Innovation Mgmt

8/19/2019 Innovation Mgmt

1/38

Innovation Management for

Maximum Efficiency and Productivity

L E C T U R E

P R E S E N T E D B Y :

B E N S O N G A R N E R

1

B E N S O N G A R N E R ,B U S I N E S S D E S I G N E R

@ B E N S O N G A R N E R

B E N S O N @ B E N S O N G A R N E R . C O M

2

tools and slides courtesy of

Strategyzer Academy

L E C T U R E

C R E A T E D B Y

S T R A T E G Y Z E R . C O M

& T H E B U S I N E S S M O D E L F O U N D R Y

3 4


2/38

The Business Model Canvas

Revenue Streams

Channels

CustomerSegmentsValue PropositionsKeyActivitiesKeyPartners

KeyResources

Cost Structure

CustomerRelationships

Designed by: Date: Version:Designed for:

: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer

Thisworkislicensedunderthe Creative CommonsAttribution-Share Alike 3.0UnportedLicense.Toview a copyofthislicense,visit:http://creativecommons.org/licenses/by-sa/3.0/ orsendalettertoCreative Commons,171SecondStreet,Suite 300,SanFrancisco,California,94105,USA. strategyzer.com

5 6

7 8


3/38

iPad app

The Business Model Toolbox

9

Web app

Strategyzer.com

10

11

strategyzer.com

Gain Creators

Pain Relievers Pains

Gains

Products& Services

CustomerJob(s)

The Value Proposition Canvas

Value Proposition Customer Segment

ThemakersofBusinessModelGenerationandStrategyzer

Copyright BusinessModel FoundryAG

12


4/38

13

time

machine....

14

[sources: Henry Chesbrough, photo: life.com]

15

[sources: Henry Chesbrough, photo: xerox.com]

16


5/38

revenue growth of41%

compounded for the next20 years

[sources: Henry Chesbrough, photo: xerox.com]

17 18

19

2012 revenue of $50.2billion($10.7 billion net income)

20


6/38

LessonsLearned

21

they focused on product innovationalone

they empower the product throughthe business model

22

they simply copied fromcompetitorsthey invented a new

business model

23

they could prove in advancethat the model would workthey had to take some risk and

experiment

24


7/38

25

decision

attitude:

it’s easy tocome up with

alternatives,

but difficult to

choose

between them

26

existing choices

a b c

27

Yesterdaysdominant business models

and value propositions

E X P I R E D

28


8/38

musicindustry E X

P I R E D

29

publishingindustry E X

P I R E D

30

pharmaindustry E X

P I R E D

31

What aboutyour industry?

E X P I R E D

32


9/38

deciding amongexisting options is not

enough anymore

33

existing choices

abcgkodesigning alternatives

34

making choices

abcgkoHow do you design business modeland value proposition alternatives?

35 36


10/38

how do (business) peopletraditionally discuss

innovation and strategy?

37

(smart people sitting around a table)

38

39 40


11/38

41 42

43

do you know what thisphenomena is called?

44


12/38

blahblah

blah

the land of ...

45 46

Any problemcan be made

clearer with a

picture.– Dan Roam, Author

“

”

47

T he B us iness M

ode l C an v as

Re venue S treams

C hannels

Cus tomerSegmen ts

Value Propos it ions

Ke y Ac t i v i t ies

Ke y Par tners

Ke y Resources

Cos t S truc ture

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h ips

De signedb y:

Date:Ver sion:

De signedfor:

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C o p y r ig h t B u s i n e s s M o d e l F o u n d r y A G

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48


13/38

49 50

51 52


14/38

53

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proactively adapt and

evolve the business

model and value

proposition

54

LessonsLearned

55

To get beyond the “decisionattitude” we must designmultiple business model

alternatives

56


15/38

The Business Model Generation methods and tools create a visuallanguage that gets us beyond the

land of blah blah blah

57

how much did the cost of homecoffee consumption change forSwiss households over the last

couple of years?

