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Business Model Course Day 4 (in German)

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Slides of day 3 (of 4 half days) of a course on modeling business models

Slides of day 3 (of 4 half days) of a course on modeling business models

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Business Model Course Day 4 (in German) Presentation Transcript

  • 1. The Next Big Thing was kommt nach business process management © Arvetica 23rd of August 2007
  • 2. Agenda  Diskussion: Sinn, Zweck und Anwendung von Geschäftsmodell- Modellierung  „Pisten“ für Geschäftsmodell-Innovation  Alignment zwischen Geschäftsmodell & IT Strategie  (ev. Beispiel Skype)  Gruppenpräsentationen © Arvetica HSW, Business Model Modelling 21. September 2007 Page 2
  • 3. Sinn, Zweck und Anwendung von Geschäftsmodell-Modellierung  Was ist der Nutzen der Geschäftsmodell-Modellierung?  Wann macht Geschäftsmodell-Modellierung Sinn?  Was könnten die grössten Hindernisse und Risiken bei der Geschäftsmodell-Modellierung sein  Was gefällt und missfällt Ihnen an der Geschäftsmodell-Modellierung, welche wir zusammen angeschaut haben © Arvetica HSW, Business Model Modelling 21. September 2007 Page 3
  • 4. Geschäftsmodell-Wandel & Innovation © Arvetica HSW, Business Model Modelling 21. September 2007 Page 4
  • 5. Was ist der Ausgangspunkt für Geschäftsmodell- Wandel & Innovation? PARTNER KUNDEN- NETZWERK BEZIEHUNG KEY ISSUES KUNDEN- ANGEBOT TO SOLVE SEGMENTE AKTIVITÄTEN VERTRIEBS- & RESSOURCEN KANÄLE KOSTEN- EINKOMMENS- STRUKTUR FLÜSSE © Arvetica HSW, Business Model Modelling 21. September 2007 Page 5
  • 6. Traditionelle Produkt-/Service-Innovation (Inkremental) PARTNER KUNDEN- NETZWERK BEZIEHUNG KEY ISSUES KUNDEN- ANGEBOT TO SOLVE SEGMENTE AKTIVITÄTEN VERTRIEBS- & RESSOURCEN KANÄLE KOSTEN- EINKOMMENS- STRUKTUR FLÜSSE Novartis © Arvetica HSW, Business Model Modelling 21. September 2007 Page 6
  • 7. Innovation durch ergänzende Produkte-/Services von Partnern PARTNER KUNDEN- NETZWERK BEZIEHUNG KEY ISSUES KUNDEN- ANGEBOT TO SOLVE SEGMENTE AKTIVITÄTEN VERTRIEBS- & RESSOURCEN KANÄLE KOSTEN- EINKOMMENS- STRUKTUR FLÜSSE Intel, DOS, Windows © Arvetica HSW, Business Model Modelling 21. September 2007 Page 7
  • 8. Produkte-/Service-Transformation PARTNER KUNDEN- NETZWERK BEZIEHUNG KEY ISSUES KUNDEN- ANGEBOT TO SOLVE SEGMENTE AKTIVITÄTEN VERTRIEBS- & RESSOURCEN KANÄLE KOSTEN- EINKOMMENS- STRUKTUR FLÜSSE Cirque de Soleil, Bodyshop © Arvetica HSW, Business Model Modelling 21. September 2007 Page 8
  • 9. Disruptive Produkte-/Service-Innovation PARTNER KUNDEN- NETZWERK BEZIEHUNG KEY ISSUES KUNDEN- ANGEBOT TO SOLVE SEGMENTE AKTIVITÄTEN VERTRIEBS- & RESSOURCEN KANÄLE KOSTEN- EINKOMMENS- STRUKTUR FLÜSSE Walmart Health & Finance, Post Anlage-Fonds © Arvetica HSW, Business Model Modelling 21. September 2007 Page 9
  • 10. Neue (geographische) Märkte erschliessen PARTNER KUNDEN- NETZWERK BEZIEHUNG KEY ISSUES KUNDEN- ANGEBOT TO SOLVE SEGMENTE AKTIVITÄTEN VERTRIEBS- & RESSOURCEN KANÄLE KOSTEN- EINKOMMENS- STRUKTUR FLÜSSE UBS © Arvetica HSW, Business Model Modelling 21. September 2007 Page 10
  • 11. Effizientere Vetriebskanäle und Kundenbeziehungen nutzen & multi-channel Marketing PARTNER KUNDEN- NETZWERK BEZIEHUNG KEY ISSUES KUNDEN- ANGEBOT TO SOLVE SEGMENTE AKTIVITÄTEN VERTRIEBS- & RESSOURCEN KANÄLE KOSTEN- EINKOMMENS- STRUKTUR FLÜSSE Barnes & Noble © Arvetica HSW, Business Model Modelling 21. September 2007 Page 11
  • 12. Kundenbindung verbessern PARTNER KUNDEN- NETZWERK BEZIEHUNG KEY ISSUES KUNDEN- ANGEBOT TO SOLVE SEGMENTE AKTIVITÄTEN VERTRIEBS- & RESSOURCEN KANÄLE KOSTEN- EINKOMMENS- STRUKTUR FLÜSSE Airline Miles, Quicken © Arvetica HSW, Business Model Modelling 21. September 2007 Page 12
