FOR THE CEO… (corporate or start-up)

3 KEY MESSAGES
FOR THE CEO

CEO FORUM Taipei, December 11th 2013
Patrick van der Pij...
TODAY…
I HAVE THREE KEY
MESSAGES FOR YOU
WHY

WE NEED TO
CHANGE
HOW

WE CAN DO
THAT
D.I.D.
LET’S START…
WHY

WE NEED TO
CHANGE
DESIGNING BETTER BUSINESSES
DESIGNING BETTER BUSINESSES
WE NEED TO
RETHINK THE WAY
WE DO BUSINESS!
DESIGNING BETTER BUSINESSES
WHY?
TODAY…
…WE SEE FORCES
WE HAVEN’T SEEN
BEFORE…
…WE CALL THEM
NEW RULES
OF THE BUSINESS
GAME.
SUSTAINABILITY
CREDIT CRISIS
UPCOMING MARKETS?
MARKETS CAME ALREADY UP
NEW GENERATION

generation	
  y	
  
BETTER PICTURE?
GENERATION Z
ONLINE REVOLUTION
NEW TECHOLOGY
SOME EXAMPLES OF
BUSINESS MODELS
WE SEE RIGHT
NOW…
RE-IMAGINATION
NEWS AND
INFORMATION
FLOW…
From reporters...
…to twitter
RE-IMAGINATION OF
BOOKS
From books...!
…to kindle
RE-IMAGINATION OF
CALLING A CAB
From waiting in the rain...
…to a single push of a button
RE-IMAGINATION OF
VIDEO
From video store...
…to youtube
RE-IMAGINATION OF
NAVIGATION
From map...
…to navigon
The speed of developments has
increased…!
resulting in shorter shelf lives of
companies…!
and focusing on product
innovation is not enough… !
HOW

WE CAN DO
THAT
WHAT WE
LEARNED…
IS ABOUT
NEW TOOLS
NEW SKILLS
NEW MINDSET
FOR THE CEO… (corporate or start-up)
AND HIS TEAM!
SO WHAT ARE NEW
TOOLS?
WHAT IS A
BUSINESS MODEL?
IMAGINE
(BOARDROOM)
CONVERSATIONS…
WE NEED NEW
TOOLS TO
UNDERSTAND AND
CRAFT NEW
BUSINESS MODELS
THE BUSINESS MODEL

CANVAS
A BUSINESS MODEL
DESCRIBES THE RATIONALE
OF HOW AN ORGANIZATION
CREATES, DELIVERS, AND
CAPTURES VALUE
1 CUSTOMER SEGMENTS
2 VALUE PROPOSITIONS
3 CHANNELS
4 CUSTOMER RELATIONSHIPS
5

REVENUE STREAMS
6 KEY RESOURCES
7

KEY ACTIVITIES
8 KEY PARTNERS
9

COST STRUCTURE
KEY ACTIVITIES

VALUE PROPOSITIONS

CUSTOMER
SEGMENTS

KEY PARTNERS

COST STRUCTURE

CUSTOMER
RELATIONSHIPS

KEY RESOURCES...
Let us look at the business model
of Nespresso
The Business Model of Nespresso
PARTNER
NETWORK

KEY
ACTIVITIES
B2C
Distribution

Machine
Manufacturer

Marketing

OFFER

...
BUSINESS MODEL CANVAS NESPRESSO
WE HAVE DIFFERENT
TOOLS IN DIFFERENT
STAGES
WE SHARE THESE
TOOLS ONLINE…
D.I.D.
D.I.D.
DO
IT
DIFFERENT
NEW SKILLS
WE BASICALLY NEED
DESIGNERS TO HAVE
A SEAT AT THE
TABLE
OR WE SHOULD
THINK AND ACT LIKE
DESIGNERS.
OBSERVE
WHEREVER YOU LOOK
THAT’S WHAT YOU
SEE.
JERRY SEINFELD
OUR EYES

OUR EARS

CAMERA

NOTEBOOK AND PEN
THINK
VISUALLY
DRAWING IS THE
NEW WRITING
EYES, PENCILS AND THE HAND
MAY BE TOOLS OF THE PAST,
…I BELIEVE THEY ARE TOOLS
OF THE FUTURE.
John Maeda, RISD
BUT THAT’S NOT
ENOUGH…
THE CONTEXT MAP OF A COMPANY

Insert 4 photos of the team discussion
Future scenario
Business model
SPOTIFY BUSINESS MODEL
IDEATE
YOU NEED TO BE
ABLE TO JUGGLE
WITH BUSINESS
MODELS
CURRENT BUSINESS MODEL	
  
KEY
PARTNERS
	
  
	
  
	
  

KEY
ACTIVITIES
	
  
	
  

KEY
RESOURCES
	
  

