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« Prev Comments 1 - 9 of 9 Next »
  • carolina_altamirano
    carolina_altamirano said 2 weeks Edit Delete

    Me gusto la presentacion porque al tener poco texto y dejar que todo lo entiendas con una idea y una imagen habla que asi de sencillo y claro debe ser la idea de tu negocio para que pueda desarrollarse, ya q asi será tambien el objetivo

  • quangmd
    quangmd said 2 months Edit Delete

    It's really good !

  • guest9f6e7f
    guest9f6e7f said 2 months Edit Delete

    This is great and I would score it a 100%

  • munjid
    munjid said 3 months Edit Delete

    very nice

  • ridjal
    ridjal said 5 months Edit Delete

    the most expensive product compare to its material cost is painting,see the value added??.agree or not ,thats innovation.....

  • guest0e0817
    guest0e0817 said 11 months Edit Delete

    Absolutely one of the best mechanics of business model design I have seen.

    I think you need a metaphor. It's like building an engine - there are inputs, outputs, externalities. You also need to bring it down to brass tacks - 'so, what exactly are you going to SELL ? to WHOM ?' that kind of language might break through some torpor.

    love the images and the little-text-on-a-slide - this would be a pleasure to present live !

    -srini kumar
    metanotes.com

  • istobie
    istobie said 11 months Edit Delete

    This would be really brilliant if you only had slides 29 to 51. Chuck the rest away.

    It would then be just about 'What is a business model?'
    and very self-explanatory and clear.

    As it is the other slides require someone talking about them.

  • michael.kruithof
    michael.kruithof said 2 years Edit Delete

    The presentation presents an interesting way of looking at business models. However the structure of how one gets to the right business model could be more consumer focused. One gets the best business models by looking at the latent needs of the consumer and with this input formulating a value prop in stead of just thinking what do we have to offer?

  • iknovate
    iknovate said 2 years Edit Delete

    I was excited to see the topic and encouraged by the format. But the content failed. 2.0, innovation these are all fundmentally based on one important element: the human element. None of the human-specific perspectives are represented here. This is new dressing on old thoughts. It will not change anything.

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    Management2.0: Competitive Advantage through Business Model Design & Innovation

    From Alex.Osterwalder, 2 years ago Add as contact

    Draft for a workshop on Business Model Design and Innovation, which I will facilitate in June in Guadalajara, Mexico

