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Business Model Innovation & Incubation    Workshop @                                      Jan 21-25, 2012,                ...
1 warm-up
CRAFTING innovativeBUSINESS MODELS     Creators: Alex Osterwalder, PhD, and Yves Pigneur                                  ...
do you know the businessmodel canvas approach?   novice    advanced
let’s kick off with aQUESTION
what is the most popular businessmanagement concept  ever to describe (value creation in)     companies
1980s
THE VALUE CHAIN (PORTER 1985) firm infrastructure human resource management technology development procurement inbound    ...
miniexercise
describe           with…
THE VALUE CHAIN firm infrastructure human resource management technology development procurement inbound                  ...
difficult isn’t it
THE CONTEXTHAS CHANGED!
we need new  methods tounderstand &craft business   models
VALUECREATION
what types of innovation do wefind in companies…
business model innovationproduct & service innovation    process innovation   technology innovation   *layers of innovation*
warm-upquiz
so we are focusing …
BUSINESS   MODELINNOVATION
now consider…
they offer a really neatservice…
imagine you’re shopping…
and you hear a tuneyou like…
…but don’t know the title or artist
with Shazam you can…
dial a number…
hold your phone tothe speakers…
…and get the title and       artist by SMS
you know how they makemoney?
communication and   SMS charges…
…and sales commissions
…and in the future TV/video content
that’s         BUSINESS          MODELINNOVATION
quickquiz
who would have thought that we could rentand drop-off a car anywhere we want in a city            and pay per minute?
and then of coursethere is…
2 concept
buzzgroup
define what a business model  is together with your seat   neighbor and write your        definition down                 ...
what elements did youmention when you defined abusiness model?
“   there is a lack of definition                                    ”
“ few companies understand theirexisting business model well enough                                      ”
so Alex Osterwalder and a crowd of470 practitioners came up with a wayto master business models through…
theBUSINESS MODELCANVAS
they merged all existing concepts,designed & tested the synthesis…
BUILDINGBLOCKS
the 9 building blocks of a business modelwww.businessmodelalchemist.com   all drawings by JAM
CUSTOMER SEGMENTS     mass market     niche market      segmented      diversified  multi-sided platform                  ...
VALUE PROPOSITION       Newness                                             Brand / status     Performance                ...
KEY CHANNELS     Channels serve forcommunication, sales, distribution         Own sales force            Web sales        ...
CUSTOMER RELATIONSHIPSPersonal assistanceSelf-serviceAutomatisierter ServiceCo-creation                             What t...
REVENUE STREAMS  Fixed Pricing           Dynamic Pricing    List price                            Negotiation Product feat...
KEY RESOURCES                                              Physical                    stock                              ...
KEY ACTIVITIES                                                     Production      vs.                                    ...
KEY PARTNERS                     Optimization and economy of scale                                     and suppliers      ...
COST STRUCTURE                                                           Cost-driven                                      ...
key       value         customer            activities   proposition      relationships     key                           ...
OVERLAYPARTNER           KEY            VALUE        CUSTOMER         CUSTOMERNETWORK         ACTIVITIES    PROPOSITION   ...
THE BUSINESS MODEL CANVAS                   KEY                                KEY                            VALUE       ...
let us sketch out an      example
Skype is…
years old
billion users
million USDrevenue 08
in 2011 Skype was sold to Microsoft
at   billion     value
break-outsession
reflect on the BM of       and choose the3 most important BM elements         -> post-its                     2 minutes
PARTNER   SCHLÜSSEL-           ANGEBOTE,         KUNDEN-      KUNDEN-          AKTIVITÄTEN             NUTZEN-   BEZIEHUNG...
commonkey            activities                            value                         proposition                      ...
check out for more:http://www.businessmodelgeneration.com/http://businessmodelhub.com/ 6000 membershttp://www.linkedin.com...
3 business  incubation
Tech Start-ups in the Aachen area     Start- Lack of   space outside university institutes     coaching by experienced ent...
The Entrepreneurial Process     (Timmons)                   Opportunity          Ressources                             En...
Incubation’s Mission:     Support of the Entrepreneurial Process                                                      Spac...
Fully equipped offices     Complete infrastructure     Access to seed capital8686
Starting-Starting-up amidstLeading Technology Companies                               600m28787
Incubation     Incubation            Business Model Design            Lean Startup Methodology            Feedback Fusions...
Senior Mentors support 1to1 with know-how     and network     Providing access to partners, potential     customers, inves...
Mentors at CO:FORWARD are experienced entrepreneurs andindustry insiders. They work voluntarily, support the teamindividua...
Mentors at CO:FORWARD are experienced entrepreneurs andindustry insiders. They work voluntarily, support the teamindividua...
Mentors at CO:FORWARD are experienced entrepreneurs andindustry insiders. They work voluntarily, support the teamindividua...
TEAMS9393
PARTNER9494
CONTACT           E-Mail: af@coforward.de           Web: www.coforward.de     http://www.facebook.com/COFORWARD     https:...
