Bm innovation+incubation jan 2012
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  • 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. 1 warm-up
  • 3. CRAFTING innovativeBUSINESS MODELS Creators: Alex Osterwalder, PhD, and Yves Pigneur Drawings by JAM Facilitator: Axel Friese
  • 4. do you know the businessmodel canvas approach? novice advanced
  • 5. let’s kick off with aQUESTION
  • 6. what is the most popular businessmanagement concept ever to describe (value creation in) companies
  • 7. 1980s
  • 8. THE VALUE CHAIN (PORTER 1985) firm infrastructure human resource management technology development procurement inbound outbound marketing operations service logistics logistics & sales
  • 9. miniexercise
  • 10. describe with…
  • 11. THE VALUE CHAIN firm infrastructure human resource management technology development procurement inbound outbound marketing operations service logistics logistics & sales
  • 12. difficult isn’t it
  • 13. THE CONTEXTHAS CHANGED!
  • 14. we need new methods tounderstand &craft business models
  • 15. VALUECREATION
  • 16. what types of innovation do wefind in companies…
  • 17. business model innovationproduct & service innovation process innovation technology innovation *layers of innovation*
  • 18. warm-upquiz
  • 19. so we are focusing …
  • 20. BUSINESS MODELINNOVATION
  • 21. now consider…
  • 22. they offer a really neatservice…
  • 23. imagine you’re shopping…
  • 24. and you hear a tuneyou like…
  • 25. …but don’t know the title or artist
  • 26. with Shazam you can…
  • 27. dial a number…
  • 28. hold your phone tothe speakers…
  • 29. …and get the title and artist by SMS
  • 30. you know how they makemoney?
  • 31. communication and SMS charges…
  • 32. …and sales commissions
  • 33. …and in the future TV/video content
  • 34. that’s BUSINESS MODELINNOVATION
  • 35. quickquiz
  • 36. who would have thought that we could rentand drop-off a car anywhere we want in a city and pay per minute?
  • 37. and then of coursethere is…
  • 38. 2 concept
  • 39. buzzgroup
  • 40. define what a business model is together with your seat neighbor and write your definition down 2 minutes
  • 41. what elements did youmention when you defined abusiness model?
  • 42. “ there is a lack of definition ”
  • 43. “ few companies understand theirexisting business model well enough ”
  • 44. so Alex Osterwalder and a crowd of470 practitioners came up with a wayto master business models through…
  • 45. theBUSINESS MODELCANVAS
  • 46. they merged all existing concepts,designed & tested the synthesis…
  • 47. BUILDINGBLOCKS
  • 48. the 9 building blocks of a business modelwww.businessmodelalchemist.com all drawings by JAM
  • 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. 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. 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. 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. 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. 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. KEY ACTIVITIES Production vs. Problem solving . Platform / network .What key activities do our value propositions require? Our distribution channels? Customer relationships? Revenue streams?
  • 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. 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. key value customer activities proposition relationships key customerpartners segments cost revenuestructure key key streams resources channels
  • 59. OVERLAYPARTNER KEY VALUE CUSTOMER CUSTOMERNETWORK ACTIVITIES PROPOSITION RELATIONSHIPS SEGMENTS KEY KEY CHANNELS RESOURCES COST STRUCTURE REVENUE STREAMS
  • 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. let us sketch out an example
  • 62. Skype is…
  • 63. years old
  • 64. billion users
  • 65. million USDrevenue 08
  • 66. in 2011 Skype was sold to Microsoft
  • 67. at billion value
  • 68. break-outsession
  • 69. reflect on the BM of and choose the3 most important BM elements -> post-its 2 minutes
  • 70. PARTNER SCHLÜSSEL- ANGEBOTE, KUNDEN- KUNDEN- AKTIVITÄTEN NUTZEN- BEZIEHUNGEN SEGMENTE VERSPRECHEN SCHLÜSSEL- KANÄLE RESSOURCEN KOSTENSTRUKTUR ERLÖSSTRÖME
  • 71. commonkey activities value proposition customer relationships key customerpartners segments cost revenue languagestructure key key streams resources channels
  • 72. check out for more:http://www.businessmodelgeneration.com/http://businessmodelhub.com/ 6000 membershttp://www.linkedin.com/groups/Business-Model-Generation
  • 73. 3 business incubation
  • 74. Tech Start-ups in the Aachen area Start- Lack of space outside university institutes coaching by experienced entrepreneurs82
  • 75. The Entrepreneurial Process (Timmons) Opportunity Ressources Entrepreneurial Team84
  • 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. Fully equipped offices Complete infrastructure Access to seed capital8686
  • 78. Starting-Starting-up amidstLeading Technology Companies 600m28787
  • 79. Incubation Incubation Business Model Design Lean Startup Methodology Feedback Fusions8888
  • 80. Senior Mentors support 1to1 with know-how and network Providing access to partners, potential customers, investors and - credibility8989
  • 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. 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. 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. TEAMS9393
  • 85. PARTNER9494
  • 86. CONTACT E-Mail: af@coforward.de Web: www.coforward.de http://www.facebook.com/COFORWARD https://twitter.com/#!/co_forward LIKED IT ?9595