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    1. Slide 1: DRAFT VERSION Management2.0: Competitive Advantage through Business Model Design & Innovation Guadalajara, June 2007 Alexander Osterwalder, PhD alex@arvetica.com
    2. Slide 2: change is the process by which the future invades our lives -> Alvin Toffler
    3. Slide 3: first of all: what are YOUR concerns? (buzz groups)
    4. Slide 4: what are YOUR biggest issues and fears you face in strategic management today?
    5. Slide 5: where do YOU see the largest opportunities to improve strategic management today?
    6. Slide 6: your expectations for today?
    7. Slide 7: what is innovation?
    8. Slide 8: tell me about the most important innovations in your company
    9. Slide 9: types of innovation?
    10. Slide 10: technology innovation
    11. Slide 11: process innovation
    12. Slide 12: product & service innovation
    13. Slide 13: business model innovation
    14. Slide 14: four levels of innovation business model innovation product & service innovation process innovation technology innovation
    15. Slide 15: “Business model innovation matters” and it is a top priority of CEOs
    16. Slide 16: Operating Margin Growth in Excess of Competitive Peers compound annual growth rate over five years [Source: IBM, CEOs are expanding the innovation horizon: important implications for CIOs]
    17. Slide 17: Benefits Cited by Business Model Innovators percent of respondents [Source: IBM, Global CEO Study 2006]
    18. Slide 18: why talk about business models?
    19. Slide 19: how do you describe a business model?
    20. Slide 20: without a common language
    21. Slide 21: how do you communicate a business model?
    22. Slide 22: 18% 1% 300% Strategy Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Cras in tortor. Sed posuere erat. Maecenas pulvinar nulla eu magna. Vivamus semper, Text risus ut egestas pulvinar, lectus ante feugiat quam, sit amet congue odio lacus ac ipsum. Aliquam suscipit, est ut volutpat vulputate, nulla felis pulvinar libero, non ornare libero ipsum tristique tortor. Fusce sed lorem vitae justo feugiat malesuada. Donec aliquet. Vivamus semper eros nec Text diam. Vivamus sem arcu, imperdiet nec, congue ac, scelerisque vel, nulla. Donec et mauris. Integer a nulla vulputate pede consequat euismod. Praesent molestie urna nec leo. Proin eros. Maecenas ac sem nec dui sodales tempus. Maecenas suscipit egestas velit. Suspendisse vel tortor. Proin imperdiet, sem nec aliquet ultrices, nunc est egestas eros, non hendrerit magna eros eget augue. Maecenas sed leo vitae leo faucibus vulputate. Proin dignissim eros at augue. Text Nam luctus nulla non nibh. Nam at lorem ac mauris laoreet viverra. In placerat consequat nunc. Donec rhoncus nunc ac urna. Integer vestibulum condimentum orci. Fusce velit turpis, malesuada quis, scelerisque ut, eleifend vitae, ipsum. Vestibulum eu erat. Vestibulum justo nisl, tincidunt et, semper vel, tristique quis, eros. Vestibulum tempus, massa vel consectetuer congue, erat magna consequat purus, a facilisis orci nibh vitae purus. Nam tincidunt venenatis ligula. Nunc orci nulla, ornare quis, lobortis viverra, dapibus at, turpis. Suspendisse sit amet nisl at enim tincidunt blandit. Curabitur augue est, suscipit sed, egestas sit amet, vehicula vitae, tellus. Maecenas nec metus vel nisi interdum pellentesque. Development plan • Quisque augue felis, commodo a, elementum id, faucibus id, sem. Aenean rutrum enim. Praesent pulvinar dignissim nisl. Cras a nunc. Donec tincidunt odio sit amet lacus. Pellentesque metus tortor, ullamcorper vitae, lobortis vel, euismod in, mi. Ut laoreet, tellus laoreet blandit mollis, massa purus posuere purus, quis molestie ligula massa eu metus. Duis placerat, nulla sit amet ornare interdum, neque nunc mollis leo, vitae porttitor mi orci sit amet neque. Donec at enim. In facilisis tellus gravida ligula. Phasellus ut lorem. Pellentesque ac tortor eget augue suscipit ullamcorper. Aenean eleifend porta orci. • Etiam at arcu. Vestibulum lacinia nunc in eros. Suspendisse potenti. Aliquam erat volutpat. Donec gravida. Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Maecenas vel enim et metus semper fringilla. Donec ornare arcu. Maecenas faucibus ligula convallis nibh. Mauris dui quam, congue eu, commodo nec, tristique in, enim. Nulla auctor semper urna. Quisque a elit eu purus iaculis vestibulum. Aliquam dictum risus at odio. Fusce at lorem et elit faucibus placerat. Aenean velit. Proin elit odio, blandit et, scelerisque quis, pulvinar a, dui. Nunc magna dolor, bibendum ut, accumsan congue, tincidunt sit amet, neque. Proin consequat tincidunt lacus. In urna dui, congue nec, tincidunt sit amet, facilisis imperdiet, lorem. 12% • Morbi sed nibh. Vivamus vitae dolor. Ut bibendum volutpat mi. Pellentesque quis magna non lectus elementum pretium. Aliquam quis est vitae arcu consequat fringilla. Cras magna risus, placerat eget, egestas consectetuer, ornare vel, felis. Nam ornare justo id orci mattis ultricies. Morbi luctus. Ut pretium odio ac libero. Nunc sollicitudin pharetra lorem. Aenean scelerisque, lacus eget ullamcorper scelerisque, ipsum urna viverra mi, eget viverra quam eros eget velit. Ut Words lacinia feugiat purus. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Etiam nunc nisl, aliquam blandit, luctus id, commodo laoreet, sem. Phasellus sit amet orci ut sapien vulputate pellentesque. Pellentesque dapibus purus et quam. Nam sit amet magna in neque dignissim sodales. Aenean non justo nec magna lobortis volutpat. through inappropriate means