COST STRUCTURE

VALU...
CURRENT BUSINESS MODEL	
  
KEY
PARTNERS
	
  
	
  
	
  

KEY
ACTIVITIES
	
  
	
  

KEY
RESOURCES

COST STRUCTURE

VALUE
PRO...
CURRENT BUSINESS MODEL	
  
KEY
PARTNERS
	
  
	
  
	
  

KEY
ACTIVITIES
	
  
	
  

KEY
RESOURCES
	
  

COST STRUCTURE

VALU...
CURRENT BUSINESS MODEL	
  
KEY
PARTNERS

KEY
ACTIVITIES
	
  
	
  

KEY
RESOURCES
	
  

COST STRUCTURE

VALUE
PROPOSITION
	...
PROTOTYPING
the past was about
choosing solutions
the future is about
generating options
Frank Gehry
8 PROTOTYPES
GO OUT OF
THE BUILDING
& LEARN!
BECAUSE AN IDEA…
OR BUSINESS
MODEL…
IS ONLY ON PAPER AND IS…
DESIGNING BETTER BUSINESSES
IT HAS
NO VALUE
ZERO
YOU NEED TO TEST
YOUR ASSUMPTIONS
STEVE BLANK
KNOCK ON THE CUSTOMERS DOOR…
AND TALK TO THEM!
BEWARE!
DON’T DO IT THE
EASY WAY…
DON’T HIRE AN
AGENCY…
OR
SET UP A TEST
PANEL
BUT DO IT
YOURSELF!
THE MORE YOU
LEARN, THE SOONER
YOU SUCCEED
WHY?
YOU’LL INVENT
SOMETHING PEOPLE
DON’T NEED…
EXAMPLE OF
SEGWAY
NEED I SAY MORE?
WHO HAD ONE?
SO YOU NEED TO
ASK YOURSELF THE
FOLLOWING
IS THE PROBLEM A
REAL PROBLEM?
CAN WE IDENTIFY
THE NEED?
DO WE IDENTIFY A
TARGET CUSTOMER
SEGMENT?
AND ARE THEY
WILLING TO PAY FOR
THIS…?
YOU HAVE TO DO
THIS TOGETHER…
AND GO OUT TO
TALK TO
CUSTOMERS…
AND LEARN…
QUALITY AND MARGIN WAS NOT THE JOB…
NOT PARENTS AND CHILDREN BUT…
ONLY THEN YOU CAN SUCCEED…
AS A START-UP…
OR A CORPORATE START UP…
SO WHAT IS NEXT?
SO WHAT DOES
THAT MEAN FOR THE
CEO?
DON’T WRITE PLANS….
HE NEEDS TO THINK
AND ACT LIKE A
DESIGNER TOO.
HE NEEDS TO GO
BACK TO SCHOOL!
BUT NOT TO
HARVARD OR
STANFORD…
BUT TO THE
COLLEGE OF THE
ARTS…
WHERE THEY
PREPARE THE NEW
GENERATION OF
LEADERS FOR A
WORLD…
THAT IS NOT ONLY
PROFITABLE…
BUT ALSO
SUSTAINABLE,
ETHICAL AND TRULY
MEANINGFUL.
A SUPERMAN
MY THREE KEY
MESSAGES FOR YOU
WE NEED TO
CHANGE
HOW

YOU CAN DO
THAT
D.I.D.
patrick@businessmodelsinc.com

DESIGNING BETTER BUSINESSES
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
3 Key Messages for the CEO
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3 Key Messages for the CEO

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CEO's need to change the way their companies do business. Why? How? and... Do it Different! Check out these 3 key messages in detail. This presentation was held at the CEO Forum in Taipei, Taiwan.