  • 13. Neue Einkommensflüsse erschliessen PARTNER KUNDEN- NETZWERK BEZIEHUNG KEY ISSUES KUNDEN- ANGEBOT TO SOLVE SEGMENTE AKTIVITÄTEN VERTRIEBS- & RESSOURCEN KANÄLE KOSTEN- EINKOMMENS- STRUKTUR FLÜSSE cross-selling, Youtube © Arvetica HSW, Business Model Modelling 21. September 2007 Page 13
  • 14. Outsourcing PARTNER KUNDEN- NETZWERK BEZIEHUNG KEY ISSUES KUNDEN- ANGEBOT TO SOLVE SEGMENTE AKTIVITÄTEN VERTRIEBS- & RESSOURCEN KANÄLE KOSTEN- EINKOMMENS- STRUKTUR FLÜSSE Nike © Arvetica HSW, Business Model Modelling 21. September 2007 Page 14
  • 15. Business Process Reengineering PARTNER KUNDEN- NETZWERK BEZIEHUNG KEY ISSUES KUNDEN- ANGEBOT TO SOLVE SEGMENTE AKTIVITÄTEN VERTRIEBS- & RESSOURCEN KANÄLE KOSTEN- EINKOMMENS- STRUKTUR FLÜSSE Swiss (Kaizen) © Arvetica HSW, Business Model Modelling 21. September 2007 Page 15
  • 16. easyJet? PARTNER KUNDEN- NETZWERK BEZIEHUNG KEY ISSUES KUNDEN- ANGEBOT TO SOLVE SEGMENTE AKTIVITÄTEN VERTRIEBS- & RESSOURCEN KANÄLE KOSTEN- EINKOMMENS- STRUKTUR FLÜSSE © Arvetica HSW, Business Model Modelling 21. September 2007 Page 16
  • 17. Skype? PARTNER KUNDEN- NETZWERK BEZIEHUNG KEY ISSUES KUNDEN- ANGEBOT TO SOLVE SEGMENTE AKTIVITÄTEN VERTRIEBS- & RESSOURCEN KANÄLE KOSTEN- EINKOMMENS- STRUKTUR FLÜSSE © Arvetica HSW, Business Model Modelling 21. September 2007 Page 17
  • 18. Nintendo Wii? PARTNER KUNDEN- NETZWERK BEZIEHUNG KEY ISSUES KUNDEN- ANGEBOT TO SOLVE SEGMENTE AKTIVITÄTEN VERTRIEBS- & RESSOURCEN KANÄLE KOSTEN- EINKOMMENS- STRUKTUR FLÜSSE © Arvetica HSW, Business Model Modelling 21. September 2007 Page 18
  • 19. Was für interessante Geschäftsmodell- Innovationen fallen Euch ein? PARTNER KUNDEN- NETZWERK BEZIEHUNG KEY ISSUES KUNDEN- ANGEBOT TO SOLVE SEGMENTE AKTIVITÄTEN VERTRIEBS- & RESSOURCEN KANÄLE KOSTEN- EINKOMMENS- STRUKTUR FLÜSSE © Arvetica HSW, Business Model Modelling 21. September 2007 Page 19
  • 20. Business Model and IT Strategy Alignment © Arvetica HSW, Business Model Modelling 21. September 2007 Page 20
  • 21. the business model’s place in the company positioning of a firm in the market to achieve a competitive advantage STRATEGY BUSINESS MODEL ORGANIZATION IT SYSTEMS implementation systems that enable and through processes and empower business to organization charts perform © Arvetica HSW, Business Model Modelling 21. September 2007 Page 21
  • 22. the business model’s place in the company STRATEGY BUSINESS MODEL ORGANIZATION IT SYSTEMS © Arvetica HSW, Business Model Modelling 21. September 2007 Page 22
  • 23. IT Inventory [Weil and Vitale, 2002] Application portfolio (local) Application infrastructure Communication Data management IT management Security Architecture & standards IT research & development IT education © Arvetica HSW, Business Model Modelling 21. September 2007 Page 23
  • 24. Strategic IT Infrastructure Alignment © Arvetica HSW, Business Model Modelling 21. September 2007 Page 24
  • 25. IT Service Infrastructure [Weil and Vitale, 2002] Application portfolio (local) Application infrastructure Communication Data management IT management Security Architecture & standards IT research & development IT education © Arvetica HSW, Business Model Modelling 21. September 2007 Page 25
  • 26. IT Service Infrastructure Inventory What IT infrastructure do I use/service in my company and how important are they for business? © Arvetica HSW, Business Model Modelling 21. September 2007 Page 26
  • 27. IT Infrastructure I Application Infrastructure  includes purchasing software, developing proprietary applications, modifying applications, providing installation and technical support, and other tasks related to ensuring that applications are meeting the needs of the organization Communication Management  focuses on all the technologies and infrastructures that facilitate digital communication both within the organization and with the outside world. © Arvetica HSW, Business Model Modelling 21. September 2007 Page 27
