MODULO 4
                CADI - INNOVACIÓN DE MODELOS DE NEGOCIO
                    ITESM CAMPUS MONTERREY, FEB 2010




...
REFLECTIONS DAY 1




Tuesday, March 2, 2010
http://prezi.com/w0tbeu06yqwp/

Tuesday, March 2, 2010
Tuesday, March 2, 2010
Can we use link
                                                           our evaluation
                                ...
Are we facilitating
                                                           that the full
                             ...
IDEATION


                         Innovación de Modelos de Negocio
                         CADI - Campus Monterrey, 25....
WHERE TO START
                          THE IDEATION
                            PROCESS?

                             I...
WHERE TO START LOOKING?




Tuesday, March 2, 2010
BECAUSE...
                   MOST ENTREPRENEURS COUNT WITH RELATIVELY
                   LOW RESOURCES, EXPERIENCE & CONN...
BECAUSE...
                   ENTREPRENEURIAL PROJECTS SHOULD START IN THE
                   EARLY STAGES OF NEW CATEGORY...
IT IS RECOMMENDED TO START
                      WITH A FRESH CUSTOMER
                            PERSPECTIVE




Tuesday...
CASE DISCUSSION


                            Innovación de Modelos de Negocio
                            CADI - Campus M...
http://cic.gda.itesm.mx/CIC/index.php?ver=busqueda.php&query=emprendedores%20de%20internet




                           ...
KEY ACTIVITIES...
        1. READ CASE
        2. DISCUSS CASE IN TEAMS OF 5
        3. DESIGN 3 DIFFERENT BUSINESS MODEL ...
SPOTTING UNDERSERVED
                   CUSTOMER NEEDS




Tuesday, March 2, 2010
DUE TO VALUE
                                                                   MIGRATION,
                               ...
WHAT DOES ALL THIS MEAN?


         YESTERDAY            TOMORROW




                         18
Tuesday, March 2, 2010
UNDERSTANDING CUSTOMER NEEDS, WE CAN DESIGN A
     PORTFOLIO OF NEW PRODUCT IDEAS & BUSINESS MODELS




                  ...
!""#$%&!'"(
                                                   )*+&%,#-*&"!%(



                                         ...
Tuesday, March 2, 2010
ON WHICH OF THESE INGREDIENTS SHOULD WE BUILD
        THE FOUNDATION OF OUR NEW BUSINESS?




                            ...
MASLOW’S
     HIERARCHY OF NEEDS




Tuesday, March 2, 2010
• WHAT                COMPANIES COMPLAIN ABOUT
    •   Customers do not know what they want.

    •   Customers cannot art...
Customer hire products in
             order to get a JOB® done!


       JOB TO BE DONE...
                ...a fundament...
A CUSTOMER NEED
    MUST...
    • Be   based on a system of value measurement that is universally
        accepted by cust...
Source - Anthony Ulwick (2009). What is Outcome Driven Innovation. Whitepaper. www.strategyn.com.

Tuesday, March 2, 2010
Tuesday, March 2, 2010
WAIT A MINUTE!




Tuesday, March 2, 2010
DOES THIS SOUND
                            FAMILIAR?



Tuesday, March 2, 2010
YES, YESTERDAY WE HAVE SEEN
        THE FOLLOWING SLIDES ON
      CUSTOMER VALUE PERCEPTION




Tuesday, March 2, 2010
Source - Woodall (2005) Conceptualizing Value for the Customer.




                                   Innovación de Model...
Source - Woodall (2005) Conceptualizing Value for the Customer.




                                   Innovación de Model...
THE QUESTION IS HOW TO
    ORGANIZE THE INFORMATION



Tuesday, March 2, 2010
Tuesday, March 2, 2010
Tuesday, March 2, 2010
Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.




    SPOTTING UNDERSERVED NEEDS
    •   The...
WHEN IS A NEED
    UNMET?
          If a desired outcome is both important and
          unsatisfied, it is unmet

    ✦ T...
Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.




    SPOTTING UNDERSERVED NEEDS
    • Compa...
JOB BASED VIEW
                         OF THE MARKET
    •   What fundamental problem is the customer
        trying to s...
WHAT IS THE JOB TO BE DONE OF A TRASH BIN?




