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Business Model Innovation Masterclass
 

Business Model Innovation Masterclass

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John Scott's presentation

John Scott's presentation

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    Business Model Innovation Masterclass Business Model Innovation Masterclass Presentation Transcript

    • Business Model Innovation: Why, What and How John Scott July 2011 © New Media Partners Ltd.
    • Why should you care?
    •  
    •  
      • The return on investment that you need to generate can increase to infinity at any time for any reason
      • Would you compete for food and land on his terms?
      Would you fight a war on these terms?
      • The right business model can tip the balance of success…
      • … it will diversify the risk associated with the infinite ROI problem
      • … it will help you navigate around 500lb gorillas
    • What is it anyway?
      • A business model describes the rationale of how an organisation creates value , delivers value and captures value
      Osterwalder & Pigneur, 2010
      • We hire solutions to get jobs done
      • For the job of oral maintaining healthy teeth and gums we
      • hire dentists and associated instruments of torture
      • hire toothbrushes & toothpaste
      • We create value when we allow customers do achieve a given job quicker, easier and/or at lower cost
      "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?
    • 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
    • Innovating the Milkshake
      • A business model describes the rationale of how an organisation creates value , delivers value and captures value
      Osterwalder & Pigneur, 2010
    • 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
    • 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?
      • Type of channel desired:
        • Pre-sale
        • Purchase
        • Delivery
        • Post-sale
      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
    • How can I innovate?
    • 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
    • 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
    • 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
      • Does your target opportunity have a prevailing model that can be challenged?
        • Does that model maximise customer value?
      • Can you create new customer value by serving jobs-to-be-done more effectively?
        • Utilise new channels to market? Different pricing models?
      • Are there aspects of the business model that are completely entrenched?
        • Value proposition? Partnering?
      • Can you simplify delivery and/or value proposition to take out a whole chunk of costs?
      • It’s all there for you!!!
    • Thank You! [email_address]