  • 28. IT Infrastructure II Data Management  refers to the way the organization structures and handles its information resources. Data may be sourced from internal or external databases. IT management  includes many of the professional and strategic activities of the information technology group including negotiation, IS planning, project management, and other tasks. © Arvetica HSW, Business Model Modelling 21. September 2007 Page 28
  • 29. IT Infrastructure III Security  refers to the need to protect data, equipment, and processing time. IT architecture & standards  is a set of policies and rules that govern the use of IT and plot a migration path to the way business will be done in the future.. © Arvetica HSW, Business Model Modelling 21. September 2007 Page 29
  • 30. IT Infrastructure IV IT research and development  includes identifying and testing new technologies for business purposes and evaluating proposals for new information systems initiatives. IT training and education  ensures computer proficiency levels meeting corporate requirements. IS management education is the education aimed at senior levels in he firm designed to generate value from IT use. © Arvetica HSW, Business Model Modelling 21. September 2007 Page 30
  • 31. Aligning Business Model and IT Service Infrastructure required IT service infrastructure © Arvetica HSW, Business Model Modelling 21. September 2007 Page 31
  • 32. Strategic Application Portfolio Alignment © Arvetica HSW, Business Model Modelling 21. September 2007 Page 32
  • 33. IT Service Infrastructure [Weil and Vitale, 2002] Application portfolio (local) Application infrastructure Communication Data management IT management Security Architecture & standards IT research & development IT education © Arvetica HSW, Business Model Modelling 21. September 2007 Page 33
  • 34. Application Inventory What applications do I use/service in my company and how important are they for business? © Arvetica HSW, Business Model Modelling 21. September 2007 Page 34
  • 35. Application Portfolio I [Ward, 2002] high High Strategic Potential critical to sustaining important in the future achieveing the future ING TH RG OW E EM GR Key Support Operational valuable for success essential for success INE ITY CL UR DE T MA low high dependency on application low © Arvetica HSW, Business Model Modelling 21. September 2007 Page 35
  • 36. Application Portfolio II Strategic High potential Service oriented Innovative Costs important but Give it a try secondary to delivery Be prepared to cut High quality Get the job done Reliable Reliable Disciplined operation Minimise cost Tightly managed Factory Support © Arvetica HSW, Business Model Modelling 21. September 2007 Page 36
  • 37. Aligning Business Model and Application Portfolio business application portfolio Key Strategic Support High Potential Operational Value Propositions Application 1 Client Segments Distribution Channels Application 2 Application 4 Client Relationships Key Issues to Solve Activities & Resources Partners Application 3 Cost Structure Revenue Streams Application 5 © Arvetica HSW, Business Model Modelling 21. September 2007 Page 37
  • 38. Business Model Comparison: Skype vs. Telco © Arvetica HSW, Business Model Modelling 21. September 2007 Page 38
  • 39. Business Model Comparison: How? vs . vs. © Arvetica HSW, Business Model Modelling 21. September 2007 Page 39
  • 40. Customer Segments targeted by Value proposition Customer Segment © Arvetica HSW, Business Model Modelling 21. September 2007 Page 40