                         41
Tuesday, March 2, 2010
Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.




    JOB MAPS...
    •   The map serves as ...
Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.


               WHY THE JOB MAP IS SO IMPORTA...
WHAT ARE THE KEY “JOBS” OF A WALL?



                           PROTECT


                              SUSTAIN BUILDINGS...
… AND WHY DO WE HAVE WINDOWS?




Tuesday, March 2, 2010
AND WHY
          DOORS
           HAVE
           DOOR
          LOCKS?



                                        DO
   ...
USUALLY PRODUCTS ARE GREAT
   FOR DOING SOME JOBS,...
   BUT TERRIBLE AT DOING OTHER JOBS...




Tuesday, March 2, 2010
A JOBS TO BE DONE VIEW OF THE CUSTOMER WILL EXPAND YOUR VISION &
  ENABLE YOU TO SENSE OPPORTUNITIES FOR BUSINESS MODEL IN...
THAT’S WHY WE HAVE TO LOOK AT THE
            JOB HOLISTICALLY….




Tuesday, March 2, 2010
SUBJECT             SITUATION   SATISFACTION




Tuesday, March 2, 2010
IF WE DO THAT, WE MIGHT JUST
                 DISCOVER THE NEXT BIG THING!




Tuesday, March 2, 2010
NOW LET’S TAKE A LOOK AT
                             SEGMENTATION...




Tuesday, March 2, 2010
MARKET SEGMENTATION =
    A MARKET TECHNIQUE THAT TARGETS A
    GROUP OF CUSTOMERS WITH SPECIFIC
           CHARACTERISTIC...
TRADITIONAL SEGMENTATION CRITERIA




Tuesday, March 2, 2010
TRADITIONAL SEGMENTATION CRITERIA




        MAYBE USEFUL FOR MEDIA SELECTION, BUT
         NOT FOR NEW PRODUCT DEVELOPME...
WHAT DOES THIS MEAN?




Tuesday, March 2, 2010
WE USE SEGMENTATION CRITERIA AS
       THE BASIS FOR IDEA GENERATION
             THAT MIGHT SATISFY
        THE NEEDS OF ...
WHY DON´T WE JUST TRY TO
         COMPREHEND THE CUSTOMER NEEDS
                   DIRECTLY?
          WOULDN´T THIS BE MU...
Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.


     WHY NOT JOB BASED SEGMENTATION...




 ...
OVERSERVED               APPROPRIATELY   UNDERSERVED
                            SERVED




                              ...
IN ORDER TO PERFORM
                                NEW TASKS & BE
                                   EFFECTIVE



       ...
THE ART OF INNOVATION
                                  IN THIS WORKSHOP WE HAVE
                                   SEEN D...
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Cadi 2010 Modulo 4 Outcome Driven Innovation

