Service Experience 2013: I'll Meet You at the Business Model
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Service Experience 2013: I'll Meet You at the Business Model

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In many organizations, design and business co-exist as distinct silos. For too many new concepts, once the visionary phases of ideation and prototyping are done, the project is handed off to a ...

In many organizations, design and business co-exist as distinct silos. For too many new concepts, once the visionary phases of ideation and prototyping are done, the project is handed off to a business strategy team to grind out the details of execution. However, a whole world of possibilities opens up when designers—and their way of thinking—become an integral part of the business strategy and execution process.

In October 2013, Jessica Dugan and Peer Insight CEO Tim Ogilvie had the pleasure of presenting at Adaptive Path's SX Service Design Conference in San Francisco. Tim and Jessica show designers how the methods they already know by heart—visualization, prototyping, co-creation, and iteration—are essential to forming novel business models and executing new concepts in the market. With a bit of new vocabulary, designers can meet their business-trained colleagues as equals in the shared task of entrepreneurship. No MBA required.

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Service Experience 2013: I'll Meet You at the Business Model Service Experience 2013: I'll Meet You at the Business Model Presentation Transcript

  • We’re an innovation consulting firm. we partner with visionary leaders who want to explore new services, new markets and new business models. www.peerinsight.com We unite design thinking and analytics in the cause of entrepreneurship. TIM OGILVIE@peerinsight JESS DUGAN@jess_dugan
  • CUSTOMER DESIRABILITY ECONOMIC VIABILITY Do users want it? Does it scale profitably? TECHNICAL FEASIBILITY Can we deliver it reliably?
  • EMPATHIZE VISUALIZE ITERATE CO-CREATE
  • 1 Formulate a value proposition EMPATHIZE AND VISUALIZE 2 Prototype and test the business model VISUALIZE AND CO-CREATE • Reverse Income Statement • Value network/revenue model value proposition • Identify make-or-break assumptions • Create a learning plan • Test the assumptions business model prototype PRIMARY USER FOR WHAT WOULD HAVE TO BE TRUE? REVERSE INCOME STATEMENT (target) REVENUES WHO WANT (unmet need) MINUS COSTS WE WILL OFFER (offering) EQUALS PROFITS THAT PROVIDES (benefits) UNIQUELY (differentiation) 3 Refine, re-assess, and test again ITERATE
  • value proposition Drivers and fleet managers of independent fleets (truck + car) business model prototype PRIMARY USER FOR (target) WHO WANT (unmet need) Support in developing safe driving habits WE WILL OFFER A real-time feedback system THAT PROVIDES Increased safety and reduced operating costs (offering) (benefits) UNIQUELY (differentiation) Through proprietary analytics and effective behavior modification interventions WHAT WOULD HAVE TO BE TRUE? We can acquire customers affordably • Convert existing accounts • Win new accounts We can achieve < 5% churn We can (through a partner) procure + install a feedback device affordably We can serve accounts for a lower total cost than we do today REVERSE INCOME STATEMENT REVENUES $ 200m MINUS COSTS $ 210m EQUALS PROFITS $ 40m (20%)
  • BUSINESS MODEL CONFIGURATION value network and go-to-market model SUPPLY CHAIN revenue model DEMAND CHAIN CUSTOMER ACQUISITION CHANNEL BRING BUY OFFERING BUILD BLOCK make-or-break assumptions learning plan THOUGHT EXPERIMENTS 2D AND 3D IN-MARKET EXPERIMENTS (includes simulation) 4D IN-MARKET EXPERIMENTS (persist for days or weeks) REVENUE MECHANISM
  • www.peerinsight.com p e e r i nsight n k s! Th a t @ pee twee TIM OGILVIE @peerinsight a t te nd ees SX Oc t . 3 ra t i t u d e ti h y o u r g nsight w ri JESS DUGAN @jess_dugan