  • 41. Comparing Customer Segments Customer Segments Value Proposition targets Free VoIP Broadband Internet Users SkypeOut SkypeIn & voicemail targets Voice Calls (in/out) Private Customer Data Services Business Customer TELCO Value Added Telco Carriers Services Business Services Network Traffic Wholesale © Arvetica HSW, Business Model Modelling 21. September 2007 Page 41
  • 42. Comparing Customer Groups (continued) Telco National private customers Broadband internet users globally Customer Segment National business customers x Telco carriers x © Arvetica HSW, Business Model Modelling 21. September 2007 Page 42
  • 43. Value proposition requires targets Key issues to solve Customer Segment Value Proposition © Arvetica HSW, Business Model Modelling 21. September 2007 Page 43
  • 44. Comparing Value Propositions Key issues Customer Segment Value Proposition requires targets Large user base Free VoIP Internet Users Interconnectivity SkypeOut Create VAS SkypeIn & voicemail Handle Prepayment (CC) Listen & adapt Handle Rapid Growth © Arvetica HSW, Business Model Modelling 21. September 2007 Page 44
  • 45. Comparing Value Propositions Telco Key issues to solve Customer Segment Value Proposition requires targets Connecting Users Voice Calls (in/out) Private Customer Interconnectivity Data Services Business Customer Value Added Create VAS Telco Carriers Services SCM Business Services Free Network Network Traffic Capacity Wholesale © Arvetica HSW, Business Model Modelling 21. September 2007 Page 45
  • 46. Comparing Value Propositions (continued) Telco Skype-to-Skype VoIP calls (free) Voice calls SkypeOut Value-added services Skype value-added-services Value Proposition Business solutions x Network traffic wholesales x (Accessories through Devices and Accessories partnerships) © Arvetica HSW, Business Model Modelling 21. September 2007 Page 46
  • 47. Distribution channel delivers serves Distribution Value proposition Customer Segment Channel 47 © Arvetica HSW, Business Model Modelling 21. September 2007 Page 47 © 2005 Pigneur
  • 48. Comparing Distribution & Communication Channels Value Proposition Customer Segment Distribution Channel delivers serves Free VoIP Skype Website Broadband Internet Users SkypeOut Viral Marketing SkypeIn & Voicemail Accessory Vendors Software © Arvetica HSW, Business Model Modelling 21. September 2007 Page 48
  • 49. Comparing Distribution & Communication Channels (continued) Telco Value Proposition Customer Segment Distribution Channel delivers serves Voice Calls (in/out) Private Customer Data Services Retail Shops Business Customer Value Added Sales Force Telco Carriers Services Business Services Website Network Traffic Traditional Wholesale Marketing © Arvetica HSW, Business Model Modelling 21. September 2007 Page 49
  • 50. Comparing Distribution & Communication Channels (continued) Telco Retail shops x Sales force x Distribution Channel Telco website Skype website Traditional marketing Viral marketing x Accessory Vendors © Arvetica HSW, Business Model Modelling 21. September 2007 Page 50
  • 51. Relationship mechanism 4 Customer Customer Segment Value proposition Relationship with concerns 51 © Arvetica HSW, Business Model Modelling 21. September 2007 Page 51 © 2005 Pigneur
  • 52. Comparing Relationship Mechanisms (continued) Telco Call centre Email (before also chat) Customer Website (self-service) Website (self-service) Relationship x Community © Arvetica HSW, Business Model Modelling 21. September 2007 Page 52
  • 53. Key Issues to Solve, Resources and Activities implement through Resources & Value proposition Key issues to solve Activities 53 © Arvetica HSW, Business Model Modelling 21. September 2007 Page 53 © 2005 Pigneur
