• Like

Loading…

Flash Player 9 (or above) is needed to view presentations.
We have detected that you do not have it on your computer. To install it, go here.

Service in the Industry is not a Product Feature but a Business Model

  • 9,506 views
Uploaded on

Produced by Ouke Arts, Strategy Consultant …

Produced by Ouke Arts, Strategy Consultant
working for Strategy Boutique Thaesis and supported by trendwatching.com.

http://www.linkedin.com/in/oukearts
http://www.thaesis.nl
http://www.trendwatching.com

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
No Downloads

Views

Total Views
9,506
On Slideshare
0
From Embeds
0
Number of Embeds
7

Actions

Shares
Downloads
835
Comments
1
Likes
30

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Lec tu AFS re MIService in the industry isnot a product featurebut a business model
  • 2. ure Lect I AFSMAnd this lecture will provide you with insights onhow to design new business models based on bothbusiness logic and creative instinct
  • 3. Example from the past
  • 4. Example from present day
  • 5. Example for the future >>> pay for services?
  • 6. Strategy Consultant: 80% corporate/executive + 20% start-up/new business2010 Publishers, broadcasters, retailers and technology companies2009 Entertainment, telecom and 7% television production companies 3% 34%2008 Travel and leisure, architecture, fashion and professional services2007 companies2006 Industrial manufacturing, (bio-) technology, science and education,2005 banking and insurance companies2004 Aviation, automotive, engineering 41%2003 and construction companies 14% Retail and FMCG High-tech industry Media and technology Creative industryLet me introduce myself Professional services
  • 7. Goal to discover new business model(s) together1. Let’s meet the industry >>> and your greatest challenges2. Let’s think services >>> and use your creative instinct3. Let’s talk business >>> and bring in your business logic (finally)2x45 minutes, with breaks and discussion
  • 8. 1 The industry the players, the game
  • 9. Let’s meet the industry
  • 10. uire? What value do we deliver to the customer? What type of relationship doe Which one of our customer’s problems are we helping to solve? Segments expect us to establ What bundles of products and services are we offering to each Customer Segment? Which ones have we establish Which customer needs are we satisfying? How are they integrated with How costly are they? The industry mainly delivers high-technology products and services to businesses Greatest challenge: Customer orientation and service innovationquire? Through which Channels do o
  • 11. What Key Activities do our Value Propositions require? What value do we deliver to t Our Distribution Channels? Which one of our customer’s pners? Customer Relationships? What bundles of products and Revenue streams? Which customer needs are we Research > Development > Purchasing > Production > Assembly > Distribution > Sales > Maintenance Greatest challenge: Process innovation and automation
  • 12. What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?The most important assetsin the industry are physical(facilities, machines andsystems) and intellectual(patents)Greatest challenge:Human resources
  • 13. Who are our Key Partners? What Key Activities do our ValWho are our key suppliers? Our Distribution Channels?Which Key Resources are we acquiring from partners? Customer Relationships?Which Key Activities do partners perform? Revenue streams?The industry works innetworks of suppliers andpartners to reduce risks andacquire access to resourcesGreatest challenge:Managing alliances
  • 14. What are the most important costs inherent in our business model?Which Key Resources are most expensive?Which Key Activities are most expensive? High proportion fixed costs Greatest challenge: Productivity and cost control
  • 15. Service in the industry isnot a product featurebut a business modelWrap up left-hand side of the business model1. Greatest challenge for your value proposition >>> customer orientation and service innovation2. Greatest challenge for your key activities >>> process innovation and automation3. Greatest challenge for your key resources >>> human resources4. Greatest challenge for your key partners >>> managing alliances5. Greatest challenge for your cost structure >>> productivity and cost control
  • 16. k BreaLet’s describe your nightmare competitor
  • 17. BreakGoal imagine your ultimate competitor1. Think of a competitor with unlimited resources and working capital >>> don’t rely on the past2. This competitor has as many valuable relationships as you have >>> forget any market barriers3. This competitor is operational in business today >>> let go of the status quo4. What would this ultimate competitor look like and how would he act?5. What would you do to deal with this competitor (e.g. prevent/defense/become/...)?5 minutes, individually
  • 18. Let’s play
  • 19. 2 Service the concept
  • 20. Let’s think services
