Describe and-improve-your-business-model-1193048778204895-2
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  • http://www.flickr.com/photos/wrote/1496412666/ creative commons attribution license Mathias Klang
  • http://www.napoleonguide.com/maps_hmheilsberg.htm
  • http://en.wikipedia.org/wiki/Image:Brueghel-tower-of-babel.jpg
  • http://www.flickr.com/photos/barretthall/331459910/ CC Attribution License Rob
  • http://www.cutter.com/content-and-analysis/resource-centers/enterprise-architecture/sample-our-research/index/ear0503side02figb.gif
  • Amazon S3 Here are the facts: This is a web service, and so Amazon is not releasing a customer facing service. They are offering standards-based REST and SOAP web services interfaces for developers. Entire classes of companies can be built on S3 that would not have been possible before due to infrastructure costs for the developer. Virtually any file type is allowed, up to 5 GB. Files may be set as public, shared or private and will have a unique URL. Pricing is cheaper than anything else I’ve seen: $0.15 per GB of storage per month, and $0.20 for each GB of data transferred up or downstream. This translates to $15 per month for 100 GB of storage, net of any transfer fees (to move that much data on to S3 would be a one time cost of $20). These prices are going to be significantly below the development and ongoing costs for small or medium sized storage projects - meaning a lot of the front end services I’ve previously profiled will be much better off moving their entire back end to S3.
  • http://www.flickr.com/photos/framesniper/153464496/ CC Attribution-NoDerivs License Jeff Ryan
  • Amazon S3 Here are the facts: This is a web service, and so Amazon is not releasing a customer facing service. They are offering standards-based REST and SOAP web services interfaces for developers. Entire classes of companies can be built on S3 that would not have been possible before due to infrastructure costs for the developer. Virtually any file type is allowed, up to 5 GB. Files may be set as public, shared or private and will have a unique URL. Pricing is cheaper than anything else I’ve seen: $0.15 per GB of storage per month, and $0.20 for each GB of data transferred up or downstream. This translates to $15 per month for 100 GB of storage, net of any transfer fees (to move that much data on to S3 would be a one time cost of $20). These prices are going to be significantly below the development and ongoing costs for small or medium sized storage projects - meaning a lot of the front end services I’ve previously profiled will be much better off moving their entire back end to S3.
  • Amazon S3 Here are the facts: This is a web service, and so Amazon is not releasing a customer facing service. They are offering standards-based REST and SOAP web services interfaces for developers. Entire classes of companies can be built on S3 that would not have been possible before due to infrastructure costs for the developer. Virtually any file type is allowed, up to 5 GB. Files may be set as public, shared or private and will have a unique URL. Pricing is cheaper than anything else I’ve seen: $0.15 per GB of storage per month, and $0.20 for each GB of data transferred up or downstream. This translates to $15 per month for 100 GB of storage, net of any transfer fees (to move that much data on to S3 would be a one time cost of $20). These prices are going to be significantly below the development and ongoing costs for small or medium sized storage projects - meaning a lot of the front end services I’ve previously profiled will be much better off moving their entire back end to S3.
  • http://www.flickr.com/photos/fcrippa/884383108/ Creative Commons – Attribution License Francesco Crippa
  • Amazon S3 Here are the facts: This is a web service, and so Amazon is not releasing a customer facing service. They are offering standards-based REST and SOAP web services interfaces for developers. Entire classes of companies can be built on S3 that would not have been possible before due to infrastructure costs for the developer. Virtually any file type is allowed, up to 5 GB. Files may be set as public, shared or private and will have a unique URL. Pricing is cheaper than anything else I’ve seen: $0.15 per GB of storage per month, and $0.20 for each GB of data transferred up or downstream. This translates to $15 per month for 100 GB of storage, net of any transfer fees (to move that much data on to S3 would be a one time cost of $20). These prices are going to be significantly below the development and ongoing costs for small or medium sized storage projects - meaning a lot of the front end services I’ve previously profiled will be much better off moving their entire back end to S3.
