Supplement to Global patterns and drivers of phylogenetic ...
STUDY OF STRATEGIC DRIVERS AND PATTERNS THAT CHANGE …
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This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 737183. This reflects only the author's view and the European Commission is not responsible for any use that may be made of the information it contains. STUDY OF STRATEGIC DRIVERS AND PATTERNS THAT CHANGE PLANET LABS’ BUSINESS MODEL CANVAS Margalida Puigserver Rosselló [email protected] 27-29th of November of 2019, GA Brussels • Planet Labs: Earth Observation Company operating CubeSats. • Planet was created as an Earth Observation company based on CubeSat operations. Recently, it has expanded its constellations with larger satellites, and has entered an innovative Mission 2 phase [1]. How and why have this changes happened? May the results be applied to other New Space companies? CANVAS B.M. COST SIDE VALUE SIDE Key Resources Value Proposition Key Activities Customer Segments Key Partnerships Customer Relationships Cost Structure Channels Revenue Streams Drivers & Patterns CHANGES WHAT HOW WHY CONSEQUENCES DRIVERS PATTERNS Results Analysis CUSTOMER SEGMENTS CUSTOMER RELATIONSHIPS CHANNELS VALUE PROPOSITION KEY ACTIVITIES KEY RESOURCES KEY PARTNERS COST STRUCTURE REVENUE STREAMS Engineering and defense Data Analysis Environmental and Agriculture Data Analysis National and International Agencies NGOs Small companies and Organizations Automated Services Personalized Attention Co-creation Resellers and Distributors Platforms Solution Partners Customer Attention Conference Interviews Open Sourced Channels & Creative Commons Democratize Space Data Good Performance Costs Reduction Easy Accessibility Variety in Services High Customization Learn by Doing Variety in Applications Low Revisit Time Data Licenses Valuable Contracts List Prices Price dependent on features Recurrent Payments Constellations development & Maintenance Ground Control Software Develop. Data Science Mission 2 Facilities Machinery Constellations Data Bases Human Resources Ground Stations Copyright COTS Providers Launchers & Deployers Investors Deliverers Commercial Partners Agriculture Partners Intelligence Partners Space Agencies Salaries Mission 2 Develop. Manufacturing Launches Sat. Updates Facilities Facilities COTS Software Maintenance Data Storage Data Processing & Analysis General Expansion Increase in the number of contracts with National & Space Agencies Increase in Co- creation Platform Update Increase in Revenues Increase in variety & customization Settlement of value Proposition Mission 2 Research Satellite Design Data Engineering & Research in Innovation Constellations growth Growth in all fields New alliances New collaborations Coopetition Investment in Expansion Investment in Innovation Traits from the present CANVAS Observed changes in CANVAS Drivers of Change Market Consolidation New Technologies Market Opening Government’s growing Interest Entrance of S&M Companies Higher Customization Service as a Commodity Expansion & Innovation Brand Consolidation External Drivers Internal Drivers Internal - External Drivers Planet’s Traits Suiting Patterns Growth through Innovation Decrease in Price of Services Reduction in Cost Structure Increase in number of customers Automated Channels & Relationships Long Tail B.M Open Business Model Democratizing B.M. There seems to be a common pattern for the New Space companies Conclusions References Planet’s Success Factors • Use of new technologies. • Collaboration with partners. • Expansion to new markets. • Positive market’s tendencies. • Advances in Data Science. • Pursue of Innovation Growth of the EO Market • Because of the entrance of New Space companies. • Because of the democratization of space. • The growth of Planet is a reflection of this growth. Future • Update when Mission 2 is accomplished. • Studies on more companies. • Extrapolation. [1] Planet. URL: https://www.planet.com (visited on 05/10/2019). Methodology • Development of pre and post change CANVAS B.M [2] and comparison. • Analysis of changes, identification of drivers and suitable patterns. [2] Pigneur Y. Osterwalder A. Business Model Generation.
Transcript of STUDY OF STRATEGIC DRIVERS AND PATTERNS THAT CHANGE …
This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 737183. This reflects only the author's view and the European Commission is not responsible for any use that may be made of the information it contains.