  • 21. uire? What value do we deliver to the customer? What type of relationship doe Which one of our customer’s problems are we helping to solve? Segments expect us to establ What bundles of products and services are we offering to each Customer Segment? Which ones have we establish Which customer needs are we satisfying? How are they integrated with How costly are they? The industry mainly delivers high-technology products and services to businesses Greatest challenge: Customer orientation and service innovationquire? Through which Channels do o
  • 22. What type of relationship does each of our Customer For whom are we creating valping to solve? Segments expect us to establish and maintain with them? Who are our most importantering to each Customer Segment? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? It takes a relationship and a social space for a customer to experience a service Greatest challenge: Establish relationships
  • 23. Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? The industry’s value chain hardly facilitates interaction Greatest challenge: Create multiple touch-pointswhat value are our customers really willing to pay?what do they currently pay? are they currently paying?
  • 24. No.mer For whom are we creating value?th them? Who are our most important customers?ness model? The industry offers payers products and services, not necessarily solutions to problems experienced by actual end-users Greatest challenge: Value-driven innovation
  • 25. For what value are our customers really willing to pay?For what do they currently pay?How are they currently paying?How would they prefer to pay?How much does each Revenue Stream contribute to overall revenues? The industry is asset sale driven Greatest challenge: Usage, subscription, licensing models This work is licensed under the Creative Commons Attribution-Sh To view a copy of this license, visit http://creativecom or send a letter to Creative Commons, 171 Second Street, Suite 300, San Fr
  • 26. Service in the industry isnot a product featurebut a business modelWrap up right-hand side of the business model1. Greatest challenge for your value proposition >>> customer orientation and service innovation2. Greatest challenge for your customer relationships >>> establish relationships3. Greatest challenge for your channels >>> create multiple touch-points4. Greatest challenge for your customer segments >>> value-driven innovation5. Greatest challenge for your revenue streams >>> usage, subscription, licensing models
  • 27. ds TrenLet’s discuss the impact of trends in your markets
  • 28. Trends
  • 29. “The global emerging middle class now stands at two billion people who spend USD 6.9 trillion a year, a figure which is expected to rise to USD 20 trillion - twice current ” US consumption - by 2020. Source: McKinsey, July 2010Let’s illustrate
  • 30. “The top ten value creators in the Boston Consulting Group’s 712-company sample are all from Asia: five companies listed on stock exchanges in China, two in Hong Kong, and one each in India, Indonesia, and South Korea. ” Source: Boston Consulting Group, September 2010Let’s illustrate
  • 31. “The US ranked 24th out of 25 markets around the world in an examination of green consumer habits around the world. Approximately two in three Americans perceive green products to be too costly and one-third believes they don’t ” work as well as “regular” products. Source: GfK Roper, October 2010Let’s illustrate
  • 32. “Consumers from emerging markets in the Asian region are more willing to pay more for green products. Nearly 95% of Thai consumers, 90% of Chinese consumers and over 80% of Malaysian and Korean consumers are willing to pay more, yet less than 60% of consumers from other Asia-Pacific markets such as Hong Kong and Australia exhibit willingness to pay more. ” Source: Datamonitor, December 2010Let’s illustrate
  • 33. “A national survey of 1,800 independent businesses in the US found that 80% said public awareness of the value of choosing locally owned businesses had ” increased in the last year. Source: ABA, January 2010Let’s illustrate
  • 34. “Between the year 2010 and 2040, the global population age 65 and older is expected to rise from 530 million ” to 1.3 billion. Source: US Census Bureau, March 2010Let’s illustrate
  • 35. “The number of non-employer (single person) businesses in the US, with an income greater than USD 1,000 (often secondary sources of income) increased by 40.5% in the ten years from 1997 to ” 2007. Source: US Census Bureau, June 2010Let’s illustrate
  • 36. “An average of 78% of consumers in the US, UK, Canada, Brazil, India and China say they are willing to co-create with ” brands. Source: IBM, January 2010Let’s illustrate
  • 37. “Each year, global consumers make more than 500 billion online impressions on one another regarding products and ” services. Source: Forrester, September 2010Let’s illustrate
  • 38. Service in the industry isnot a product featurebut a business modelService design process1. Discover >>> goals, strategy, context and customer journey2. Conceptualize >>> experiences from end-users to personnel3. Design >>> touchpoints, service system, look-and-feel4. Build >>> platform, physical locations, media, training5. Deliver >>> organise, communicate, evaluate
  • 39. 3 Business the models
  • 40. Let’s talk business
  • 41. Ideas for inspiration