  • http://www.flickr.com/photos/judepics/378329050/ Creative Commons – Attribution License Judith  

Describe and-improve-your-business-model-1193048778204895-2 Presentation Transcript

  • 1. How to Describe and Improve your Business Model Openinnovation, Dublin, 24 Oct 2007© Arvetica © Arvetica, September 2007 Page 1
  • 2. photos are from flickr under a « creative commons » license - authors are referenced in the comment section© Arvetica Page 2
  • 3. IBM Global CEO Survey “Business model innovation matters” and it is a top priority of CEOs© Arvetica Page 3
  • 4. How Do We Describe Business Models Today?© Arvetica Page 4
  • 5. Going to War without a Map… Karl von Clausewitz (~1800)© Arvetica Page 5
  • 6. Insufficiently Well Here Ok Here CEOs 10° Managers 60° Staff© Arvetica 360° Page 6
  • 7. The Result© Arvetica Page 7
  • 8. Could it Be Different?© Arvetica Page 8
  • 9. It Exists in Business Process Modeling© Arvetica Page 9
  • 10. A Management Toolbox for Business Model Design and Innovation© Arvetica Page 10
  • 11. A Template to Describe Business Models 42’941 downloads© Arvetica Page 11
  • 12. Describe a Business Model: 9 Building Blocks PARTNER PARTNER CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT NETWORK NETWORK SEGMENTS RELATIONSHIPS RELATIONSHIPS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS KEY ISSUES TO KEY CLIENT TO ISSUES CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT OFFER CLIENT OFFER CLIENT CLIENT CLIENT CLIENTS CLIENT CLIENTS CLIENT SOLVE SOLVE SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS COMPETENCIES, COMPETENCIES, DISTRIBUTION DISTRIBUTION CLIENT CLIENT CLIENT ACTIVITIES, CLIENT ACTIVITIES, CLIENT CLIENT CLIENT CHANNELS CLIENT CHANNELS SEGMENTS SEGMENTS SEGMENTS RESOURCES SEGMENTS RESOURCES SEGMENTS SEGMENTS SEGMENTS SEGMENTS COST COST CLIENT REVENUE REVENUE CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT STRUCTURE STRUCTURE SEGMENTS FLOWS FLOWS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS© Arvetica Page 12
  • 13. Example: Bizner Bank PARTNER PARTNER CLIENT automatized CLIENT automatized CLIENT CLIENT CLIENT Reeleezee CLIENT Reeleezee CLIENT CLIENT CLIENT CLIENT NETWORK NETWORK SEGMENTS RELATIONSHIPS relationship RELATIONSHIPS relationship SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS BizBallance BizBallance KEYaccounting, IT, ISSUES TO KEYaccounting, IT, CLIENT TO ISSUES CLIENT (integrated banking CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT OFFER CLIENT (integrated banking OFFER CLIENT CLIENT CLIENT entrepreneurs CLIENTS CLIENT entrepreneurs CLIENTS CLIENT banking SOLVE banking SOLVE SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS andSEGMENTS accounting) SEGMENTS andSEGMENTS accounting) SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS COMPETENCIES, IT infra mgmt COMPETENCIES, IT infra mgmt DISTRIBUTION DISTRIBUTION CLIENT Web CLIENT CLIENT ACTIVITIES, account mgmt, CLIENT ACTIVITIES, account mgmt, CLIENT Web CLIENT CLIENT CLIENT CHANNELS CHANNELS SEGMENTS SEGMENTS RESOURCES transactions, etc. SEGMENTS SEGMENTS SEGMENTS SEGMENTS RESOURCES transactions, etc. SEGMENTS SEGMENTS IT infrastructure, IT infrastructure, COST COST CLIENT REVENUE REVENUE CLIENT CLIENT marketing, marketing, CLIENT CLIENT CLIENT monthly fee monthly fee CLIENT CLIENT STRUCTURE STRUCTURE SEGMENTS FLOWS FLOWS SEGMENTS SEGMENTS partnership costs partnership costs SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS© Arvetica Page 13