58

+800%+600%

59

Nespressochanged the business model

for espresso

60


16/38

still one of the fastest-growing businesses in

the Nestlé group

61

average growth of 30%p.a. since 2000

62

approx. 4 billion CHF annualrevenue with 1 product line(4.2B USD)

63

what is a business model?

64


17/38

65

a business modeldescribes the rationalefor how an organizationcreates, delivers, and

captures value

Business Modeldef.

(busi·ness-mo·del)

66

Business

Model

Canvas

67


RevenueStreams

Channels

CustomerSegmentsValuePropositionsKeyActivitiesKeyPartners

KeyResources

CostStructure




ThisworkislicensedundertheCreativeCommons Attribution-ShareAlike3.0UnportedLicense.Toviewacopyofthislicense,visit:

http://creativecommons.org/licenses/by-sa/3.0/orsendalettertoCreativeCommons,171SecondStreet,Suite300,SanFrancisco,California,94105,USA. strategyzer.com

68


18/38

CUSTOMER SEGMENTS

images by JAM

the different groups of people or organizations your organization

aims to help with getting a job done

69

VALUE PROPOSITIONS

images by JAM

describes the bundle of products and services that create

value for a specific customer segments

70

CHANNELS

images by JAM

outlines the customer touch points t hrough which an organization

interacts with each of its customer segments to communicate and

deliver a value proposition

71

CUSTOMER RELATIONSHIPS

images by JAM

describes how an organization gets, keeps, and grows

each customer segment and what type of

relationships it entertains with each of t hem

72


19/38

REVENUE STREAMS

images by JAM

represents the type of revenues an organization generates from each

customer segment for a specific value proposition

73

KEY RESOURCES

images by JAM

describes the most important assets required to make a

business model work

74

KEY ACTIVITIES

images by JAM

describes the most important things a company must perform

to make its business model work

75

KEY PARTNERS

images by JAM

outlines the network of suppliers and partners that make

the business model work

76


20/38

COST STRUCTURE

images by JAM

describes all costs incurred to

operate a business model

77

images by JAM

customer segmentskey partners

cost structure revenue streams

channels

customer relationshipskey activities

key resources

value proposition

78

images by JAM

customer segmentskey partners

cost structure revenue streams

channels

customer relationshipskey activities

key resources

value proposition

79

images by JAM

80


21/38

CANVAS OVERLAY

images by JAM

OFFER

CHANNELS

CUSTOMER

RELATIONSHIPS

CUSTOMER

SEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEY

ACTIVITIES

KEY

PARTNERS

KEY

RESOURCES

81

images by JAM

CANVAS OVERLAY

CHANNELS

CUSTOMER

RELATIONSHIPS

CUSTOMER

SEGMENTS

REVENUE STREAMSCOST STRUCTURE

KEY

ACTIVITIES

KEY

PARTNERS

KEY

RESOURCES

OFFER

82


Revenue Streams

Channels

Customer SegmentsValue PropositionsKey ActivitiesKey Partners

Key Resources

Cost Structure

Customer Relationships



ThisworkislicensedundertheCreativeCommonsAttribution-ShareAlike3.0UnportedLicense.Toviewacopyofthislicense,visit:

http://creativecommons.org/licenses/by-sa/3.0/orsendalettertoCreativeCommons,171SecondStreet,Suite300,SanFrancisco,California,94105,USA. strategyzer.com