Bm innovation+incubation jan 2012
Bm innovation+incubation jan 2012
Bm innovation+incubation jan 2012
Bm innovation+incubation jan 2012
Bm innovation+incubation jan 2012
Bm innovation+incubation jan 2012
Bm innovation+incubation jan 2012
Bm innovation+incubation jan 2012
Bm innovation+incubation jan 2012
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Transcript of "Bm innovation+incubation jan 2012"

  1. 1. Business Model Innovation & Incubation Workshop @ Jan 21-25, 2012, H‘rath/Aachen, Germany 1 warm-up: business model innovation 2 concept: the business model canvas 3 intro: business incubation1
  2. 2. 1 warm-up
  3. 3. CRAFTING innovativeBUSINESS MODELS Creators: Alex Osterwalder, PhD, and Yves Pigneur Drawings by JAM Facilitator: Axel Friese
  4. 4. do you know the businessmodel canvas approach? novice advanced
  5. 5. let’s kick off with aQUESTION
  6. 6. what is the most popular businessmanagement concept ever to describe (value creation in) companies
  7. 7. 1980s
  8. 8. THE VALUE CHAIN (PORTER 1985) firm infrastructure human resource management technology development procurement inbound outbound marketing operations service logistics logistics & sales
  9. 9. miniexercise
  10. 10. describe with…
  11. 11. THE VALUE CHAIN firm infrastructure human resource management technology development procurement inbound outbound marketing operations service logistics logistics & sales
  12. 12. difficult isn’t it
  13. 13. THE CONTEXTHAS CHANGED!
  14. 14. we need new methods tounderstand &craft business models
  15. 15. VALUECREATION
  16. 16. what types of innovation do wefind in companies…
  17. 17. business model innovationproduct & service innovation process innovation technology innovation *layers of innovation*
  18. 18. warm-upquiz
  19. 19. so we are focusing …
  20. 20. BUSINESS MODELINNOVATION
  21. 21. now consider…
  22. 22. they offer a really neatservice…
  23. 23. imagine you’re shopping…
  24. 24. and you hear a tuneyou like…
  25. 25. …but don’t know the title or artist
  26. 26. with Shazam you can…
  27. 27. dial a number…
  28. 28. hold your phone tothe speakers…
  29. 29. …and get the title and artist by SMS
  30. 30. you know how they makemoney?
  31. 31. communication and SMS charges…
  32. 32. …and sales commissions
  33. 33. …and in the future TV/video content
  34. 34. that’s BUSINESS MODELINNOVATION
  35. 35. quickquiz
  36. 36. who would have thought that we could rentand drop-off a car anywhere we want in a city and pay per minute?
  37. 37. and then of coursethere is…
  38. 38. 2 concept
  39. 39. buzzgroup
  40. 40. define what a business model is together with your seat neighbor and write your definition down 2 minutes
  41. 41. what elements did youmention when you defined abusiness model?
  42. 42. “ there is a lack of definition ”
  43. 43. “ few companies understand theirexisting business model well enough ”
  44. 44. so Alex Osterwalder and a crowd of470 practitioners came up with a wayto master business models through…
  45. 45. theBUSINESS MODELCANVAS
  46. 46. they merged all existing concepts,designed & tested the synthesis…
  47. 47. BUILDINGBLOCKS
  48. 48. the 9 building blocks of a business modelwww.businessmodelalchemist.com all drawings by JAM
  49. 49. CUSTOMER SEGMENTS mass market niche market segmented diversified multi-sided platform For whom are we creating value? Who are our most important customers?
  50. 50. VALUE PROPOSITION Newness Brand / status Performance Price Customization Cost reduction „Getting the job done“ Accessibilty Design Convenience / Usability What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? Which customer needs are we satisfying?What bundles of products and services are we offering to each customer segment?
  51. 51. KEY CHANNELS Channels serve forcommunication, sales, distribution Own sales force Web sales Own stores Partner stores Retail & wholesale Through which channels do our customer segments want to be reached? How are our channels integrated? How are we integrating them with customer routines?
  52. 52. CUSTOMER RELATIONSHIPSPersonal assistanceSelf-serviceAutomatisierter ServiceCo-creation What type of relationships does each of our customer segments expect us to establish and maintain with them? How costly are they? How are they integrated with the rest of our business model?
  53. 53. REVENUE STREAMS Fixed Pricing Dynamic Pricing List price Negotiation Product feature dependent Yield managementCustomer segment Real-time-market dependent AuctionsVolume dependent For what value are our customers really willing to pay? How would they prefer to pay? How much does each revenue stream contribute to overall revenues?
  54. 54. KEY RESOURCES Physical stock Intellectual patent. Human . Financial.What key resources do our value propositions require? Our distribution channels? Customer relationships? Revenue streams? drawings by JAM
  55. 55. KEY ACTIVITIES Production vs. Problem solving . Platform / network .What key activities do our value propositions require? Our distribution channels? Customer relationships? Revenue streams?
