

Global

Personal

Circular Economy

Robotics and Intelligence

Big Dataand Clouds

Smart Cities &Creative Hubs



Social Change and New Tribes

Wellbeing andBiotech

AnytimeAnywhere


Primary Megatrends

Enabling Megatrends


Human Technology

Global

Personal

Connectivity &Convergence

New Business Models

Circular Economy

Robotics and Intelligence

Big Dataand Clouds

Smart Cities &Creative Hubs



Social Change and New Tribes

Wellbeing andBiotech

Emerging markets

Urban Livingand Travel

AnytimeAnywhere

3D Printing &Smart Systems


Primary Megatrends

Enabling Megatrends


You can do anything

Ideas economy

Audacious ideas

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CHANGINGTHE GAME

Google X

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Why be 10% better?

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When you could be 10x better?

What is 10x not just 10% for your business?

Time

Impact

10X

10%

Shaping the future

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es

1. 23 & Me2. Aravind3. Editas4. Genentech5. Intuitive Surgical6. Narayana Hosp7. Organova8. PatientsLikeMe9. Scanadu10. Second Sight

1. Amazon2. Aussie Farmers3. Etsy4. Farfetch5. Le Pain Quotidien6. Pinterest7. Positive Luxury8. Rackuten Ichiba9. Trader Joes10. Zappos

1. Apple2. Beautyin3. DJI4. Go Pro5. Lego6. Method7. Natura8. Nike+9. Oculus Rift10. Renova

1. Alibaba2. ARM3. Bharti Airtel4. GE5. Google X6. OneWeb7. Raspberry Pi8. Samsung9. Slack10. Xiaomi

1. Aeromobil2. Air Asia3. Airbnb4. CitizenM5. Emirates6. Kulula7. RedBus8. Uber9. Virgin Galactic10. Zipcars

1. 3DHubs2. Corning3. DP World4. Dyson5. Embraer6. Local Motors7. Space X8. Syngenta9. Tata10. Tesla

1. Brewdog2. GrameenDanone3. Graze4. Juan Valdez 5. LA Organic6. Moa Beer7. Modern Meadow8. Nespresso9. Yeni Reki10. Zespri

1. Ashmei2. 1Atelier3. Desigual4. Jonny Cupcake5. Inditex6. Patagonia7. Rapha8. Shang Xai9. Threadless10. Toms

1. Aspiration2. Fidor3. First National4. Moven5. M-Pesa6. Robinhood7. Square8. TransferWise9. Umpqau10. Zidisha

1. Al Jazeera2. Buzzfeed3. Netflix4. Pledge Music5. Red Bull6. RiotGames7. Snap8. Ushahida9. ViceMedia10.WeChat

futureproduct futurefashion futurefood

futurehealth futuretech futuremakersfuturebank

futuretravel

N/S American brands European brands African/Arab brands Asia/Pacific brands

futuremedia

1. Ashoka2. AzuriTech3. Graal Bio4. IBM Watson5. IDEO6. Kickstarter7. Li & Fung8. Live Nation9. Salesforce10. Y Combinator

1. Bitcoin2. Bhutan3. City FC4. The Elders5. FanDuel6. ParkRun7. Michelle Phen8. Planetary Res9. Udacity10. You

futureservice futurebrands

Peter Fisk [email protected]

