Creating Robust Business Models:
van schets tot onderbouwde keuze
Timber Haaker (timber.haaker@novay.nl)
Timothy Sealy (ti...
2 Van schets tot onderbouwde keuze
“If architects built buildings the way we
build businesses I'd sleep outside…”
“…let's ...
Business modellering: Schetsen
Creating succesful ICT services (tinyurl.com/9xd77cl)
4Van schets tot onderbouwde keuze
Busi
ness
5
De waarde van business modellen
• Business modellen gaan over de manier waarop je
(nieuwe) waarde wilt creëren bijvoorbeel...
Business modellering: testen
Creating robust business models (tinyurl.com/9pwyu5v)
Agile Business Value (tinyurl.com/93c2l...
8 Van schets tot onderbouwde keuze
Business
Model
Succes
Realiseerbaarheid
Levensvatbaarheid
Robuustheid
9Creat
ing
Business model testen
10
Heat Signature
Low market
capture
High market
capture
Conservative,
inflexible,
discourages
chang...
11 Van schets tot onderbouwde keuze
BUSINESS MODEL STRESS TEST
12
Create heat signature
Map Business Model to uncertaintie...
12 Van schets tot onderbouwde keuze
Low market
capture
High market
capture
Conservative,
inflexible,
discourages
change
Pr...
13 Van schets tot onderbouwde keuze
Android: tinyurl.com/d4z3tz5
Apple/iOS: tinyurl.com/cea2rdc
Business modellering: roadmap
Creating robust business models (tinyurl.com/9pwyu5v)
BUSINESS MODEL ROADMAPPING
15 Executive MBA, Breukelen, 7 mei 2012
Transition path (example: smart
living provider)
Exec
utive
16
Business model
change
Service
Technology
Organization
Finan...
Contact
17
Timothy Sealy,
Advisor
Timothy.sealy@novay.nl
06 51285449
Van schets tot onderbouwde keuze
Timber Haaker,
Princ...
Exec
utive
18
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  • Several methods for describing business models – what you choose doe not matter; as long as you choose a systematic apporach.
  • Dit zijn de high level performance succesfactoren voor
  • Innovation is a must, but how do you know whether your innovation and business model is still valid tomorrow? How can you test this? What is a good design?Stress-testing identifies the weak and strong parts (by using scenario analysis) and tells where to head.
  • Business model gebaseerd op ‘film’ bleekniettoekomstbestendig of robuust.Eastman Kodak, once the third largest company in the world, had to fi le for bankruptcy protection in January 2012. Kodak’s business model was not robust due to a lack of alignment with evolving trends. Kodak missed the digital photography market by sticking to the existing business model based on fi lm sales for too long. misalignment between an organization and its environment has been recognized as the number one cause of corporate death.
  • New, new, new,…
  • Kick off future now novay

    1. 1. Creating Robust Business Models: van schets tot onderbouwde keuze Timber Haaker (timber.haaker@novay.nl) Timothy Sealy (timothy.sealy@novay.nl) Kick off ‘Future Now’, 26 Februari 2013
    2. 2. 2 Van schets tot onderbouwde keuze “If architects built buildings the way we build businesses I'd sleep outside…” “…let's use more building tools in businesses, too” Alexander Osterwalder on Twitter (http://tinyurl.com/cpd4o7c)
    3. 3. Business modellering: Schetsen Creating succesful ICT services (tinyurl.com/9xd77cl)
    4. 4. 4Van schets tot onderbouwde keuze
    5. 5. Busi ness 5
    6. 6. De waarde van business modellen • Business modellen gaan over de manier waarop je (nieuwe) waarde wilt creëren bijvoorbeeld met ICT • Business modellen bieden een raamwerk voor experimenten in waardecreatie • Vooraf toetsen van business modellen verhoogt de kans op succes en voorkomt spijt achteraf • Business modellen als communicatiemiddel tussen strategie en implementatie van strategie
    7. 7. Business modellering: testen Creating robust business models (tinyurl.com/9pwyu5v) Agile Business Value (tinyurl.com/93c2lk2)
    8. 8. 8 Van schets tot onderbouwde keuze Business Model Succes Realiseerbaarheid Levensvatbaarheid Robuustheid
    9. 9. 9Creat ing
    10. 10. Business model testen 10 Heat Signature Low market capture High market capture Conservative, inflexible, discourages change Progressive, flexible, encourages change “Chinese Walls” for customerdata, limited data availability Extensive commercial use of customer records, people at ease to release personal data Service design : business model variables Customers and/or end-users Target group (primary; secondary) Value proposition Service offering Context of use Effort for the customer Customer relationships Technology design : business model variables Applications Devices Service platforms Channels Additional functionalities Organization design : business model variables Actors Actors' resources & capabilities Actors' strategic interests Organizational Arrangements Value activities Financial design : business model variables Investments Costs Revenues Risks Financial arrangements New entrants into FS Regulatory flexibility on new players and new business Personal data and privacy issues
    11. 11. 11 Van schets tot onderbouwde keuze BUSINESS MODEL STRESS TEST 12 Create heat signature Map Business Model to uncertainties Select uncertainties Describe Business Model Creating robust business models
    12. 12. 12 Van schets tot onderbouwde keuze Low market capture High market capture Conservative, inflexible, discourages change Progressive, flexible, encourages change “Chinese Walls” for customerdata , limited data availability Extensive commercial use of customer records, CANVAS Building Blocks Customer Segments R O R G O G Customer Relationships GR GR GR GR GR G Channels O R GR GR R G Value Propositions O R G R R G Key Activities O R GR GR G G Key Resources O R G R O G Key Partners O R R R GR GR Cost Structure G O O O GR GR Revenu Streams O R R G GR GR New entrants into FS Regulatory flexibility on new players and new business models Personal data and privacy issues “Favourable futures” “Double red anomaly” “Double green dasisy”
    13. 13. 13 Van schets tot onderbouwde keuze Android: tinyurl.com/d4z3tz5 Apple/iOS: tinyurl.com/cea2rdc
    14. 14. Business modellering: roadmap Creating robust business models (tinyurl.com/9pwyu5v)
    15. 15. BUSINESS MODEL ROADMAPPING 15 Executive MBA, Breukelen, 7 mei 2012
    16. 16. Transition path (example: smart living provider) Exec utive 16 Business model change Service Technology Organization Finance Smart living platform Smart living services Making internal resources available Funding Platform ecosystem Risk model Activities Assessing competition and demand Acquire expertise in domain Teaming up with relevant partners Acquiring specific competences Acquiring technical know- how RfP Technology providers White paper
    17. 17. Contact 17 Timothy Sealy, Advisor Timothy.sealy@novay.nl 06 51285449 Van schets tot onderbouwde keuze Timber Haaker, Principal advisor timber.haaker@novay.nl 06 51198280 Twitter: @timberhaaker Linkedin: nl.linkedin.com/in/timberhaaker
    18. 18. Exec utive 18

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