107
Service in the industry is not a product feature but a business model Lecture AFSMI
| Date post: | 18-Sep-2014 |
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Service in the industry is not a product feature but a business model
LectureAFSMI
And this lecture will provide you with insights on how to design new business models based on both business logic and creative instinct
Lecture
AFSMI
Example from the past
Example from present day
Example for the future >>> pay for services?
34%
14%
41%
3%7%
Retail and FMCGHigh-tech industryMedia and technologyCreative industryProfessional services
Publishers, broadcasters, retailers and technology companiesEntertainment, telecom and television production companiesTravel and leisure, architecture, fashion and professional services companiesIndustrial manufacturing, (bio-)technology, science and education, banking and insurance companiesAviation, automotive, engineering and construction companies
2010
2009
2008
20072006200520042003
Let me introduce myself
Strategy Consultant: 80% corporate/executive + 20% start-up/new business
Goal to discover new business model(s) together
1. Lets meet the industry>>> and your greatest challenges
2. Lets think services>>> and use your creative instinct
3. Lets talk business >>> and bring in your business logic (finally)
2x45 minutes, with breaks and discussion
1The industrythe players, the game
Lets meet the industry
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
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Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
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Distribution > Sales > Maintenance
Greatest challenge: Process innovation and automation
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
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Wrap up left-hand side of the business model
1. Greatest challenge for your value proposition>>> customer orientation and service innovation
2. Greatest challenge for your key activities>>> process innovation and automation
3. Greatest challenge for your key resources>>> human resources
4. Greatest challenge for your key partners>>> managing alliances
5. Greatest challenge for your cost structure>>> productivity and cost control
Service in the industry is not a product feature but a business model
Break
Lets describe your nightmare competitor
Goal imagine your ultimate competitor1. Think of a competitor with unlimited resources and working capital
>>> dont rely on the past2. This competitor has as many valuable relationships as you have
>>> forget any market barriers3. This competitor is operational in business today
>>> let go of the status quo4. What would this ultimate competitor look like and how would he act?
5. What would you do to deal with this competitor (e.g. prevent/defense/become/...)?
5 minutes, individually
Break
Lets play
2Servicethe concept
Lets think services
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
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Service in the industry is not a product feature but a business modelWrap up right-hand side of the business model
1. Greatest challenge for your value proposition>>> customer orientation and service innovation
2. Greatest challenge for your customer relationships>>> establish relationships
3. Greatest challenge for your channels>>> create multiple touch-points
4. Greatest challenge for your customer segments>>> value-driven innovation
5. Greatest challenge for your revenue streams>>> usage, subscription, licensing models
Lets discuss the impact of trends in your markets
Trends
Trends
Lets illustrate
The global emerging middle class now stands at two billion people who spend USD 6.9 trillion a year, a figure which is expected to rise to USD 20 trillion - twice current US consumption - by 2020.
Source: McKinsey, July 2010
Lets illustrate
The top ten value creators in the Boston Consulting Groups 712-company sample are all from Asia: five companies listed on stock exchanges in China, two in Hong Kong, and one each in India, Indonesia, and South Korea.
Source: Boston Consulting Group, September 2010
Lets illustrate
The US ranked 24th out of 25 markets around the world in an examination of green consumer habits around the world. Approximately two in three Americans perceive green products to be too costly and one-third believes they dont work as well as regular products.
Source: GfK Roper, October 2010
Lets illustrate
Consumers from emerging markets in the Asian region are more willing to pay more for green products. Nearly 95% of Thai consumers, 90% of Chinese consumers and over 80% of Malaysian and Korean consumers are willing to pay more, yet less than 60% of consumers from other Asia-Pacific markets such as Hong Kong and Australia exhibit willingness to pay more.
Source: Datamonitor, December 2010
Lets illustrate
A national survey of 1,800 independent businesses in the US found that 80% said public awareness of the value of choosing locally owned businesses had increased in the last year.
Source: ABA, January 2010
Lets illustrate
Between the year 2010 and 2040, the global population age 65 and older is expected to rise from 530 million to 1.3 billion.