www.theGeniusWorks.com

futurestore

Gamechangers shaking up every market

Dont just play the game Change the game

Mexico 1968

Think different

audacious

networked

intelligent

collaborative

Change

Whyenabling

Peter Fisk 2013Gamechangers.pro

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Rockets Creative Beer

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Lululemons Yoga Beer

New Zealands Moa Beer

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Beer 52 by Subscription

Businessmodel

FinanceNetworking

2. Networkingenterprises structure/value chain

1. Business modelhow the enterprise makes money

Channel

DeliveryBrand Customer

experience

10. Customer experience how you create an overall experience for customers

9. Brandhow you express your offerings benefit to customers

Coreprocess

ProcessEnablingprocess

3. Enabling processassembled capabilities

4. Core processproprietary processes that add value

6. Product systemextended system that surrounds an offering

Productperformance

OfferingProductsystem

Service

7. Servicehow you service your customers

5. Product performancebasic features, performance and functionality

8. Channelhow you connect your offerings to your customers

Business innovation

Volume of innovation effortsLast 10 years

Businessmodel

FinanceNetworking Channel


experienceCoreprocess


Productperformance


Service

Business innovation

Businessmodel

FinanceNetworking Channel


experienceCoreprocess


Productperformance


Service

Cumulative value creationLast 10 years

Business innovation

DESIGNTHINKING

Harley Owners Group

Corning

Rethinking experiences


Customers Communication Offerings

Channels

Relationships

Revenue streams Pricing models

Who are our target (segments of) customers (or users), and what matters most to them?






Proposition

Products & Services


GeniusWorks 2015 www.theGeniusWorks.com

The Business Model Canvas

Whats the problem?

Whats the solution?

Design thinking: solving the right problem

Design thinking: fast and evolving solution

IT support is boring, isnt it?

For the customer, its an emergency

GeniusWorks [email protected]

What do customers really want?

Framing context and relevance

Reframing your purpose and marketspace

GeniusWorks [email protected]

Think Airbnb

CustomerJobsGains

Pains



What is the customer trying to do the job they want to do, or new goal to achieve?

CustomerJobsGains

Pains

What do customers really want?


Pains





Pain relievers




How to solve the problem better?

BusinessGain creators


Pain relievers




BusinessGain creators

Pain relievers


Whats a better solution?