  • 14. Xerox 914 Business Model PARTNER PARTNER CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT NETWORK transactional regular transactional CLIENT regular CLIENT CLIENT RELATIONSHIPS NETWORK SEGMENTS SEGMENTS RELATIONSHIPS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTSKEY ISSUES & financing & R&D financing TO R&D KEY CLIENT TO ISSUES leaseCLIENT high-end leaseCLIENT high-end large large CLIENT CLIENT CLIENT CLIENT CLIENT SOLVE photocopiers photocopiers OFFER OFFER CLIENT CLIENT CLIENT CLIENT CLIENTS CLIENT CLIENTS CLIENT SEGMENTS billingmanufacturing SOLVE billingmanufacturing SEGMENTS SEGMENTS SEGMENTS SEGMENTS photocopiers photocopiers SEGMENTS SEGMENTS SEGMENTS SEGMENTS companies SEGMENTS companies SEGMENTS SEGMENTS SEGMENTS SEGMENTS COMPETENCIES, COMPETENCIES, DISTRIBUTION DISTRIBUTION CLIENT CLIENT ACTIVITIES, CLIENT ACTIVITIES, CLIENT CLIENT sales teams sales team CLIENT sales teams sales team CLIENT CLIENT CHANNELS CHANNELS SEGMENTS SEGMENTS SEGMENTS SEGMENTS RESOURCES SEGMENTS RESOURCES SEGMENTS SEGMENTS SEGMENTS COST COST CLIENT leaseCLIENT per 1 time 4ct & 4ct 1 REVENUE time sales leaseCLIENT per & sales REVENUE CLIENT CLIENT CLIENT CLIENT CLIENT STRUCTURE STRUCTURE SEGMENTS SEGMENTS SEGMENTS copy (2k+) FLOWS fee copy (2k+) FLOWS fee SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS© Arvetica Page 14
  • 15. Multis Example IT brand IT brand long term long term PARTNERS PARTNERS manufacturer manufacturer RELATIONS RELATIONS deep deep s s integration integration manage manage reverse reverse secondary secondary brand brand logistics logistics supply chain supply chain re-marketing re-marketing manufacturers manufacturers total total customers base customers baseKEY ISSUES systems remanufacturing remanufacturingKEY ISSUES systems ACTIVITIES OFFER CHANNELS CLIENTS knowledge TO SOLVE knowledge ACTIVITIES manufacturing manufacturing OFFER solutions of high solutions of high CHANNELS CLIENTS brand brand TO SOLVE end IT platforms end IT platforms « sales » « sales » manufacturers manufacturers inventory team team of high end IT of high end ITmanufacturingmanufacturing inventory management platforms platforms management sales sales manufacturing manufacturing commission commission COSTS COSTS REVENUES REVENUES inventory inventory flat fee flat fee© Arvetica Page 15
  • 16. The Process© Arvetica Page 16
  • 17. “ find a way to play poker to unlock these models Prof Henry Chesbrough, Berkeley ”© Arvetica Page 17
  • 18. 5 Steps to Business Model Design & Renewal11 VISUALIZE 2 2 ASSESS 3 3 RENEW 4 4 PLAN 5 5 IMPLEMENT→ describe → assess → brainstorm on → turn new model → implement existing strengths and improvements into a project project business model weaknesses & opportunities roadmap roadmap© Arvetica Page 18
  • 19. Visualize© Arvetica Page 19
  • 20. © Arvetica Page 20
  • 21. Visualizing© Arvetica Page 21
  • 22. Visualizing Amazon.com© Arvetica Page 22
  • 23. automatized automatized PARTNERS PARTNERS partners partners RELATIONS RELATIONS relationships relationships product product Amazon.com Amazon.com selection selection content content selling stuff selling stuff mass mass management management on the Web on the Web customer customer distribution distribution affiliates affiliatesKEY ISSUESKEY ISSUES warehousing warehousing ACTIVITIES ACTIVITIES OFFER OFFER CHANNELS CHANNELS CLIENTS CLIENTS TO SOLVE TO SOLVE & distribution & distribution product product search search data services data servicesAmazon.comAmazon.com data grid data grid selling stuff selling stuff IT infra IT infra COSTS COSTS REVENUES REVENUES marketing marketing© Arvetica Page 23