bu ild ing

b loc k

bui ld i ngbloc k

building

block

buildingbloc k

building

block

b u i l d i n g

b l o c k

building

block

b u i l d i n g b l o c k

bu ild ing b loc k

buil d ingbloc k

buildingbloc k

building

block

BusinessModelGeneration.com/canvas

83

example:Nespresso

84


22/38

Key Partners Key Activ it ies

Key Resources

Value

Proposition

Customer

Relationships

Customer

Segments

Channels

Revenue

Streams

Cost

Structure

Nespresso

Nespressomachines

re tail

households

business

1 x machine

sales

machine manu facturer

85


Key Resources

Value

Proposition

Customer

Relationships

Customer

Segments

Channels

Revenue

Streams

Cost

Structure

Nespresso

Nespressomachines

re tail

Nespresso

.com

mailor der &c allcent er Nespresso s tores

households

1 x machine

sales

distributionchannels

machine manu facturer

Nespresso club

Ne s p re s so p

od s

86


Key Resources

Value

Proposition

Customer

Relationships

Customer

Segments

Channels

Revenue

Streams

Cost

Structure

Nespresso

Nespressomachines

re tail

Nespresso

.com

mailor der &c allc enter Nespresso s tores

households

1 x machine

sales


machine manu fac turer

Nespresso club

Ne s p re s so p

od s

why different

channels?

87


Key Resources

Value

Proposition

Customer

Relationships

Customer

Segments

Channels

Revenue

Streams

Cost

Structure

Nespresso

Nespressomachines

re tail

Nespresso

.com

mailor der &c allc enter Nespresso s tores

households

1 x machine

sales


machine manu fac turer

Nespresso club

Ne s p re s so p

od s

Nespresso machinesacquir e and lock-in

switching costs

br and pat ent s

broad

distribution

88


23/38


24/38

Each business modelbuilding block reinforces

the others

93

!Before their success, they hadthe wrong business model and

almost went bankrupt!

94


Key Resources

Value

Proposition

Customer

Relationships

Customer

Segments

Channels

Revenue

Streams

Cost

Structure

Nespresso

Nespressosystem

of fices

joint venture with

manufacturer

mac h ine

manu fac turer

95

the right business model canbe the difference betweensuccess and failure for the

same product

96


25/38

97 98

99

they built a portfolio, whichsustained their growth and

diversified risk

100


26/38

If in r i v r r i n r t r sn 't F i t

nthin, it m n t r t in u s t m r

v u. n't rr i f n t i n s/ i n s rh k – u n't stisf t h m . sk

urs f , h s ur u r s i-

t i n r t u r Cu st m r ?

7

TheBusiness ModelCanvas

Revenue Streams

Channels

CustomerSegmentsValue PropositionsKeyActivitiesKeyPartners

KeyResources

Cost Structure


Desig ned by: Date: V ersi on:Designedfor:

: Business Model Foundry GmbH, Switzerlandwww.businessmodelgeneration.com

Thisworkislicensedunderthe Creative CommonsAttribution-Share Alike 3.0UnportedLicense.Toview acopyofthislicense,visit:

http://creativecommons.org/licenses/by-sa/3.0/orsendalettertoCreativeCommons,171SecondStreet,Suite 300,SanFrancisco,California,94105,USA. strategyzer.com

zooming into the value proposition

101

a value propositiondescribes the

benefits customerscan expect from a

bundle of products andservices

Value Propositiondef.

(val·ue-pro·po·si·tion)

102

i i .

Crete Observe i .

Fit

33

C

C

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,

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,

7

customer profilevalue map

103

CUSTOMER JOBS

what customers are trying to get done in their work and in their lives;

tasks to perform, problems to solve, needs to satisfy

j i

i i .

i i i i i i .

, i i i

i i

i i . , i i i

i i i i i .

* T “j ” v , r ,

r , I nn i h r n.

.

, ,

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.

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,

.

104


27/38

CUSTOMER PAINS

describe bad outcomes, risks, and obstacles related to customer jobs

. .

i i ,

, i i

. .

i i , , i

i

i i

. . i

i i , i

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i i i

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105

CUSTOMER GAINS

describe the more or less expected benefits the customers are seeking

i i

. . i i i i ,

i

i

i i

. . i i j ,

i

’ j i

i . . i

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i

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i i , , i

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106

The focus should

be on what jobscustomers are

trying to get done.

– Tony Ulwick, Founder

Strategyn

“

”

107

Jobs-to-be-done

offers a clear way toinnovate.

– Clay Christensen,

HBS

“

”

108


28/38

PRODUCTS & SERVICES

a list of all the products and services a value proposition is built around

109

PAIN RELIEVERS

describe how your products and services alleviate customer pains

I I

110

GAIN CREATORS

describe how your products and services create customer gains

I I

111

Why dobusinesses fail?