  1. 1. MODULO 4 CADI - INNOVACIÓN DE MODELOS DE NEGOCIO ITESM CAMPUS MONTERREY, FEB 2010 Tuesday, March 2, 2010
  2. 2. REFLECTIONS DAY 1 Tuesday, March 2, 2010
  3. 3. http://prezi.com/w0tbeu06yqwp/ Tuesday, March 2, 2010
  4. 4. Tuesday, March 2, 2010
  5. 5. Can we use link our evaluation criteria to the 8 Key Factors for Success? http://www.ted.com/talks/lang/eng/richard_st_john_s_8_secrets_of_success.html Tuesday, March 2, 2010
  6. 6. Are we facilitating that the full creative potential of our students, or killing their inspiration and passion with OUR lack of vision? http://www.ted.com/talks/lang/eng/ken_robinson_says_schools_kill_creativity.html Tuesday, March 2, 2010
  7. 7. IDEATION Innovación de Modelos de Negocio CADI - Campus Monterrey, 25. & 26.02.2010 Instructor: Daniel Pandza (daniel@paradygnamics.com) Tuesday, March 2, 2010
  8. 8. WHERE TO START THE IDEATION PROCESS? Innovación de Modelos de Negocio CADI - Campus Monterrey, 25. & 26.02.2010 Instructor: Daniel Pandza (daniel@paradygnamics.com) Tuesday, March 2, 2010
  9. 9. WHERE TO START LOOKING? Tuesday, March 2, 2010
  10. 10. BECAUSE... MOST ENTREPRENEURS COUNT WITH RELATIVELY LOW RESOURCES, EXPERIENCE & CONNECTIONS Tuesday, March 2, 2010
  11. 11. BECAUSE... ENTREPRENEURIAL PROJECTS SHOULD START IN THE EARLY STAGES OF NEW CATEGORY LIFE CICLES... Tuesday, March 2, 2010
  12. 12. IT IS RECOMMENDED TO START WITH A FRESH CUSTOMER PERSPECTIVE Tuesday, March 2, 2010
  13. 13. CASE DISCUSSION Innovación de Modelos de Negocio CADI - Campus Monterrey, 25. & 26.02.2010 Instructor: Daniel Pandza (daniel@paradygnamics.com) Tuesday, March 2, 2010
  14. 14. http://cic.gda.itesm.mx/CIC/index.php?ver=busqueda.php&query=emprendedores%20de%20internet Innovación de Modelos de Negocio CADI - Campus Monterrey, 25. & 26.02.2010 Instructor: Daniel Pandza (daniel@paradygnamics.com) Tuesday, March 2, 2010
  15. 15. KEY ACTIVITIES... 1. READ CASE 2. DISCUSS CASE IN TEAMS OF 5 3. DESIGN 3 DIFFERENT BUSINESS MODEL IDEAS BY FOLLOWING THE BUSINESS MODEL CANVAS. 4. PRESENT YOU BUSINESS MODEL IDEAS 5. COMPARE YOUR IDEAS WITH THE IDEAS OF THE OTHER TEAMS. ARE YOUR IDEAS DIFFERENTIATED? 6. HOW CAN YOU IMPROVE THE DIFFERENTIATION OF YOUR BUSINESS MODEL? 7. HOW CAN YOU IMPROVE THE PROFITABILITY OF YOUR BUSINESS MODEL IDEAS? 8. WHAT DID THE ENTREPRENEURS DO? (VIDEO) Tuesday, March 2, 2010
  16. 16. SPOTTING UNDERSERVED CUSTOMER NEEDS Tuesday, March 2, 2010
  17. 17. DUE TO VALUE MIGRATION, COMPANIES NEED TO CONSTANTLY EXPLORE NEW OPPORTUNITIES FOR DIFFERENTIATION. Recommended Reading - Adrian Slywotzky (1996) Value Migration. 17 Tuesday, March 2, 2010
  18. 18. WHAT DOES ALL THIS MEAN? YESTERDAY TOMORROW 18 Tuesday, March 2, 2010
  19. 19. UNDERSTANDING CUSTOMER NEEDS, WE CAN DESIGN A PORTFOLIO OF NEW PRODUCT IDEAS & BUSINESS MODELS 19 Tuesday, March 2, 2010
  20. 20. !""#$%&!'"( )*+&%,#-*&"!%( !"#$%&$' ()"!*+,-".' !"#$%&!'() !"#$%&'$( !$*)+,-,(') )*"$"%$+( !""#$%&!'"( )*(+,#&*-#-( !"#$%&%'()* !"# +,%-./&"0* !""#$%&!'"( )*"&!#"%+( Source: Tim Brown (2008). Design Thinking. Harvard Business Review. June 2008. Tuesday, March 2, 2010
  21. 21. Tuesday, March 2, 2010
  22. 22. ON WHICH OF THESE INGREDIENTS SHOULD WE BUILD THE FOUNDATION OF OUR NEW BUSINESS? 22 Tuesday, March 2, 2010
  23. 23. MASLOW’S HIERARCHY OF NEEDS Tuesday, March 2, 2010
  24. 24. • WHAT COMPANIES COMPLAIN ABOUT • Customers do not know what they want. • Customers cannot articulate their needs. • Customers have latent needs - they don’t know they have. • Customer requirements change quickly over time. • THE TRUTH IS… • Companies do not know what a need is or how to listen to customers. Source - Anthony Ulwick (2009). What is Outcome Driven Innovation. Whitepaper. www.strategyn.com. Tuesday, March 2, 2010
