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IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.
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IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing your app.

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  • 1. Koen Pellegrims
  • 2. Finally. A professional partner for your corporate mobility. Finally. A professional partner for your corporate mobility.
  • 3. “WE NEED AN APP” IS NOT A MOBILE STRATEGY At Flow Pilots, we believe that the smart use of mobile technologies will be a key driver in the success of modern companies. That is why we don’t just develop apps. We carefully design, build, deploy and manage the digital tools that help our customers increase revenues, decrease costs or bring freedom and flexibility to their employees.
  • 4. We don’t build apps, we deliver real-time insights
  • 5. We don’t build apps, we revive the past
  • 6. We don’t build apps, we connect with customers
  • 7. We don’t build apps, we deliver instant information
  • 8. We don’t build apps, we connect people
  • 9. Wat is een business model?
  • 10. A business model describes the rationale of how an organisation creates, delivers and captures value
  • 11. Customer Segments Customer segments are justified only if Their needs require a distinct offer They are reached through different channels They require different types of relationships They have substantially different profitabilities They are willing to pay for different aspects of the offer For whom are we creating value? Who are our most important customers?
  • 12. Value Proposition A Value Proposition creates value for a specific Customer Segment through a distinct mix of elements catering to that segment’s needs Elements of a Value Proposition Price Newness Performance Customisation Design Cost reduction Risk reduction Accessibility Convenience Brand/status What value do we deliver to the customers? Which one of our customer’s problem are we helping to solve? What bundles of products and services are we offering to each segment?
  • 13. Channels Channels have five distinct phases: Awareness Evaluation Purchase Delivery After sales Own Direct Own people Web sales Indirect Own stores Partner Partner stores Wholesaler Through which channels do our Customer Segments want to be reached? How are we reaching them now? Are our channels integrated? Which ones work best? Which ones are most cost-efficient?
  • 14. Customer Relationships Customer relationships are mainly driven by the need for customer acquisition customer retention or up- and cross-selling What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How costly are they? How are they integrated with the rest of the business model? Types of relationships Personal assistance Dedicated personal assistance Self-service Automated services Communities Co-creation
  • 15. Revenue Streams A business model can involve different types of revenue streams Transaction revenues Recurring revenues Possible revenue streams Asset sale Usage fee Subscription fees Lending/Renting/Leasing Licensing Brokerage fees Advertising (3rd party) Non-monetary rewards For what are our customers really willing to pay? For what do they currently pay? Are we capturing all value? How much does each Revenue Stream contribute to overall revenues?
  • 16. Key Resources Key resources can be physical, intellectual or human What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Examples of key resources Intellectual property CRM system Infrastructure Shops or retailers Workforce Capital
  • 17. Key Activities Key activities are the most important actions a company must take to operate successfully What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Key Activities Production/Development Problem Solving Infrastructure management Partner management …
  • 18. Key Partnerships We can distinguish four types of partnerships: Strategic alliances between non-competitors Coopetition – alliances between competitors Joint ventures to develop new business Long term buyer-supplier relationships Who are our Key Partners? Who are our Key Suppliers? Which Key Resources or Key Activities are we sourcing from our partners? Motivation for partnerships Optimisation and economies of scale Reduction of risk and uncertainty Acquisition of particular resources or activities
  • 19. Cost Structure Cost is important for any company, but there is a clear distinction between cost-driven and value-driven business models Key cost parameters Fixed costs Variable costs Economies of scale Economies of scope What are the most important costs in our business model? Which Key Resources and Key Activities are most expensive?
  • 20. efficientie waarde
  • 21. Hoe creeër en capteer ik “waarde”?
  • 22. Hoeveel zou je aanrekenen voor een griepvaccin?
  • 23. Invested stakes No more willingness to pay! Lawsuits Government interference Illegal “value propositions” New business models!
  • 24. Why do your customers buy from you? Why do you buy from your key partners/suppliers? Why do you oursource some activities? Why do external channels sell your product or service?
  • 25. 0% 20% 40% 60% 80% 100% Product price What is your value? Can you capture it?
  • 26. Value flows Watch out for bypass paths! Monetary flows
  • 27. Patronen Bait & hook Long-tail Multi-sided markets Freemium Co-creation Open models Free B24b Unbundling Brokerage
  • 28. Free basic value proposition Large base of free users Small base of paying users Paid Premium service Paid premium services Cost of serving paying users Cost of serving free users Long-term relationship Focused on conversion
  • 29. In the free model at least one substantial Customer Segment is able to continuously benefit from a free-of-charge offer. Key to free business models is the low marginal cost of serving additional free users Key factors to consider are: The average cost of serving a free user The conversion rate to paying customers
  • 30. “Bait” product or service Single customer segment for “bait” and “hook” “Hook” product or service Recurring purchases of “hook” products or services Cost of subsidising “bait” product Lock in One-off purchase of “bait” product Substitutes often protected by patents
  • 31. Where Gilette pioneered, mobile operators and printer manufacturers followed. An attractive (or free) initial offering triggers a profitable stream of future revenues through related products or services Key factors to consider are: The average cost of serving a free user The conversion rate to paying customers
  • 32. Successful companies choose one discipline and fully commit to it. An inside-out strategic option. Customer intimacy Operational excellence Product leadership
  • 33. Operational excellence Customer intimacy Product leadership Rules Process- and product focused “One size fits all” attitude Uniformity Customer focused “Have it your way” attitude Variation Concept- and future-oriented “Out-of-the-box” attitude Experimentation Processes End-to-end supply chain optimisation Efficiency and reliability Just-in-time Customer service Flexibility Accessibility Product development Time-to-market and marcom Emphasis on “breakthroughs” Organisation Central management Few delegated responsabilties Professionalism within Decision power with customer contact Professionalism on the outside Ad-hoc, organic, cellular Professionalism throught the organisation Limited structures Management “Command and control” Standard procedures Cost control Customer comes first “Lifetime value” Result-driven management Individual innovation is rewarded Risk management Exposure management Internal systems Integrated and “low cost” Transaction-oriented System equals process Professional CRM Tight links between intenal and external information Analytics People-centric communication Collaborative tools Pick one. Be committed. Be relentless!
  • 34. Verdienmodellen voor apps
  • 35. Source:Forbes
  • 36. We don’t build apps, we create stronger partnerships
  • 37. We don’t build apps, we increase revenues
  • 38. We don’t build apps, we connect past and present
  • 39. We don’t build apps, we increase security
  • 40. We don’t build apps, we increase customer loyalty
  • 41. Hans Haagdorens Innovatiecentrum Antwerpen 0494 04 74 04 hans.haagdorens@innovatiecentrum.be

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