  • 42. 10 New Business Models for this Decade1. Localized Low-Cost Business Model beta2. One-Off Experience Business Model beta3. Beyond Advertising Business Model beta4. Markets Are Conversations Business Model beta5. Low-Budget Innovation Business Model beta6. Community-Funded Business Model beta7. Sustainability-Focused Business Model beta8. Twisted Freemium Business Model beta9. Unlimited Niches Business Model beta10. In-Crowd Customers Business Model beta
  • 43. Localized Low-Cost Business Model
  • 44. The Business Model Canvas Localized Low-Cost Business Model4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Independent Who are our key suppliers? Which Key Resources are we acquiring from partners? Our Distribution Channels? Customer Relationships? Simple, small Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Segments expect us to establish and maintain with them? Which ones have we established? Higher incomes Who are our most important customers? Which Key Activities do partners perform? Revenue streams? Cost efficient Which customer needs are we satisfying? How are they integrated with the rest of our business model? product/service and cheap How costly are they? in emerging procurement designers product/service markets Lower customer expectations Standardized Marketing Lower-incomes Minimum local micro and quality in emerging specifications producers management markets KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Income Channelsour Customer Segments Through which Channels do want to be reached? Metropolitan Resources Revenue Streams? generating/self- How are we reaching them now? How are our Channels integrated? areas in Which ones work best? sustaining Which ones are most cost-efficient? How are we integrating them with customer routines? mature markets Energy efficient Brands distribution via local vendors Other areas in mature markets Cost Revenue Structure costs inherent in our business model? What are the most important Which Key Resources are most expensive? Streams pay? really willing to pay? For what value are our customers For what do they currently Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? Micro financed How much does each Revenue Stream contribute to overall revenues? Low prices x Low costs local banks/ High volumes foundations Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 45. le mpExa
  • 46. Exa mp le
  • 47. le xa mpE
  • 48. One-Off Experience Business Model
  • 49. The Business Model Canvas One-Off Experience Business Model4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Which Key Resources are we acquiring from partners? Our Distribution Channels? Customer Relationships? 3rd party Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Segments expect us to establish and maintain with them? Which ones have we established? Customers in Who are our most important customers? Which Key Activities do partners perform? Offline event Revenue streams? Software Which customer needs are we satisfying? Instant How are they integrated with the rest of our business model? see-hear-buy How costly are they? markets of organizers development consuming product/service abundance Conversation Experience Offline pop-up One-off Instant engagement seeking commerce experiences contributing and initiative customers KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Online retailers Resources Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Software Online platform channels Cost Revenue Structure costs inherent in our business model? What are the most important Which Key Resources are most expensive? Streams pay? really willing to pay? For what value are our customers For what do they currently Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? Online Commissions How much does each Revenue Stream contribute to overall revenues? Commissions Hosting costs presence and pop-up instant online findability costs commerce retail Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 50. le xa mpE
  • 51. Exa mp le
  • 52. le xa mpE
  • 53. Beyond Advertising Business Model
  • 54. 4 The Business Model Canvas Beyond Advertising Business Model Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Facilitate Customer Relationships? Trusted What bundles of products and services are we offering to each Customer Segment? Research, Which ones have we established? Customers in Commercial Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? sharing and product/service compare, mature partners contributing advice review markets Public Facilitate On-demand Individuals partners interacting interaction KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Customers in Review portals Resources Revenue Streams? How are we reaching them now? How are our Channels integrated? emerging Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? markets Facilitation Online skills channels Cost Revenue Structure costs inherent in our business model? What are the most important Which Key Resources are most expensive? Streams pay? really willing to pay? For what value are our customers For what do they currently Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Content Online Facilitators management findability Facilitation fees Commissions costs costs Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 55. Exa mp le