    23. Slide 23: how do you implement a business model?
    24. Slide 24: with outdated methods
    25. Slide 25: how do you measure the success of a business model?
    26. Slide 26: we don’t
    27. Slide 27: how do you change a business model and innovate?
    28. Slide 28: we re-invent the wheel
    29. Slide 29: what is a business model?
    30. Slide 30: business model framework INFRASTRUCTURE OFFER CUSTOMER PARTNER CUSTOMER NETWORK RELATIONSHIPS CORE VALUE CUSTOMER CAPABILITIES PROPOSITION SEGMENTS ACTIVITY DISTRIBUTION CONFIGURATION CHANNELS COST REVENUE FINANCE STRUCTURE STREAMS a business model describes the value an organization offers to various customers and portrays the capabilities and partners required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and sustainable revenue streams [Osterwalder (2004) The Business Model Ontology]
    31. Slide 31: case study
    32. Slide 32: you become the new owner of a soccer club …
    33. Slide 33: describe YOUR club’s business model
    34. Slide 34: what value proposition do you offer, to which customer segments? describing how a wealth management bank acquires its clients
    35. Slide 35: what value proposition do you offer, to which customer segments? (model) OFFER CUSTOMER VALUE CUSTOMER PROPOSITION SEGMENTS value proposition 1 target customer 1 value proposition 2 target customer 2 … …
    36. Slide 36: what value proposition do you offer, to which customer segments? (example) OFFER CUSTOMER spectacular fans offensive football advertising space & advertisers high visibility … …
    37. Slide 37: how do you reach your customers?
    38. Slide 38: how do you reach your customers? (model) OFFER CUSTOMER COMMUNICATION VALUE CUSTOMER & DISTRIBUTION PROPOSITION SEGMENTS CHANNELS value proposition 1 channel 1 target customer 1 value proposition 2 channel 2 target customer 2 … … …
    39. Slide 39: how do you reach your customers? (example) OFFER CUSTOMER stadium & box office spectacular club owned TV fans offensive football channel mobile phone TV advertising space & sales force advertisers high visibility
    40. Slide 40: how do you build relationships?
    41. Slide 41: how do you build relationships with your customers? (model) OFFER CUSTOMER VALUE CUSTOMER CUSTOMER PROPOSITION RELATIONSHIP SEGMENTS value proposition 1 mechanism 1 target customer 1 value proposition 2 mechanism 2 target customer 2 … … …
    42. Slide 42: how do you build relationships with your customers? (example) OFFER CUSTOMER personalized website (ticketing) spectacular team blog (RSS) fans offensive football …
    43. Slide 43: how do you earn your money with this business model?
    44. Slide 44: how do you earn your money with this business model? (model) OFFER FINANCE VALUE REVENUE CUSTOMER PROPOSITION STREAMS SEGMENTS value proposition 1 revenue stream 1 target customer 1 value proposition 2 revenue stream 2 target customer 2 … … …
    45. Slide 45: how do you earn your money with this business model? (example) OFFER FINANCE ticket sales spectacular TV channel fans offensive football subscriber fees mobile phone TV subscriber fees advertising space & advertising revenues advertisers high visibility
    46. Slide 46: the big picture (business model)
    47. Slide 47: the big picture Partner Network Customer Relationship • • food & beverages personalized web profile • • ticketing services newsletter • • promoters team blog (RSS) • • ad placement VIP events with team • • telecom operator … • TV operator • … Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer • play attractive & win • • attractive soccer • • team management stadium fans (families, etc.) • • 360º event (match, • • games event management POS networks fan groups • brand management • • • venue management dining, shopping) club website (+online TV) companies • video images • • exclusive VIP lounges • • ticketing club cable TV channel event/concert organizers • channel management • • merchandising • • VIP relationship mobile phone TV channel advertisers • renting out stadium • • management … … • video crew •… •… Cost Structure Revenue Model • • team & maintenance Ticket fees & season tickets • • infrastructure management online TV subscription revenues • • marketing revenue sharing cable & mobile phone TV • • video renting out stadium for events • advertising revenues • merchandising revenues