112


29/38


30/38

10m

or 1b+

search execution

design testing


Revenue Streams

Channels

Customer SegmentsValue PropositionsKeyActivitiesKeyPartners

KeyResources

CostStructure


D e si gnedb y: D at e: V er si on:D esi gned f or:

: Business Model FoundryGmbH, Switzerlandwww. busi nessmodelgenerati on. com

T his wo rk is lic ens ed u nd er t he C rea tiv eC ommon sA ttr ib utio n -Sh are A lik e3 .0 U n po rte d L ic en se. To vie wa c op y o f t his lic en se ,v isit:h ttp ://c re ativ ec ommon s.o rg /lic en se s/b y-s a/3 .0 /o rs en da le tte rto C re ativ e Co mmo ns ,1 71 S e co nd S tr ee t,S uit e 3 0 0,S an F ran cis co ,C alif orn ia ,9 410 5, US A. strategyzer. com

strategyzer.com

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KeyResources

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Desi gn ed by : D at e : V er si on:D esi gnedfor :

: Busi nessModel Foundry GmbH, Switzerlandwww.businessmodel generation.com

Th is wo rk is lice ns ed un de rth e Cre a tive C ommon sA ttri bu tio n-S h are Ali ke 3.0 U np ort ed L ice ns e.T o vie wa c opy o fth is lic ens e,v is it:htt p:/ /c rea tiv ec ommon s.o rg/l ic en ses /b y-s a/3 .0 /o rse nd a lett e rto C rea tiv eC ommon s,1 7 1S ec on dS tre et, S uite 3 00 ,Sa n Fra nc isc o,C a lifo rn ia,9 4 105 ,U SA . strategyzer. com

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Cost Structure


D esi gned by: D at e : V er si on:D esi gned f or:

: BusinessModel FoundryGmbH, Switzerlandwww.bu sinessmodel generation.com

Th is wo rk i s l ice ns ed un de rth e Cre a tiv eC ommon sA ttri bu tio n-S h are A like 3 .0U n port e dL ice ns e. T o vie w a c op yo fth is lic en se ,vis it:htt p:/ /c rea tiv ec ommon s.o rg /lic en ses /b y-s a/3 .0 /o rs en da le tte rto C re ativ e C o mmo ns, 17 1S ec on d S tre e t,S uite 3 00 ,S an Fra n cis co ,Ca lifo rn ia, 94 10 5, U S A. strategyzer. com

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Desi gned by : Da t e : V er si on:D esi gnedf or:

: Busi nessModel Foundry GmbH, Swi tzerl andwww.businessmodelgeneration.com

Th iswo rk isli ce ns ed un de rth e C re ati ve C ommo ns A ttrib u tio n-S ha re Ali ke 3.0 U np orte d Lic en se .T ov iewa co py oft h is lice ns e,v is it:htt p:/ /c rea tiv ec ommo ns .o rg/l ice ns es /by -s a/3 .0/ ors e nd a lett ert o Cre a tiv eC ommon s,1 71 S eco nd S tre et,S u ite 30 0,S a nF ra nc isc o,C ali fo rnia ,9 41 05 ,U SA . strategyzer.com

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Desi gnedby: D at e : V ersi on:D esi gnedf or:

: BusinessModel FoundryG mbH , Swi tzerl andwww.businessmodelgeneration.com

Th iswork is lic en se d und ert h eC re ati ve Co mmo ns Att rib uti on -S ha re A lik e 3 .0 U np orte d Lic en se .To v iewa co py oft h isli ce ns e,v isit :http :// cre a tive co mmo ns .org /li ce ns es/b y -sa /3 .0/ ors e nd ale tte rt o Cre ati ve C ommon s,1 71 Se co nd Str e et,S u ite 30 0,S a nF ran cis co ,C alif orn ia ,9 41 05 ,U SA . strategyzer.com