STUDY OF STRATEGIC DRIVERS AND PATTERNS THAT CHANGE PLANET LABS’
BUSINESS MODEL CANVASMargalida Puigserver Rosselló
[email protected] of November of 2019, GA Brussels
• Planet Labs: Earth Observation Company operating CubeSats.
•
Planet was created as an Earth Observation company based on CubeSat operations. Recently, it has expanded its constellations with larger satellites, and has entered an innovative Mission 2 phase [1]. How and why have this changes happened? May the results be applied to other New Space companies?
CANVAS B.M.
COST SIDE VALUE SIDEKey Resources Value PropositionKey Activities Customer Segments
Key Partnerships Customer Relationships
Cost StructureChannels
Revenue Streams
Drivers & Patterns
CHANGESWHATHOWWHY
CONSEQUENCESDR
IVER
S
PATTERNS
Results Analysis
CUSTOMER SEGMENTS
CUSTOMER RELATIONSHIPS
CHANNELS
VALUE PROPOSITIONKEY ACTIVITIES
KEY RESOURCES
KEY PARTNERS
COST STRUCTURE
REVENUE STREAMS
Engineering and defense Data Analysis
Environmental and Agriculture Data Analysis
National and International Agencies
NGOs
Small companies and Organizations
Automated Services
Personalized Attention
Co-creation
Resellers and Distributors
Platforms
Solution Partners
Customer Attention
Conference Interviews
Open Sourced Channels & Creative Commons
Democratize Space Data
Good Performance
Costs Reduction
Easy Accessibility
Variety in Services
High Customization
Learn by Doing
Variety in Applications
Low Revisit Time
Data Licenses
Valuable Contracts
List Prices
Price dependent on features
Recurrent Payments
Constellations development & Maintenance
Ground Control
Software Develop.
Data Science Mission 2
Facilities
Machinery
Constellations
Data Bases
Human Resources
Ground Stations
Copyright
COTS Providers
Launchers & Deployers
Investors
Deliverers
Commercial Partners
Agriculture Partners
Intelligence Partners
Space Agencies
Salaries
Mission 2 Develop.
Manufacturing
Launches
Sat. Updates
Facilities
Facilities
COTS
Software Maintenance
Data Storage
Data Processing & Analysis
General Expansion
Increase in the number of contracts with National & Space
Agencies
Increase in Co-creation
Platform Update
Increase in Revenues
Increase in variety & customization
Settlement of value Proposition
Mission 2 Research
Satellite Design
Data Engineering & Research in Innovation
Constellations growth
Growth in all fields
New alliances
New collaborations
Coopetition
Investment in
Expansion
Investment in Innovation
Traits from the present CANVAS
Observed changes in CANVAS
Drivers of ChangeMarket Consolidation New Technologies
Market Opening Government’s growing Interest
Entrance of S&M Companies Higher CustomizationService as a Commodity Expansion & Innovation
Brand Consolidation
External Drivers Internal DriversInternal - External Drivers
Planet’s Traits Suiting Patterns
Growth through InnovationDecrease in Price of ServicesReduction in Cost Structure
Increase in number of customers
Automated Channels & Relationships
Long Tail B.M
Open Business Model
Democratizing B.M.
There seems to be a common pattern for the New Space companies
Conclusions
References
Planet’s Success Factors
• Use of new technologies.• Collaboration with partners.• Expansion to new markets.• Positive market’s tendencies.• Advances in Data Science.• Pursue of Innovation
Growth of the EO Market
• Because of the entrance of New Space companies.
• Because of the democratization of space.
• The growth of Planet is a reflection of this growth.
Future
• Update when Mission 2 is accomplished.
• Studies on more companies.
• Extrapolation.
[1] Planet. URL: https://www.planet.com(visited on 05/10/2019).
Methodology• Development of pre and
post change CANVAS B.M [2] and comparison.
• Analysis of changes, identification of drivers and suitable patterns.
[2] Pigneur Y. Osterwalder A. Business Model Generation.