Source: US Census Bureau, March 2010
Lets illustrate
The number of non-employer (single person) businesses in the US, with an income greater than USD 1,000 (often secondary sources of income) increased by 40.5% in the ten years from 1997 to 2007.
Source: US Census Bureau, June 2010
Lets illustrate
An average of 78% of consumers in the US, UK, Canada, Brazil, India and China say they are willing to co-create with brands.
Source: IBM, January 2010
Lets illustrate
Each year, global consumers make more than 500 billion online impressions on one another regarding products and services.
Source: Forrester, September 2010
Service in the industry is not a product feature but a business modelService design process
1. Discover>>> goals, strategy, context and customer journey
2. Conceptualize>>> experiences from end-users to personnel
3. Design>>> touchpoints, service system, look-and-feel
4. Build>>> platform, physical locations, media, training
5. Deliver>>> organise, communicate, evaluate
3Businessthe models
Lets talk business
Ideas for inspiration
10 New Business Models for this Decade1. Localized Low-Cost Business Model2. One-Off Experience Business Model3. Beyond Advertising Business Model4. Markets Are Conversations Business Model5. Low-Budget Innovation Business Model6. Community-Funded Business Model7. Sustainability-Focused Business Model8. Twisted Freemium Business Model9. Unlimited Niches Business Model10. In-Crowd Customers Business Model
beta
beta
beta
beta
beta
beta
beta
beta
beta
beta
Localized Low-Cost Business Model
} 44 The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Simple, small and cheap
product/service
Lower-incomes in emerging
markets
Metropolitan areas in
mature markets
Independent product/service
designers
Low costs
Energy efficient distribution via local vendors
Income generating/self-
sustaining
BrandsOther areas in
mature markets
Low prices x High volumes
Cost efficient procurement
Lower customer
expectationsMarketing and quality
management
Standardized local micro producers
Micro financed local banks/foundations
Minimum specifications
Higher incomes in emerging
markets
Localized Low-Cost Business Model
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
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Example
Example
Exampl
e
One-Off Experience Business Model
} 44 The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
One-off experiences
Online channels
3rd party see-hear-buy
product/serviceInstant
consuming
Instantcontributing
Experience seeking
customers
Customers in markets of abundance
Software development
Offline event organizers
Hosting costs
Conversation engagement and initiative
Software platform
Commissions pop-up
commerce
Commissionsinstant online
retail
Offline pop-up commerce
Online retailers
Online presence and
findability costs
One-Off Experience Business Model
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
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Exampl
e
Example
Exampl
e
Beyond Advertising Business Model
} 44 The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Research, compare,
review
Beyond Advertising Business Model
Trusted product/service
advice
Customers in mature markets
Online channels
IndividualsFacilitate interacting
Facilitate sharing and contributing
Commissions
Commercial partners
Publicpartners
Facilitation fees
On-demand interaction
Customers in emerging markets
Facilitation skills
Content management
costs
Online findability
costsFacilitators
Review portals
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
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Example
Exampl
e
Example
Markets Are Conversations Business Model
} 44 The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Markets Are Conversations Business Model
Modular and beta products/
servicesEngaged
customers
Online social networks
Real-time tracking and conversing
Find, follow, interact and collaborate
Product/service improvement
and innovation
Social media skilled
employees
Lower product/service failure
costs
Higher recurrent revenues
Media companies
Non-engaged customers
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
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!4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^].
"?daRWPbT 7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRXR_a^SdRcbP]SbTaeXRTb.
#3T[XeTah 7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab.
$0UcTabP[Tb 7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac.
Exampl
e
Example
Exampl
e
Low-Budget Innovation Business Model
} 44 The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Low-Budget Innovation Business Model
Co-created products Early adopters
Customer participation
Local customer communities
Global trend trackers
Offline development
labs
Customer behavior
intelligence
Lower product development
costs
Higher new product
success rate
Customer observation
Free / personalized
samples
Followers
Online channels
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb) 0fPaT]Tbb 7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb.
!4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^].
"?daRWPbT 7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRXR_a^SdRcbP]SbTaeXRTb.
#3T[XeTah 7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab.
$0UcTabP[Tb 7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac.