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Revenue Streams

Channels


KeyResources

Cost Structure


Desi gnedby : D at e: V ersi on:D esi gnedf or:

: BusinessModel FoundryG mbH , Swi tzerl andwww. businessmodelgenerati on.com

This work is lic en se d und ert h eC re ativ e Co mmo ns Att rib uti on -S ha re A lik e 3 .0 Un po rte d Lic en se .To v iewa co py oft h isli ce nse ,v isit :http :// cre a tive co mmo ns .org /li ce ns es/b y -sa /3 .0/ o rs e nd ale tte rt o Cre ati ve C ommons ,1 71 Se co nd Str ee t,S u ite 30 0,S a nF ran cis co ,C alif orn ia ,9 41 05,U S A. strategyzer.com

strategyzer. com

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[Source: design squiggle adapted from Damien Newman, Central]

117

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120


31/38

test

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a business model or

value proposition

might look great

on paper...

122

?

?

?

?

? ?

?

+Zoom-Zoom

.

.

, , , , ,

but it’s really just a set of

hypotheses

H YPO THESI

H Y PO T H E S

HY P OT HE S IS

H Y PO T H E S

H YPO THESI

HY P OT HE S I

HY P OT HE S IS

H YPOTHESIS

H YPO THESIS

H YPO THESIS

HY P OT HE S IS

H Y PO T H E S

123

SEARCH EXECUTION

customer development

customer

discovery

customer

validation

customer

creation

company

building

PIVOT

[Source: based on StartupOwner’s Manual (2013) Blank& Dorf]

124


32/38

Provide evidence

showing “what”

customers care about

(the circle) before

focusing on “how” to

help them (the square)

Testing the circle

125

Provide evidence

showing that your

customers care about

how your products

and services kill pains

and create gains

Testing the square

126

Cost Structure

Ke Prtnerships

Ke R esources Chnnes

Ke Activities Vue Propositions Customer

Retionships

Customer

Segments

Revenue Strems

Provide evidence

showing that the

way you intend to

create, deliver,

and capture value

is likely to work

Testing the rectangle

127

Test Crd

+

-Extrct Hpotheses Prioritize Hpotheses Design Test

T

128


33/38

, , , , ,

Lerning Crd

+

!-

Prioritize Tests Run Tests Cpture Lernings Mke Progress

129

strategyzer.com

Gain Creators

Pain Relievers Pains

Gains

Products& Services

CustomerJob(s)


Value Proposition Customer Segment

strategyzer.comThemakersofBusinessModel GenerationandStrategyzer CopyrightBusinessModelFoundryAG

Pu t Fea ture

Here

How Does it

Kill Pains

Ho w Does i t

Crea te Gains

What needs to be

true for this

feature to work

and create value?

130

customer segment X

wants to save 5% on Y

talk to 20 potential customersand give them a trackable link

with more informationhow many of the

interviewees clicked on

the follow-up link50% clicked the

link

131

Test Card Learning Card

132


34/38


35/38

LessonsLearned

137

To get beyond the “decisionattitude” we must design

multiple business model andvalue proposition

alternatives

138

The Business Model Generation methods and tools create a visuallanguage that gets us beyond the

land of blah blah blah

139

Great products and servicescan fail with the wrong

business model

140


36/38

a better business model almost always outcompetes

a better technology

141

A better understanding ofthe customer profile leads to

better value propositions

142


and Value PropositionCanvas work together

143

We can use the canvases to

map existing models,improve them,

and invent new ones

144


37/38

we can use designtechniques to come up with

better alternatives

145

FurtherResources

146

Get a PDF of the canvases free atwww.strategyzer.com/canvas

147

Get free chapters atwww.strategyzer.com/books

148


38/38

Design business modelsdigitally at www.strategyzer.com

149

Feel free toreach outwith any

questions150

Thanks andgood luck!

151

Innovation Management for

Maximum Efficiency and Productivity

L E C T U R E

P R E S E N T E D B Y :

@ B E N S O N G A R N E R

B E N S O N @ B E N S O N G A R N E R . C O M

152

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