    48. Slide 48: value creates revenues Partner Network Customer Relationship • • food & beverages personalized web profile • • ticketing services newsletter • • promoters team blog (RSS) • • ad placement VIP events with team • • telecom operator … • TV operator • … Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer • play attractive & win • • attractive soccer • • team management stadium fans (families, etc.) • • 360º event (match, • • games event management POS networks fan groups • brand management • • • venue management dining, shopping) club website (+online TV) companies • video images • • exclusive VIP lounges • • ticketing club cable TV channel event/concert organizers • channel management • • merchandising • • VIP relationship mobile phone TV channel advertisers • renting out stadium • • management … … • video crew •… •… Cost Structure Revenue Model • • team & maintenance Ticket fees & season tickets • • infrastructure management online TV subscription revenues • • marketing revenue sharing cable & mobile phone TV • • video renting out stadium for events • advertising revenues • merchandising revenues
    49. Slide 49: creating value requires infrastructure Partner Network Customer Relationship • • food & beverages personalized web profile • • ticketing services newsletter • • promoters team blog (RSS) • • ad placement VIP events with team • • telecom operator … • TV operator • … Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer • play attractive & win • • attractive soccer • • team management stadium fans (families, etc.) • • 360º event (match, • • games event management POS networks fan groups • brand management • • • venue management dining, shopping) club website (+online TV) companies • video images • • exclusive VIP lounges • • ticketing club cable TV channel event/concert organizers • channel management • • merchandising • • VIP relationship mobile phone TV channel advertisers • renting out stadium • • management … … • video crew •… •… Cost Structure Revenue Model • • team & maintenance Ticket fees & season tickets • • infrastructure management online TV subscription revenues • • marketing revenue sharing cable & mobile phone TV • • video renting out stadium for events • advertising revenues • merchandising revenues
    50. Slide 50: infrastructure generates costs Partner Network Customer Relationship • • food & beverages personalized web profile • • ticketing services newsletter • • promoters team blog (RSS) • • ad placement VIP events with team • • telecom operator … • TV operator • … Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer • play attractive & win • • attractive soccer • • team management stadium fans (families, etc.) • • 360º event (match, • • games event management POS networks fan groups • brand management • • • venue management dining, shopping) club website (+online TV) companies • video images • • exclusive VIP lounges • • ticketing club cable TV channel event/concert organizers • channel management • • merchandising • • VIP relationship mobile phone TV channel advertisers • renting out stadium • • management … … • video crew •… •… Cost Structure Revenue Model • • team & maintenance Ticket fees & season tickets • • infrastructure management online TV subscription revenues • • marketing revenue sharing cable & mobile phone TV • • video renting out stadium for events • advertising revenues • merchandising revenues
    51. Slide 51: the profit zone Partner Network Customer Relationship • • food & beverages personalized web profile • • ticketing services newsletter • • promoters team blog (RSS) • • ad placement VIP events with team • • telecom operator … • TV operator • … Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer • play attractive & win • • attractive soccer • • team management stadium fans (families, etc.) • • 360º event (match, • • games event management POS networks fan groups • brand management • • • venue management dining, shopping) club website (+online TV) companies • video images • • exclusive VIP lounges • • ticketing club cable TV channel event/concert organizers • channel management • • merchandising • • VIP relationship mobile phone TV channel advertisers • renting out stadium • • management … … • video crew •… •… Cost Structure Revenue Model • • team & maintenance Ticket fees & season tickets • • infrastructure management online TV subscription revenues • • marketing revenue sharing cable & mobile phone TV < • • video renting out stadium for events • advertising revenues • merchandising revenues
    52. Slide 52: the process of designing a business model
    53. Slide 53: the focus of the business modeler
    54. Slide 54: user-centered
    55. Slide 55: Nokia: Jan Chipchase
    56. Slide 56: creativity & exploration
    57. Slide 57: Googleplex
    58. Slide 58: interdisciplinary approach
    59. Slide 59: Grameen Phone Bangladesh
    60. Slide 60: holistic design
    61. Slide 61: Apple iTunes & iPod
    62. Slide 62: strategic fit
    63. Slide 63: Amazon.com
    64. Slide 64: the business modeler’s toolbox
    65. Slide 65: co-creation
    66. Slide 66: ideation
    67. Slide 67: visualization
    68. Slide 68: prototyping
    69. Slide 69: the design process
    70. Slide 70: 1. identify interdisciplinary stakeholders -> set-up team
    71. Slide 71: 2. understand business environment –> frame problem
    72. Slide 72: 3. suspend reality -> ideate
    73. Slide 73: 4. bring back reality -> prototype
    74. Slide 74: 5. chose suitable design -> decide
    75. Slide 75: 6. sketch out projects & workload -> draw implementation plan
    76. Slide 76: 7. outline key indicators to follow -> choose measures
    77. Slide 77: 8. select the right te