  25. 25. Customer hire products in order to get a JOB® done! JOB TO BE DONE... ...a fundamental problem in a given situation that needs a solution. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. Tuesday, March 2, 2010
  26. 26. A CUSTOMER NEED MUST... • Be based on a system of value measurement that is universally accepted by customers System of • Be relevant now and in the future Measurement • Not be left open to interpretation • Not confound the way it or other need statements are prioritized Structure, Content and Format Source - Anthony Ulwick (2009). What is Outcome Driven Innovation. Whitepaper. www.strategyn.com. Tuesday, March 2, 2010
  27. 27. Source - Anthony Ulwick (2009). What is Outcome Driven Innovation. Whitepaper. www.strategyn.com. Tuesday, March 2, 2010
  28. 28. Tuesday, March 2, 2010
  29. 29. WAIT A MINUTE! Tuesday, March 2, 2010
  30. 30. DOES THIS SOUND FAMILIAR? Tuesday, March 2, 2010
  31. 31. YES, YESTERDAY WE HAVE SEEN THE FOLLOWING SLIDES ON CUSTOMER VALUE PERCEPTION Tuesday, March 2, 2010
  32. 32. Source - Woodall (2005) Conceptualizing Value for the Customer. Innovación de Modelos de Negocio CADI - Campus Monterrey, 25. & 26.02.2010 Instructor: Daniel Pandza (daniel@paradygnamics.com) Tuesday, March 2, 2010
  33. 33. Source - Woodall (2005) Conceptualizing Value for the Customer. Innovación de Modelos de Negocio CADI - Campus Monterrey, 25. & 26.02.2010 Instructor: Daniel Pandza (daniel@paradygnamics.com) Tuesday, March 2, 2010
  34. 34. THE QUESTION IS HOW TO ORGANIZE THE INFORMATION Tuesday, March 2, 2010
  35. 35. Tuesday, March 2, 2010
  36. 36. Tuesday, March 2, 2010
  37. 37. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. SPOTTING UNDERSERVED NEEDS • The metrics can be uncovered using any of the popular interviewing methods... • Personal interview, focus groups, ethnographic interviews, etc. • Desired outcome statements must conform to a specific structure and follow a set of stringent rules in order to avoid unwanted sources of variability that alter the importance and satisfaction ratings customers give the statements. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. Tuesday, March 2, 2010
  38. 38. WHEN IS A NEED UNMET? If a desired outcome is both important and unsatisfied, it is unmet ✦ The more important and less satisfied an outcome is (the more unmet it is) the greater it represents an opportunity for value creation ✦ Outcomes are prioritized based on their attractiveness as opportunities for value creation Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. Tuesday, March 2, 2010
  39. 39. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. SPOTTING UNDERSERVED NEEDS • Companies must ... • ...analyze the job of interest • ...ascertain from customers what must be measured and controlled to ensure the job is executed with the speed, predictability and output customers desire. • The metrics customer use to measure the successful execution of a job are called DESIRED OUTCOMES. • Desired outcomes are customer needs! Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. Tuesday, March 2, 2010
  40. 40. JOB BASED VIEW OF THE MARKET • What fundamental problem is the customer trying to solve? • What objectives to customers use to evaluate solutions? • What barriers limit the solution? • What solutions do customers consider? • What opportunities exist for innovative solutions? Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. Tuesday, March 2, 2010
  41. 41. WHAT IS THE JOB TO BE DONE OF A TRASH BIN? 41 Tuesday, March 2, 2010