  • 24. Assess, Design & Renew© Arvetica Page 24
  • 25. “ good ideas are widely distributed, nobody has a monopoly on innovation Prof Henry Chesbrough, Berkeley ”© Arvetica Page 25
  • 26. Assessing Amazon.com • where are some of Amazon.com‘s highest costs located? • what are some of Amazon.com‘s core competencies? • how could they leverage these competencies? • how could they leverage investments?© Arvetica Page 26
  • 27. automatized automatized PARTNERS PARTNERS partners partners RELATIONS RELATIONS relationships relationships product product Amazon.com Amazon.com selection selection content content selling stuff selling stuff mass mass management management on the Web on the Web customer customer distribution distribution affiliates affiliatesKEY ISSUESKEY ISSUES warehousing warehousing ACTIVITIES ACTIVITIES OFFER OFFER CHANNELS CHANNELS CLIENTS CLIENTS TO SOLVE TO SOLVE & distribution & distribution product product search search data services data servicesAmazon.comAmazon.com data grid data grid selling stuff selling stuff IT infra IT infra COSTS COSTS REVENUES REVENUES marketing marketing© Arvetica Page 27
  • 28. Leveraging IT at Amazon.com© Arvetica Page 28
  • 29. automatized automatized PARTNERS PARTNERS partners partners RELATIONS RELATIONS relationships relationships product product Amazon.com Amazon.com selection selection content content selling stuff selling stuff mass mass management management on the Web on the Web customer customer distribution distribution affiliates affiliatesKEY ISSUESKEY ISSUES warehousing warehousing Web2.0 Web2.0 ACTIVITIES ACTIVITIES OFFER OFFER Amazon S3 Amazon S3 CHANNELS CHANNELS CLIENTS CLIENTS TO SOLVE TO SOLVE & distribution & distribution companies companies product product search Internet API Internet API search A9 product A9 product e-commerce e-commerce data services data services search search sites sitesAmazon.comAmazon.com data grid Internet Internet data grid selling stuff selling stuff IT infra IT infra data storage data storage COSTS COSTS REVENUES REVENUES fees fees marketing marketing search engine search engine revenues revenues© Arvetica Page 29
  • 30. Changing the Business Model: Examples© Arvetica Page 30
  • 31. Building on Existing Customer Relationships: Walmart Clinics PARTNER PARTNER CLIENT frequent CLIENT frequent CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT NETWORK NETWORK SEGMENTS relationship RELATIONSHIPS relationship RELATIONSHIPS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS KEY ISSUES TOmedical knowledge KEY CLIENT TO ISSUESmedical knowledge Walmart Walmart CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT OFFER OFFER CLIENT CLIENT CLIENT shoppers CLIENTS CLIENT shoppers CLIENTS CLIENT SOLVE and staff SOLVE and staff SEGMENTS Clinics Clinics SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS COMPETENCIES, COMPETENCIES, DISTRIBUTION DISTRIBUTION CLIENT CLIENT CLIENT ACTIVITIES, health services CLIENT ACTIVITIES, health services CLIENT CLIENT CLIENT CHANNELS CLIENT CHANNELS SEGMENTS SEGMENTS SEGMENTS RESOURCES SEGMENTS RESOURCES SEGMENTS SEGMENTS SEGMENTS SEGMENTS COST COST CLIENT REVENUE REVENUE CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT STRUCTURE STRUCTURE SEGMENTS FLOWS FLOWS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS© Arvetica Page 31