  56. 56. KEY PARTNERS Optimization and economy of scale and suppliers Reduction of risk joint development of competing consumer electronics giants Acquisition of particular resources and activities uses operating system Who are our key partners? Who are our key suppliers?Which key resources are we acquiring from partners? Which key activities do partners perform?
  57. 57. COST STRUCTURE Cost-driven Value-driven Fixed costs Variable costs Economies of scaleWhat are the most important costs inherent in our business model? Which key resources are most expensive? Which key activities are most expensive?
  58. 58. key value customer activities proposition relationships key customerpartners segments cost revenuestructure key key streams resources channels
  59. 59. OVERLAYPARTNER KEY VALUE CUSTOMER CUSTOMERNETWORK ACTIVITIES PROPOSITION RELATIONSHIPS SEGMENTS KEY KEY CHANNELS RESOURCES COST STRUCTURE REVENUE STREAMS
  60. 60. THE BUSINESS MODEL CANVAS KEY KEY VALUE CUSTOMER CUSTOMER PARTNERS ACTIVITIES PROPOSITION RELATIONSHIPS SEGMENTS What type of relationships does each of our customer segments What key activities do our value expect us to establish and propositions require? Our maintain with them? How costly distribution channels? Customer are they? How are they relationships? Revenue integrated with the rest of our streams? business model? What value do we deliver to the customer? Which one of our Who are our key partners? customer’s problems are we Who are our key suppliers? For whom are we creating helping to solve? Which customer Which key resources are we value? Who are our most needs are we satisfying? Whatacquiring from partners? Which KEY KEY important customers? bundles of products and services key activities do partners RESOURCES CHANNELS are we offering to each customer perform? segment? Through which channels do our What key resources do our customer segments want to be value propositions require? Our reached? How are our channels distribution channels? Customer integrated? How are we relationships? Revenue integrating them with customer streams? routines? COST STRUCTURE REVENUE STREAMS What are the most important costs inherent in our business model? For what value are our customers really willing to pay? How would Which key resources are most expensive? Which key activities are they prefer to pay? How much does each revenue stream contribute most expensive? to overall revenues?
  61. 61. let us sketch out an example
  62. 62. Skype is…
  63. 63. years old
  64. 64. billion users
  65. 65. million USDrevenue 08
  66. 66. in 2011 Skype was sold to Microsoft
  67. 67. at billion value
  68. 68. break-outsession
  69. 69. reflect on the BM of and choose the3 most important BM elements -> post-its 2 minutes
  70. 70. PARTNER SCHLÜSSEL- ANGEBOTE, KUNDEN- KUNDEN- AKTIVITÄTEN NUTZEN- BEZIEHUNGEN SEGMENTE VERSPRECHEN SCHLÜSSEL- KANÄLE RESSOURCEN KOSTENSTRUKTUR ERLÖSSTRÖME
  71. 71. commonkey activities value proposition customer relationships key customerpartners segments cost revenue languagestructure key key streams resources channels
  72. 72. check out for more:http://www.businessmodelgeneration.com/http://businessmodelhub.com/ 6000 membershttp://www.linkedin.com/groups/Business-Model-Generation
  73. 73. 3 business incubation
  74. 74. Tech Start-ups in the Aachen area Start- Lack of space outside university institutes coaching by experienced entrepreneurs82
  75. 75. The Entrepreneurial Process (Timmons) Opportunity Ressources Entrepreneurial Team84
  76. 76. Incubation’s Mission: Support of the Entrepreneurial Process Space,MVP Proof-of-Concept , InfrastructureBusiness Model Design Access to Seed-Capital Team-Coaching, -Complement Senior Mentoring85
  77. 77. Fully equipped offices Complete infrastructure Access to seed capital8686
  78. 78. Starting-Starting-up amidstLeading Technology Companies 600m28787
  79. 79. Incubation Incubation Business Model Design Lean Startup Methodology Feedback Fusions8888
  80. 80. Senior Mentors support 1to1 with know-how and network Providing access to partners, potential customers, investors and - credibility8989
  81. 81. Mentors at CO:FORWARD are experienced entrepreneurs andindustry insiders. They work voluntarily, support the teamindividually and are wholly committed to the start-up needs. Dr. Peter Bernd Selzer Fasel Matthias Dr. Popp René Mauer9090
  82. 82. Mentors at CO:FORWARD are experienced entrepreneurs andindustry insiders. They work voluntarily, support the teamindividually and are wholly committed to the start-up needs. Carlo Prof. Dr. Blatz Malte Brettel Dr.-Ing. Reinhard Klaus Goethe Lucka9191
  83. 83. Mentors at CO:FORWARD are experienced entrepreneurs andindustry insiders. They work voluntarily, support the teamindividually and are wholly committed to the start-up needs. Oliver Christian W. Schiffers Rother Dr. Rolf Klaus Geisen Glöggler92
  84. 84. TEAMS9393
  85. 85. PARTNER9494
  86. 86. CONTACT E-Mail: af@coforward.de Web: www.coforward.de http://www.facebook.com/COFORWARD https://twitter.com/#!/co_forward LIKED IT ?9595
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