  • 56. le xa mpE
  • 57. Exa mp le
  • 58. Markets Are Conversations Business Model
  • 59. The Business Model Canvas Markets Are Conversations Business Model4 Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Real-time Customer Relationships? Modular and What bundles of products and services are we offering to each Customer Segment? Find, follow, Which ones have we established? Media Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? Engaged tracking and beta products/ interact and companies customers conversing services collaborate Product/service Non-engaged improvement customers and innovation KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Resources Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Social media Online social skilled networks employees Cost Revenue Structure costs inherent in our business model? What are the most important Which Key Resources are most expensive? Streams pay? really willing to pay? For what value are our customers For what do they currently Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? Lower product/ How much does each Revenue Stream contribute to overall revenues?Higher service failure recurrent costs revenues Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 60. le xa mpE
  • 61. Exa mp le
  • 62. le xa mpE
  • 63. Low-Budget Innovation Business Model
  • 64. 4 The Business Model Canvas Low-Budget Innovation Business Model Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Free / Which ones have we established? Local customer Which Key Activities do partners perform? Revenue streams? Customer Co-created Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? personalized Early adopters communities observation products samples Global trend Customer Followers trackers participation KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Resources Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Customer Offline Online behavior development channels intelligence labs Cost Revenue Structure costs inherent in our business model? What are the most important Which Key Resources are most expensive? Streams pay? really willing to pay? For what value are our customers For what do they currently Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Lower product Higher new development product costs success rate Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 65. le xa mpE
  • 66. Exa mp le
  • 67. le xa mpE
  • 68. Community-Funded Business Model
  • 69. 4 The Business Model Canvas Community-Funded Business Model Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? Community- What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Media Which Key Activities do partners perform? Revenue streams? Fund Which customer needs are we satisfying? Community How are they integrated with the rest of our business model? How costly are they? funded Believers companies management membership products Community Producers Suppliers management KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Resources Revenue Streams? How are we reaching them now? Buyers Distributors How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Online Community community Retail stores intelligence platform Cost Revenue Structure costs inherent in our business model? What are the most important Which Key Resources are most expensive? Streams pay? really willing to pay? For what value are our customers For what do they currently Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Marketing Production Distribution Supplier Product sales Interest costs costs costs subscriptions Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 70. le xa mpE
  • 71. Exa mp le
  • 72. le xa mpE
  • 73. Sustainability-Focused Business Model
  • 74. 4 The Business Model Canvas Sustainability-Focused Business Model Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Which Key Resources are we acquiring from partners? Ecological Our Distribution Channels? Customer Relationships? Sustainable Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Segments expect us to establish and maintain with them? Which ones have we established? Who are our most important customers? Ecological Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? Customers in impact products/ How costly are they? organizations mature markets research services Green storytelling Customers in Green Governments Green status emerging marketing markets KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Resources Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Brand defining Product/service Retail stores employees design Cost Revenue Structure costs inherent in our business model? What are the most important Which Key Resources are most expensive? Streams pay? really willing to pay? For what value are our customers For what do they currently Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Research Marketing Sustainable Government costs costs premiums grants Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 75. le xa mpE
  • 76. Exa mp le
  • 77. le xa mpE
  • 78. Twisted Freemium Business Model