  42. 42. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. JOB MAPS... • The map serves as a framework around which customer needs (desired outcomes) are gathered. • Once a job map is created for a specific functional job, customer needs can be captured for each step in the job map. • When need statements that describe issues related to the speed, stability and output of each process step are captured, all needs are known. • Most jobs consist of 8 to 12 process steps, that 6-12 needs exist per process step, and that approximately 50-150 needs exist for any given job. • When the job is the unit of analysis, there is no such thing as an unarticulated or latent customer need - customers clearly know what jobs they are trying to get done and how they measure success. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. Tuesday, March 2, 2010
  43. 43. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. WHY THE JOB MAP IS SO IMPORTANT... • The map does not show what the customer is doing (solution view); rather it describes what the customer is trying to get done (needs view). • All jobs consist of some or all of the eight fundamental process steps: 43 Tuesday, March 2, 2010
  44. 44. WHAT ARE THE KEY “JOBS” OF A WALL? PROTECT SUSTAIN BUILDINGS HOLD FLAT SCREEN TV’S 44 Tuesday, March 2, 2010
  45. 45. … AND WHY DO WE HAVE WINDOWS? Tuesday, March 2, 2010
  46. 46. AND WHY DOORS HAVE DOOR LOCKS? DO WHY RS? D O … AN E DO E US 46 W Tuesday, March 2, 2010
  47. 47. USUALLY PRODUCTS ARE GREAT FOR DOING SOME JOBS,... BUT TERRIBLE AT DOING OTHER JOBS... Tuesday, March 2, 2010
  48. 48. A JOBS TO BE DONE VIEW OF THE CUSTOMER WILL EXPAND YOUR VISION & ENABLE YOU TO SENSE OPPORTUNITIES FOR BUSINESS MODEL INNOVATIONS. ... 48 Tuesday, March 2, 2010
  49. 49. THAT’S WHY WE HAVE TO LOOK AT THE JOB HOLISTICALLY…. Tuesday, March 2, 2010
  50. 50. SUBJECT SITUATION SATISFACTION Tuesday, March 2, 2010
  51. 51. IF WE DO THAT, WE MIGHT JUST DISCOVER THE NEXT BIG THING! Tuesday, March 2, 2010
  52. 52. NOW LET’S TAKE A LOOK AT SEGMENTATION... Tuesday, March 2, 2010
  53. 53. MARKET SEGMENTATION = A MARKET TECHNIQUE THAT TARGETS A GROUP OF CUSTOMERS WITH SPECIFIC CHARACTERISTICS... Tuesday, March 2, 2010
  54. 54. TRADITIONAL SEGMENTATION CRITERIA Tuesday, March 2, 2010
  55. 55. TRADITIONAL SEGMENTATION CRITERIA MAYBE USEFUL FOR MEDIA SELECTION, BUT NOT FOR NEW PRODUCT DEVELOPMENT Tuesday, March 2, 2010
  56. 56. WHAT DOES THIS MEAN? Tuesday, March 2, 2010
  57. 57. WE USE SEGMENTATION CRITERIA AS THE BASIS FOR IDEA GENERATION THAT MIGHT SATISFY THE NEEDS OF THE CONSUMER? Tuesday, March 2, 2010
  58. 58. WHY DON´T WE JUST TRY TO COMPREHEND THE CUSTOMER NEEDS DIRECTLY? WOULDN´T THIS BE MUCH EASIER & INCREASE THE PROBABILITY OF SUCCESS? Tuesday, March 2, 2010
  59. 59. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn. WHY NOT JOB BASED SEGMENTATION... 59 Tuesday, March 2, 2010
  60. 60. OVERSERVED APPROPRIATELY UNDERSERVED SERVED 60 Tuesday, March 2, 2010
  61. 61. IN ORDER TO PERFORM NEW TASKS & BE EFFECTIVE OR DEAL WITH NEW PARTNERS FROM NEW OR NEW VALUE CUSTOMER PROPOSITIONS SEGMENTS WE MIGHT HAVE IF WE NEED TO GET NEW NEW REVENUE RESOURCES OR STREAMS COMPETENCIES 61 Tuesday, March 2, 2010
  62. 62. THE ART OF INNOVATION IN THIS WORKSHOP WE HAVE SEEN DIFFERENT TOOLS AND Partneorrk w COM Net METHODOLOGIES THAT CANETITIVE A P GUIDE s DVAN s TAGE OUR CLIENTS IN THE l Bu sinePURSUIT OF e - Mo d CONVERTING THEIR DREAMS INTO sso u rce Re ess n sio n ln PROFITABLE BUSINESS MODELS. fu l u iff ptio ore D do C s& & A e iliti pa b rce s Ca sou m er Res YOUR TASK IS TO INVEST TIME us to s C ed Ne AND EFFORT AND PRACTICE THE APPLICATION OF THESE aTOOLS. lue n V tio ig ra M Tuesday, March 2, 2010
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