BUSINESSMODELS

Xeroxs new business model

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Think Tesla

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Think Nespresso

Airbnb

Starbucks

Kickstarter

Jawbone

Donutselling

Low priced core than sell

extrasRyanairSAP

Affiliateselling

Helping others to sell

productsAmazonPinterest

Auctionplatform

Selling other products to highest bid

EbayElance

Bartergoods

Exchange goods, no money

Pay/TweetBarterbook

Cash advanceCustomer

pays before goods made

DellGroupon

Cross selling

Sell adjacent products to sell moreTchiboShell

Crowd funding

Financed by fans as first consumersPebble

Brainpool

Crowd sourcingIdeas from

customers for reward

ThreadlessP&G

DigitalFormats

Turning physical into digital goods

NetflixDropbox

Directselling

Brand sold direct to customerFirstDirectAussieFarm

sellingCustomer buys more

than productHarley Dav

Red Bull

Flat rate pricing

Single fee or subscrip. for unlimited use

NetflixSandals

FractionalOwnership

Customers each own sharesNetjetsHomebuy

Franchise brand

Licensing format for a fee and %

SparLufthansa

FreemiumpaymentFree basic

then charge for premium

SkypeSpotify

Guarantee avaiiableAvailability

becomes key promiseNetjetsHilti

Guaranteereplace

Builds trust in quality and

loyaltyTimberland

Tumi

revenueAlternative sources, egadvertisingGoogleMetro

Ingredientbranding

Branded part other brand proposition Goretex

Intel

Integrated supplyEfficiency through

supplychainZara

ExxonMobil

BrandCuratorBringing

together best brandsFab

Pos.Luxury

FunctionalspecialistAdding one

expert step to othersPayPalTrust-e

DataLeverage Reselling

aggregated customer dataFacebook23andMe

License brand

License brand or patent IPEd HardyARM

UniqueFormatLock-in to compatible formatsHP

iTunes

Long tail range

Offer huge range to many

nichesAmazoniTunes

MassCustomise

Make it personal for each person

DellBMW

NoFrills

Simple and minimal spec at lower costSouthwestAccor

Open SourceMake IP

available to everyoneAndroidTesla

Solution Integrator

Connecting all sources and partners Li &

FungAccenture

Pay per use

Payment metered by use or timeZipcars

Azuri Tech

Pay what you wantCustomer

choose the price

RadioheadPanera

Shareduse

Customers buy same productAirbnb

RelayRides

Peer to Peer

Customers buy from customersCraigslistZopa

Resultsbased

Price based on agreed outcomes

Rolls RoyceXerox

Razor and Blade

Low price core, high price refillsGillette

Nespresso

Rent dont buy

Time based fee for period

of useXeroxRegus

RevenuesharingShare with

others to inccustom base

AA/BAApp Store

ReverseInnovateSell simple products in mainstream

HaierOneLaptop

One forOne

Charge the rich to fund

the poorToms

Narayana

Self service

Customers do more

themselvesIKEA

McDonalds

Quality assuranceCertification and trusted endorsement

ISOVerisign

Multilevel marketingPyramid of customer selling

TupperwareAvon

Subscribe to it

Customer pays regular

feeTime

DollarShave

Bottom of pyramid

Tailor offer to less wealthy customersTata NanoWalmart

Trash to cash

Turn waster into new productsBraskomEkocycle

Dynamic pricing

Prices changes by demandPricelineWallSt Bar

Co-createDesign

Customers are co-

designers of products

ThreadlessLocal Motors

WhitelabelMake

products for another brand

CottMcBride

Doing good

Benefits society or

environmentOxfam

Ecotricity

Experience

Advertising

GeniusWorks2015 www.theGeniusWorks.com

GAMECHANGERS: 50 DIFFERENT BUSINESS MODELS



Channels














Proposition


Assets

Products & Services





Customers Communication Offerings

Channels

Relationships

Revenue streams Pricing models







Proposition

Products & Services




Partners

Processes

Cost streams Investments







Assets





Channels













Proposition


Products & Services




1 23

4

6

7


Assets

5



Channels














Proposition


Assets

Products & Services




+genius

Are you ready to change your game?

Acting with speed and agility

Connecting ideas and people

Passion to make life better

Having an audacious attitude

Shaping your own vision

Making sense of change

Persisting to make it happen


Future back

Focus on growth

Create disruption

Define proposition

Make it happen

Design thinking

Reframe purpose

Make connections

Redefine business

Accelerate action

Creativity is aboutopening up

to explore new ideasand possibilities

Innovation is aboutclosing down

to make the best ideashappen profitably

Page 16

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on 3

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Deliv

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Resu

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Resu

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Resu

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Horizon 1 delivers

excellence and quick wins

Horizon 2 delivers

new concepts and extensions

Horizon 3 delivers

breakthroughsand a new core



Channels














Proposition


Assets

Products & Services



Pains





Pain relievers




2021Where are the relevanthigh growth markets?

2018

2016

Who are the relevant high growth customers?

What are the relevanthigh growth categories?

What are the relevant high growth

products/services?

2021

2016

Idea

Create

Improve

Pivot

Are you ready to change your game?

Developing a better strategy for

future growth

Rethinking the rules of markets

and business

FuturePossibilities

Changing the Game

Customer deep-dives and creative development

Developing a future blueprint for

your business

Design Thinking

Business Innovation

Finding the best opportunities for

your own business

Making smarter choices short and

long-term

Exploring New Business Models

Defining your New Business Model

Planning and accelerating imple

mentation

Leadership that turns ideas

to winning results

Making Ideas Happen

Leadership and Performance

GAMECHANGERS EXECUTIVE PROGRAM

Prac

tica

lly a

pp

ly th

e b

est i

dea

s to

you

r b

usin

ess

Prac

tica

lly s

hap

e an

d te

st in

you

r b

usin

ess

Day 1 Day 2 Day 3 Day 4

@geniusworkswww.theGeniusWorks.com

The Gamechangers executive program enables you to develop the right strategy, smarter innovation and winning business, applied to your business. It is fast, detailed, facilitated and practical, applied to the best opportunities to help your own business innovate and grow, and for you to lead and create your better future.

+genius

Be boldBe brave

Be brilliant

[email protected]

Gamechangers and Business Models

Business

Transcript of Gamechangers and Business Models