  • 79. 4 The Business Model Canvas Twisted Freemium Business Model Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Open source Who are our key suppliers? Which Key Resources are we acquiring from partners? Customer Relationships? Product Our Distribution Channels? Free open Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Segments expect us to establish and maintain with them? Self-service Which ones have we established? Who are our most important customers? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? Self-service development support source based How costly are they? and access to customers community services product platform Product Continuously Paying versioning serviced customers and testing product KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Resources Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Open source Online platform Local branches product Cost Revenue Structure costs inherent in our business model? What are the most important Which Key Resources are most expensive? Streams pay? really willing to pay? For what value are our customers For what do they currently Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? Platform How much does each Revenue Stream contribute to overall revenues? Sales Distribution Professional development costs costs subscription costs Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 80. le xa mpE
  • 81. Exa mp le
  • 82. le xa mpE
  • 83. Unlimited Niches Business Model
  • 84. 4 The Business Model Canvas Unlimited Niches Business Model Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Platform Customer Relationships? Unlimited What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Niche content Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? Mass- How are they integrated with the rest of our business model? How costly are they? Many niche management scope of niche providers customized segments and promotion content User generated Service Content Niche content content delivery production providers tools KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Channelsour Customer Segments Through which Channels do want to be reached? Resources Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Online Platform channels Cost Revenue Structure costs inherent in our business model? What are the most important Which Key Resources are most expensive? Streams pay? really willing to pay? For what value are our customers For what do they currently Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Platform Platform Platform Low volumes x development management promotion unlimited items Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 85. le xa mpE
  • 86. Exa mp le
  • 87. le xa mpE
  • 88. In-Crowd Customers Business Model
  • 89. 4 The Business Model Canvas In-Crowd Customers Business Model Day Month Year No. Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? Status What bundles of products and services are we offering to each Customer Segment? Which ones have we established? In-crowd Brand Which Key Activities do partners perform? Revenue streams? Selective Which customer needs are we satisfying? Extremely How are they integrated with the rest of our business model? How costly are they? triggering customers in ambassadors marketing personalized product/service mature markets Social and Social and Production/ cultural cultural service delivery agencies experiences KeyResources do ourCustomer Relationships? What Key Our Distribution Channels? Value Propositions require? Personal Channelsour Customer Segments Through which Channels do want to be reached? Resources Revenue Streams? in-crowd How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? encounters How are we integrating them with customer routines? Offline Brand networks Cost Revenue Structure costs inherent in our business model? What are the most important Which Key Resources are most expensive? Streams pay? really willing to pay? For what value are our customers For what do they currently Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? Ambassador Production/ How much does each Revenue Stream contribute to overall revenues? Highest margin marketing service delivery prices costs costs Designer: Ouke Arts (ouke.arts@gmail.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 90. le xa mpE
  • 91. Exa mp le
  • 92. le xa mpE
  • 93. Thank you >>> final thoughts
  • 94. The importance of first drafts of new ideas
  • 95. Facilitation to challenge assumptions
  • 96. And visualisation of your business model
  • 97. Service in the industry isnot a product featurebut a business modelPitfalls in business model innovation1. Executives focus too much on the content of the business model, without creating a shared language in a facilitated innovation process >>> create a shared language2. Executives regenerate successes from the past >>> speak out and challenge assumptions3. Executives are unable to be open to new ideas from others, because they are not at ease with letting go (some) of their control on the strategy formulation process >>> be brave and embrace others ideas4. Executives want perfect results >>> perceive results as first drafts5. Executives want to go too fast, because once a common language is shared the enthusiasm rises and new ideas keep arriving at the scene >>> invite a facilitator, create and reflect