0
Business Model Innovation: Why, What and How John Scott  July 2011 © New Media Partners Ltd.
Why should you care?
 
 
<ul><li>The return on investment that you need to generate can increase to infinity at any time for any reason </li></ul>
<ul><li>Would you compete for food and land on his terms? </li></ul>Would you fight a war on these terms?
<ul><li>The right business model can tip the balance of success… </li></ul><ul><li>… it will diversify the risk associated...
What is it anyway?
<ul><li>A business model describes the rationale of how an organisation  creates value ,  delivers value  and  captures va...
<ul><li>We hire solutions to get jobs done </li></ul><ul><li>For the job of oral maintaining healthy teeth and gums we </l...
Job: Maintain healthy teeth and gums Monitor known conditions to ensure proper healing Confirm nature of condition Determi...
Innovating the Milkshake
<ul><li>A business model describes the rationale of how an organisation  creates value ,  delivers value  and  captures va...
Create, deliver, capture Deliver value Create value Capture value Customer segments Value proposition Customer relationshi...
The Business Model Canvas Customer segments Value proposition Customer relationship Channels Key activities Key resources ...
How can I innovate?
Customer segments Value proposition Customer relationship Channels Key activities Key resources Key partners Revenue strea...
Customer segments Value proposition Customer relationship Channels Key activities Key resources Key partners Revenue strea...
Customer segments Value proposition Customer relationship Channels Key activities Key resources Key partners Revenue strea...
<ul><li>Does your target opportunity have a prevailing model that can be challenged? </li></ul><ul><ul><li>Does that model...
Thank You! [email_address]
Upcoming SlideShare
Loading in...5
×

Business Model Innovation Masterclass

1,404

Published on

John Scott's presentation

Published in: Business, Technology
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,404
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
188
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide

Transcript of "Business Model Innovation Masterclass"

  1. 1. Business Model Innovation: Why, What and How John Scott July 2011 © New Media Partners Ltd.
  2. 2. Why should you care?
  3. 5. <ul><li>The return on investment that you need to generate can increase to infinity at any time for any reason </li></ul>
  4. 6. <ul><li>Would you compete for food and land on his terms? </li></ul>Would you fight a war on these terms?
  5. 7. <ul><li>The right business model can tip the balance of success… </li></ul><ul><li>… it will diversify the risk associated with the infinite ROI problem </li></ul><ul><li>… it will help you navigate around 500lb gorillas </li></ul>
  6. 8. What is it anyway?
  7. 9. <ul><li>A business model describes the rationale of how an organisation creates value , delivers value and captures value </li></ul>Osterwalder & Pigneur, 2010
  8. 10. <ul><li>We hire solutions to get jobs done </li></ul><ul><li>For the job of oral maintaining healthy teeth and gums we </li></ul><ul><li>hire dentists and associated instruments of torture </li></ul><ul><li>hire toothbrushes & toothpaste </li></ul><ul><li>We create value when we allow customers do achieve a given job quicker, easier and/or at lower cost </li></ul>&quot;People don't want to buy a quarter-inch drill. They want a quarter-inch hole!“ Theodore Levitt the job of maintaining healthy teeth and gums well-served with existing solutions?
  9. 11. Job: Maintain healthy teeth and gums Monitor known conditions to ensure proper healing Confirm nature of condition Determine appropriate course of treatment Administer treatment Confirm proper healing is occurring Prevent conditions from occurring Prevent physical damage from occurring Prevent Contain Diagnose Treat
  10. 12. Innovating the Milkshake
  11. 13. <ul><li>A business model describes the rationale of how an organisation creates value , delivers value and captures value </li></ul>Osterwalder & Pigneur, 2010
  12. 14. Create, deliver, capture Deliver value Create value Capture value Customer segments Value proposition Customer relationship Channels Key activities Key resources Key partners Revenue streams Cost structure www.businessmodelgeneration.org
  13. 15. The Business Model Canvas Customer segments Value proposition Customer relationship Channels Key activities Key resources Key partners Revenue streams Cost structure Jobs being addressed? Environment is the job being undertaken? Outcomes being targeted? What improvements are you bringing? What products & services are you applying to achieve this? Type of relationship desired? How is it achieved? <ul><li>Type of channel desired: </li></ul><ul><ul><li>Pre-sale </li></ul></ul><ul><ul><li>Purchase </li></ul></ul><ul><ul><li>Delivery </li></ul></ul><ul><ul><li>Post-sale </li></ul></ul>What are our production, problem solving, platform and network activities? What are our physical, intellectual, human and financial needs? What key activities will be performed? What key resources will be acquired? Who are our key partners? Who are our key suppliers? What value will our customers pay for? How would they prefer to pay? How crucial is each revenue stream? What are the up-front and on-going costs of our key activities? What are the up-front and on-going costs of our key resources? www.businessmodelgeneration.org
  14. 16. How can I innovate?
  15. 17. Customer segments Value proposition Customer relationship Channels Key activities Key resources Key partners Revenue streams Cost structure www.businessmodelgeneration.org Strong relationships Effective channel network Strong customer focus Increasing proportion of customer spend
  16. 18. Customer segments Value proposition Customer relationship Channels Key activities Key resources Key partners Revenue streams Cost structure www.businessmodelgeneration.org R&D Recruitment Skilled practitioners Innovative products and services High staffing costs
  17. 19. Customer segments Value proposition Customer relationship Channels Key activities Key resources Key partners Revenue streams Cost structure www.businessmodelgeneration.org Expanding infrastructure Maintain infrastructure High fixed costs Low marginal costs
  18. 20. <ul><li>Does your target opportunity have a prevailing model that can be challenged? </li></ul><ul><ul><li>Does that model maximise customer value? </li></ul></ul><ul><li>Can you create new customer value by serving jobs-to-be-done more effectively? </li></ul><ul><ul><li>Utilise new channels to market? Different pricing models? </li></ul></ul><ul><li>Are there aspects of the business model that are completely entrenched? </li></ul><ul><ul><li>Value proposition? Partnering? </li></ul></ul><ul><li>Can you simplify delivery and/or value proposition to take out a whole chunk of costs? </li></ul><ul><li>It’s all there for you!!! </li></ul>
  19. 21. Thank You! [email_address]
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×