  • 54. Comparing Key Issues to Solve Telco Key issues to solve Value Proposition Key issues to solve Value Proposition Large user base Connecting Users Free VoIP Voice Calls (in/out) Interconnectivity SkypeOut Interconnectivity Data Services Value Added Create VAS SkypeIn & voicemail Create VAS Services Handle SCM Business Services Prepayment (CC) Fraud Free Network Network Traffic management Capacity Wholesale Handle Rapid Growth © Arvetica HSW, Business Model Modelling 21. September 2007 Page 54
  • 55. Comparing Key Issues to Solve Telco x Large user base Create VAS Create VAS (innovation) Interconnect with other Interconnect with phone network networks Manage billing Handle credit card transactions Key Issues to Solve Supply chain management x (accessory) Listen to customers and rapidly adapt Manage Network Capacity x x Handle rapid growth © Arvetica HSW, Business Model Modelling 21. September 2007 Page 55
  • 56. Value configuration implement through Activities & Key issues to solve Value proposition Resources © Arvetica HSW, Business Model Modelling 21. September 2007 Page 56
  • 57. Comparing Value Configurations: Activities and Resources Telco Network management Software/version management Value Network Customer care Growth of user base Service provisioning Service provisioning © Arvetica HSW, Business Model Modelling 21. September 2007 Page 57 © 2005 Pigneur 57
  • 58. Partnership Agreement Activities and Partnership Resources agreement concerns 58 © Arvetica HSW, Business Model Modelling 21. September 2007 Page 58 © 2005 Pigneur
  • 59. Comparing Partnership Agreements Telco Telco carriers Telco carriers Device Manufacturers and Device Manufacturers/Distributors Vendors Partnership Agreement x Acquirers (payment processing) Technology (developers, P2P, VoIP) © Arvetica HSW, Business Model Modelling 21. September 2007 Page 59
  • 60. Comparaison of business models > value configuration > e3-value [Gordijn, 2002] Telcos © Arvetica HSW, Business Model Modelling 21. September 2007 Page 60
  • 61. Revenue stream Revenue Value Proposition Customer group streams for from © Arvetica HSW, Business Model Modelling 21. September 2007 Page 61
  • 62. Comparing Revenue Streams Telco Value Proposition Value Proposition Voice Calls (in/out) Revenue Stream Data Services SkypeOut Voice income Value Added Services Data Income VAS Revenue Stream Business Services SkypeOut Wholesale Network Traffic Prepaid Network Traffic Wholesale Business Other VAS Customer Segments Solutions income Prepaid Customer Segments Broadband Private Customer VAS income Internet Users Business Customer Telco Carriers © Arvetica HSW, Business Model Modelling 21. September 2007 Page 62
  • 63. Comparing Revenue Streams (continued) Telco Voice Skype out Wholesale network traffic x Revenue Stream Business solutions x Value-added services (Value-added services) © Arvetica HSW, Business Model Modelling 21. September 2007 Page 63
  • 64. Profit and cost account Partnerships Activities & Cost Resources Positions concerns Key issues to solve 64 © Arvetica HSW, Business Model Modelling 21. September 2007 Page 64 © 2005 Pigneur
  • 65. Comparing Profit and Cost Accounts (continued) Telco Network maintenance Software development Business /Administration Business Administration/ Cost Structure Development Development Marketing Viral Marketing Contract Management x © Arvetica HSW, Business Model Modelling 21. September 2007 Page 65 © 2005 Pigneur 65
  • 66. Contact Dr. Alexander Osterwalder Managing Partner 24, Route des Acacias CH-1227 Geneva Telefon: +41 - 22 304 12 30 Fax: +41 - 22 304 12 39 E-Mail: alex@arvetica.com © Arvetica HSW, Business Model Modelling 21. September 2007 Page 66
  • 67. Thank you. © Arvetica HSW, Business Model Modelling 21. September 2007 Page 67
  • 68. Der Grossteil der Fotos ist von Flickr unter einer « Creative Commons » Lizens, alle Autoren sind im Kommentar der Slides vermerkt © Arvetica HSW, Business Model Modelling 21. September 2007 Page 68