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90 Shades of Innovation

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A set of gripping questions to uncover innovation potential.

A set of gripping questions to uncover innovation potential.
Based on Business Model Canvas / Business Model Generation.

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90 Shades of Innovation 90 Shades of Innovation Presentation Transcript

  • 90 Shades of Innovation Gripping questions to uncover innovation potential
  • Business Model Canvas Many entrepreneurs and corporate managers know the business model canvas1 or have worked with it. 1) Business Model Generation, A. Osterwalder
  • Business Model Canvas Using the canvas to visualize the current status quo of your business model is one thing. Using it to discover innovation potential is the other.
  • Business Model Canvas This set of questions helps to get your thinking in new directions and playing with the answers or triggering new questions.
  • So WHY innovate? PAIN GAIN • new market entrants • new market segments • outdated technologies • different solutions • new customer behavior • better value proposition • declining customer base • growing customer base • lowering bottom line • higher bottom line
  • So WHEN to innovate? • before gains < pains • stay ahead of current technology • get ahead of current customer behaviour • .... every single day
  • Frontstage Like in a theater, customers see what happens on stage. The frontstage of a business model covers the five building blocks which the customers experience directly.
  • Frontstage • Value Proposition • Customer Relationship • Channels • Customer Segments • Revenue Stream
  • Value Proposition • What do customers really want to get done? • Where is demand declining/increasing? • Does our value proposition serve special design needs? • Does our value proposition serve special price/cost needs? • Does our value proposition serve special convinience needs? • Does our value proposition serve special status needs? • Does our value proposition serve special performance needs? • Does our value proposition serve special customization needs? • Does our value proposition serve special accessability needs? • Does our value proposition serve special risk reduction needs?
  • Customer Relationship • How would a self-service option for • your customers would look like? • How would a full-service option for How costly are your Customer Relationship actions? • Are your customer relations your customers would look like? • integrated with your customers Are there customer communities routines? established/supported by you? • • more easily? Are your customer relations integrated with the rest of your • business model? • Are your customers involved in cocreation? How can customers interact with you What if you let your customers decide which relationship they want? • What if customers could interact with each other more easily?
  • Channels • Are your current channels the ones through which customers want to be reached? • Are your channels integrated with the rest of your business model? • Does your channel fulfill a customer need during their purchase experience? • Do your channels integrate with your customer routines? • How do your channels help to raise awareness for your value proposition(s)? • How do you help customers to evaluate your value proposition(s)? • How easy can your customers purchase your value proposition(s)? • How is your value proposition delivered to your customers? • How does your channel support aftersales support for your customers? • Do you channels function as a customer community meeting point?
  • Customer Segments • For whom are you creating value? • What are our current NONcustomer? • Do customer segments support/supplement each other? • Who are your most important • based on value proposition(s)? • Can/will customers move between segments ? Who are your most important NON- customers? • How do customer identify to which segment they belong? • customers? • Are your customer segments organized What if a customer segment gets "hijacked" by a competitor? • How many customer segments do make sense?
  • Revenue Stream • Are your customers paying for the • streams for different customer values they actually appreciate? • Are customers paying the way they like? • How many revenue streams do you have? • What if your main revenue stream runs dry? • What would your customers pay for when buying a subscription? Do you have different revenue segments? • What if you would give away your product/service for free? • What if we stopped manufacturing in order to build a plattform business? • How could we dramatically increase switching costs? • How much is your brand markup/deduction?
  • Backstage The backstage describes all things happening in the background that are not visible to the customer and necessary to deliver your value proposition.
  • Backstage • Key Resources • Key Activities • Key Partners • Cost Structure
  • Key Ressources • What Key Resources you have, are not • required for your Value Propositions? • Are there ressources you currently do not copyright protected? • What capabilities do your employees • Are there talents within your employees • • How could you license your key ressources? that could be of use for a new value proposition? What if your key employee(s) leave over night? have? • What if you would open your key resources to 3rd party companies? use? • Do you use terms/logos that are not • How can you make your key What if your most important key ressources easy transferable? ressources run dry over night? (geographically, personally)
  • Key Activities • What if you "sell" your key activies to others? • What if you outsource all your key • activities? How many employyes know how to handle more than 3 key activities? • Our Distribution Channels? • Customer Relationships? • Revenue streams? • What if your key activities were well made suitable to be sold as value documented? proposition? • How do you keep control over your key activities? • • How can your way of keeping control Which activities do not provide any value and can be eliminated?
  • Key Partners • • Who are our Key Partners? • Who are our key suppliers? • Which Key Resources are we acquiring from partners? • • which can be your customers, too? • • Do key partners provide data / information that can be useful for your customers? • Do your partners have ressources that could be of use for you? How can key partners become a distribution / sales channel? Which Key Activities do partners perform? Do your partners serve customers How can you act as a sales channel for your key partner? • How fast can a key partner be replaced by another?
  • Cost Structure • What costs could be turned into revenues? • What if your main cost factor doubles? • Which Key Activities are most expensive? • Which key activities are the least expensive? Could spending there more lead to a new Value Proposition? • What tasks that cost you, can be transferred to your customers and sold as value? • Which costs of quality can be reduced without being noticed? • Which costs can be optimized for a better cashflow? • Which costs can be eliminated? • How could customers prefinance your costs? • Which running costs can be turned into investment costs?
  • WHAT to do with the answers? • collect as much different answers as possible • build new business models • test them as soon as possible • short list according to ability to execute • don`t lose sight of customers job to be done
  • Get your PDF-Version: Send email to: 90shades@breakingbarriers.com http://www.breakingbarriers.com
  • About Alexander M. Schmid Founder / CEO, Breaking Barriers "Businesses should be easy to understand and operate.“ I support businesses, having customers choose their brand, because of easy to understand and well designed products, that remarkably satisfy their needs. http://www.linkedin.com/in/alexandermschmid
  • Contact: office.vienna@breakingbarriers.com breakingbarriers.com