Exampl
e
Example
Exampl
e
Community-Funded Business Model
} 44 The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Community-Funded Business Model
Community-funded
productsBelievers
Community management
Media companies
Retail storesCommunity intelligence
Production costs Product sales
Fund management
Suppliers
Online community
platform
Buyers
Distribution costs
Marketing costs Interest
Supplier subscriptions
Producers
Community membership
Distributors
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb) 0fPaT]Tbb 7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb.
!4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^].
"?daRWPbT 7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRXR_a^SdRcbP]SbTaeXRTb.
#3T[XeTah 7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab.
$0UcTabP[Tb 7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac.
Exampl
e
Example
Exampl
e
Sustainability-Focused Business Model
} 44 The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Sustainability-Focused Business Model
Sustainable products/services
Customers in emerging markets
Ecological organizations
Research costs
Retail stores
Green status
Brand defining employees
Sustainable premiums
Ecological impact
researchGreen
storytellingGreen
marketing Governments
Customers in mature markets
Marketing costs
Government grants
Product/service design
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb) 0fPaT]Tbb 7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb.
!4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^].
"?daRWPbT 7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRXR_a^SdRcbP]SbTaeXRTb.
#3T[XeTah 7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab.
$0UcTabP[Tb 7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac.
Exampl
e
Example
Exampl
e
Twisted Freemium Business Model
} 44 The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Twisted Freemium Business Model
Free open source based
product
Paying customers
Open source development community
Platform development
costs
Online platform
Continuously serviced product
Open source product
Professional subscription
Product support services
Product versioning and testing
Self-service customers
Sales costs
Local branches
Distribution costs
Self-service and access to
platform
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb) 0fPaT]Tbb 7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb.
!4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^].
"?daRWPbT 7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRXR_a^SdRcbP]SbTaeXRTb.
#3T[XeTah 7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab.
$0UcTabP[Tb 7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac.
Exampl
e
Example
Exampl
e
Unlimited Niches Business Model
} 44 The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Unlimited Niches Business Model
Platform
Many niche segments
Content production
tools
Low volumes x unlimited items
Platform development
Platform management
Niche content providers
Online channels
User generated content
Unlimited scope of niche
content
Platform management
and promotion
Service delivery
Platform promotion
Niche content providers
Mass-customized
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb) 0fPaT]Tbb 7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb.
!4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^].
"?daRWPbT 7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRXR_a^SdRcbP]SbTaeXRTb.
#3T[XeTah 7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab.
$0UcTabP[Tb 7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac.
Exampl
e
Example
Exampl
e
In-Crowd Customers Business Model
} 44 The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
In-Crowd Customers Business Model
Brand
In-crowd customers in
mature markets
Personal in-crowd
encounters
Social and cultural
experiences
Highest margin prices
Ambassadormarketing
costs
Production/service delivery
costs
Brand ambassadors
Offline networks
Social and cultural
agencies
Status triggering
product/serviceSelective marketing
Extremely personalized
Production/service delivery
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
ATeT]dTBcaTP\b
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb) 0fPaT]Tbb 7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb.
!4eP[dPcX^] 7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^].
"?daRWPbT 7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRXR_a^SdRcbP]SbTaeXRTb.
#3T[XeTah 7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab.
$0UcTabP[Tb 7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac.
Exampl
e
Example
Exampl
e
Thank you >>> final thoughts
The importance of first drafts of new ideas
Facilitation to challenge assumptions
And visualisation of your business model
Service in the industry is not a product feature but a business modelPitfalls in business model innovation
1. Executives focus too much on the content of the business model, without creating a shared language in a facilitated innovation process>>> create a shared language
2. Executives regenerate successes from the past>>> speak out and challenge assumptions
3. Executives are unable to be open to new ideas from others, because they are not at ease with letting go (some) of their control on the strategy formulation process>>> be brave and embrace others ideas
4. Executives want perfect results>>> perceive results as first drafts
5. Executives want to go too fast, because once a common language is shared the enthusiasm rises and new ideas keep arriving at the scene>>> invite a facilitator, create and reflect