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3 Key Messages for the CEO

  1. 1. FOR THE CEO… (corporate or start-up) 3 KEY MESSAGES FOR THE CEO CEO FORUM Taipei, December 11th 2013 Patrick van der Pijl
  2. 2. TODAY…
  3. 3. I HAVE THREE KEY MESSAGES FOR YOU
  4. 4. WHY WE NEED TO CHANGE
  5. 5. HOW WE CAN DO THAT
  6. 6. D.I.D.
  7. 7. LET’S START…
  8. 8. WHY WE NEED TO CHANGE
  9. 9. DESIGNING BETTER BUSINESSES
  10. 10. DESIGNING BETTER BUSINESSES
  11. 11. WE NEED TO RETHINK THE WAY WE DO BUSINESS!
  12. 12. DESIGNING BETTER BUSINESSES
  13. 13. WHY?
  14. 14. TODAY…
  15. 15. …WE SEE FORCES WE HAVEN’T SEEN BEFORE…
  16. 16. …WE CALL THEM NEW RULES OF THE BUSINESS GAME.
  17. 17. SUSTAINABILITY
  18. 18. CREDIT CRISIS
  19. 19. UPCOMING MARKETS?
  20. 20. MARKETS CAME ALREADY UP
  21. 21. NEW GENERATION generation  y  
  22. 22. BETTER PICTURE?
  23. 23. GENERATION Z
  24. 24. ONLINE REVOLUTION
  25. 25. NEW TECHOLOGY
  26. 26. SOME EXAMPLES OF BUSINESS MODELS WE SEE RIGHT NOW…
  27. 27. RE-IMAGINATION NEWS AND INFORMATION FLOW…
  28. 28. From reporters...
  29. 29. …to twitter
  30. 30. RE-IMAGINATION OF BOOKS
  31. 31. From books...!
  32. 32. …to kindle
  33. 33. RE-IMAGINATION OF CALLING A CAB
  34. 34. From waiting in the rain...
  35. 35. …to a single push of a button
  36. 36. RE-IMAGINATION OF VIDEO
  37. 37. From video store...
  38. 38. …to youtube
  39. 39. RE-IMAGINATION OF NAVIGATION
  40. 40. From map...
  41. 41. …to navigon
  42. 42. The speed of developments has increased…!
  43. 43. resulting in shorter shelf lives of companies…!
  44. 44. and focusing on product innovation is not enough… !
  45. 45. HOW WE CAN DO THAT
  46. 46. WHAT WE LEARNED…
  47. 47. IS ABOUT
  48. 48. NEW TOOLS
  49. 49. NEW SKILLS
  50. 50. NEW MINDSET
  51. 51. FOR THE CEO… (corporate or start-up)
  52. 52. AND HIS TEAM!
  53. 53. SO WHAT ARE NEW TOOLS?
  54. 54. WHAT IS A BUSINESS MODEL?
  55. 55. IMAGINE (BOARDROOM) CONVERSATIONS…
  56. 56. WE NEED NEW TOOLS TO UNDERSTAND AND CRAFT NEW BUSINESS MODELS
  57. 57. THE BUSINESS MODEL CANVAS
  58. 58. A BUSINESS MODEL DESCRIBES THE RATIONALE OF HOW AN ORGANIZATION CREATES, DELIVERS, AND CAPTURES VALUE
  59. 59. 1 CUSTOMER SEGMENTS
  60. 60. 2 VALUE PROPOSITIONS
  61. 61. 3 CHANNELS
  62. 62. 4 CUSTOMER RELATIONSHIPS
  63. 63. 5 REVENUE STREAMS
  64. 64. 6 KEY RESOURCES
  65. 65. 7 KEY ACTIVITIES
  66. 66. 8 KEY PARTNERS
  67. 67. 9 COST STRUCTURE
  68. 68. KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER SEGMENTS KEY PARTNERS COST STRUCTURE CUSTOMER RELATIONSHIPS KEY RESOURCES CHANNELS REVENUE STREAMS
  69. 69. Let us look at the business model of Nespresso
  70. 70. The Business Model of Nespresso PARTNER NETWORK KEY ACTIVITIES B2C Distribution Machine Manufacturer Marketing OFFER CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS Nespresso Club Households DISTRIBUTION CHANNELS Business Nespresso Machines Production KEY RESOURCES Patents Brand Distribution Channels Coffee Production Facilities COST STRUCTURE Production Marketing B2C Distribution Nespresso Pads Mail Order Retail Nespresso .com Call Center Nespresso Stores REVENUE STREAMS 1 x Machine Sales Repetitive Pad Sales
  71. 71. BUSINESS MODEL CANVAS NESPRESSO
  72. 72. WE HAVE DIFFERENT TOOLS IN DIFFERENT STAGES
  73. 73. WE SHARE THESE TOOLS ONLINE…
  74. 74. D.I.D.
  75. 75. D.I.D. DO IT DIFFERENT
  76. 76. NEW SKILLS
  77. 77. WE BASICALLY NEED DESIGNERS TO HAVE A SEAT AT THE TABLE
  78. 78. OR WE SHOULD THINK AND ACT LIKE DESIGNERS.
  79. 79. OBSERVE
  80. 80. WHEREVER YOU LOOK THAT’S WHAT YOU SEE. JERRY SEINFELD
  81. 81. OUR EYES OUR EARS CAMERA NOTEBOOK AND PEN
  82. 82. THINK VISUALLY
  83. 83. DRAWING IS THE NEW WRITING
  84. 84. EYES, PENCILS AND THE HAND MAY BE TOOLS OF THE PAST, …I BELIEVE THEY ARE TOOLS OF THE FUTURE. John Maeda, RISD
  85. 85. BUT THAT’S NOT ENOUGH…
  86. 86. THE CONTEXT MAP OF A COMPANY Insert 4 photos of the team discussion
  87. 87. Future scenario
  88. 88. Business model
  89. 89. SPOTIFY BUSINESS MODEL
  90. 90. IDEATE
  91. 91. YOU NEED TO BE ABLE TO JUGGLE WITH BUSINESS MODELS
  92. 92. CURRENT BUSINESS MODEL   KEY PARTNERS       KEY ACTIVITIES     KEY RESOURCES   COST STRUCTURE VALUE PROPOSITION     CUSTOMER RELATIONSHIPS   CUSTOMER SEGMENTS     CHANNELS   REVENUE STREAMS    
  93. 93. CURRENT BUSINESS MODEL   KEY PARTNERS       KEY ACTIVITIES     KEY RESOURCES COST STRUCTURE VALUE PROPOSITION     CUSTOMER RELATIONSHIPS   CUSTOMER SEGMENTS     CHANNELS   REVENUE STREAMS    
  94. 94. CURRENT BUSINESS MODEL   KEY PARTNERS       KEY ACTIVITIES     KEY RESOURCES   COST STRUCTURE VALUE PROPOSITION     CUSTOMER RELATIONSHIPS   CUSTOMER SEGMENTS     CHANNELS   REVENUE STREAMS    
  95. 95. CURRENT BUSINESS MODEL   KEY PARTNERS KEY ACTIVITIES     KEY RESOURCES   COST STRUCTURE VALUE PROPOSITION     CUSTOMER RELATIONSHIPS   CUSTOMER SEGMENTS     CHANNELS   REVENUE STREAMS    
  96. 96. PROTOTYPING
  97. 97. the past was about choosing solutions the future is about generating options
  98. 98. Frank Gehry
  99. 99. 8 PROTOTYPES
  100. 100. GO OUT OF THE BUILDING & LEARN!
  101. 101. BECAUSE AN IDEA…
  102. 102. OR BUSINESS MODEL…
  103. 103. IS ONLY ON PAPER AND IS…
  104. 104. DESIGNING BETTER BUSINESSES
  105. 105. IT HAS NO VALUE
  106. 106. ZERO
  107. 107. YOU NEED TO TEST YOUR ASSUMPTIONS
  108. 108. STEVE BLANK
  109. 109. KNOCK ON THE CUSTOMERS DOOR…
  110. 110. AND TALK TO THEM!
  111. 111. BEWARE!
  112. 112. DON’T DO IT THE EASY WAY…
  113. 113. DON’T HIRE AN AGENCY…
  114. 114. OR SET UP A TEST PANEL
  115. 115. BUT DO IT YOURSELF!
  116. 116. THE MORE YOU LEARN, THE SOONER YOU SUCCEED
  117. 117. WHY?
  118. 118. YOU’LL INVENT SOMETHING PEOPLE DON’T NEED…
  119. 119. EXAMPLE OF SEGWAY
  120. 120. NEED I SAY MORE?
  121. 121. WHO HAD ONE?
  122. 122. SO YOU NEED TO ASK YOURSELF THE FOLLOWING
  123. 123. IS THE PROBLEM A REAL PROBLEM?
  124. 124. CAN WE IDENTIFY THE NEED?
  125. 125. DO WE IDENTIFY A TARGET CUSTOMER SEGMENT?
  126. 126. AND ARE THEY WILLING TO PAY FOR THIS…?
  127. 127. YOU HAVE TO DO THIS TOGETHER…
  128. 128. AND GO OUT TO TALK TO CUSTOMERS…
  129. 129. AND LEARN…
  130. 130. QUALITY AND MARGIN WAS NOT THE JOB…
  131. 131. NOT PARENTS AND CHILDREN BUT…
  132. 132. ONLY THEN YOU CAN SUCCEED…
  133. 133. AS A START-UP…
  134. 134. OR A CORPORATE START UP…
  135. 135. SO WHAT IS NEXT?
  136. 136. SO WHAT DOES THAT MEAN FOR THE CEO?
  137. 137. DON’T WRITE PLANS….
  138. 138. HE NEEDS TO THINK AND ACT LIKE A DESIGNER TOO.
  139. 139. HE NEEDS TO GO BACK TO SCHOOL!
  140. 140. BUT NOT TO HARVARD OR STANFORD…
  141. 141. BUT TO THE COLLEGE OF THE ARTS…
  142. 142. WHERE THEY PREPARE THE NEW GENERATION OF LEADERS FOR A WORLD…
  143. 143. THAT IS NOT ONLY PROFITABLE…
  144. 144. BUT ALSO SUSTAINABLE, ETHICAL AND TRULY MEANINGFUL.
  145. 145. A SUPERMAN
  146. 146. MY THREE KEY MESSAGES FOR YOU
  147. 147. WE NEED TO CHANGE
  148. 148. HOW YOU CAN DO THAT
  149. 149. D.I.D.
  150. 150. patrick@businessmodelsinc.com DESIGNING BETTER BUSINESSES

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