  • 32. Changing the Game: Cirque de Soleil PARTNER PARTNER CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT NETWORK NETWORK SEGMENTS RELATIONSHIPS RELATIONSHIPS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS KEY ISSUES & create art & create art TO KEY CLIENT TO ISSUES artistic circus artistic circus CLIENT theater & opera theater & opera CLIENT CLIENT CLIENT CLIENT CLIENT OFFER OFFER CLIENT CLIENT CLIENT CLIENTS CLIENT CLIENTS CLIENT atmosphere SOLVE CLIENT without lions CLIENT visiitors SEGMENTS visiitors atmosphere SOLVE SEGMENTS SEGMENTS SEGMENTS without lions SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS stage & manage stage & manage COMPETENCIES, COMPETENCIES, DISTRIBUTION DISTRIBUTION CLIENT CLIENT CLIENT spectacle & ACTIVITIES, CLIENT spectacle & ACTIVITIES, CLIENT CLIENT CLIENT CHANNELS CLIENT CHANNELS SEGMENTS SEGMENTS SEGMENTS RESOURCES SEGMENTS logistics RESOURCES SEGMENTS SEGMENTS SEGMENTS logistics SEGMENTS COST COST CLIENT CLIENT higher ticket higher ticket REVENUE REVENUE CLIENT CLIENT CLIENT CLIENT STRUCTURE CLIENT CLIENT FLOWS STRUCTURE SEGMENTS SEGMENTS prices FLOWS prices SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS© Arvetica Page 32
  • 33. Demand-Creating Alliances: Intel Processor Platform partners with partners with PARTNER PARTNER CLIENT CLIENT CLIENT everCLIENT “heavier” everCLIENT “heavier” CLIENT CLIENT CLIENT CLIENT CLIENT NETWORK NETWORK SEGMENTS RELATIONSHIPS RELATIONSHIPS SEGMENTS SEGMENTS applications SEGMENTS applications SEGMENTS SEGMENTS SEGMENTS SEGMENTS KEY ISSUES TO KEY CLIENT TO ISSUES speedy speedy CLIENT CLIENT endCLIENT CLIENT CLIENT CLIENT SOLVE CLIENT CLIENT OFFER OFFER CLIENT CLIENT end users CLIENT users CLIENT CLIENTS CLIENT CLIENTS SEGMENTS SOLVE SEGMENTS SEGMENTS SEGMENTS processors processors SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS COMPETENCIES, COMPETENCIES, DISTRIBUTION DISTRIBUTION CLIENT CLIENT CLIENT ACTIVITIES, CLIENT ACTIVITIES, CLIENT CLIENT CLIENT CHANNELS CLIENT CHANNELS SEGMENTS SEGMENTS SEGMENTS RESOURCES SEGMENTS RESOURCES SEGMENTS SEGMENTS SEGMENTS SEGMENTS COST COST CLIENT REVENUE REVENUE CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT STRUCTURE STRUCTURE SEGMENTS FLOWS FLOWS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS© Arvetica Page 33
  • 34. Planning & Implemention© Arvetica Page 34
  • 35. Introducing a Family Office Service through a Partnership independent independent tight tight PARTNER PARTNER CLIENT tightCLIENT personal CLIENT tightCLIENT personal CLIENT relationships multi-family CLIENT multi-family CLIENT CLIENT relationships CLIENT CLIENT RELATIONSHIPS NETWORK NETWORK SEGMENTS SEGMENTS relationships RELATIONSHIPS relationships SEGMENTS with UHNWI SEGMENTS office SEGMENTS office SEGMENTS with UHNWI SEGMENTS SEGMENTS KEY ISSUES TO KEY CLIENT TO ISSUES familyprivate local office local private family office ultra high net affluent clients ultra high net affluent clients CLIENT CLIENT CLIENT CLIENT CLIENT OFFER CLIENT CLIENT CLIENT SOLVE SOLVE SEGMENTS OFFER CLIENT CLIENT services banking services banking SEGMENTS worth CLIENT CLIENTS CLIENT CLIENTS CLIENT worth individuals (100k-1+mio) SEGMENTS individuals (100k-1+mio) SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS COMPETENCIES, COMPETENCIES, localCLIENT&of branch localCLIENT &of branch branches DISTRIBUTION branches DISTRIBUTION CLIENT ACTIVITIES, CLIENT ACTIVITIES, CLIENT CLIENT CLIENT family office CHANNELS CLIENT SEGMENTS family office bankers CHANNELS bankers SEGMENTS SEGMENTS RESOURCES SEGMENTS RESOURCES SEGMENTS SEGMENTS SEGMENTS SEGMENTS COST COST CLIENT revenueproduct mainly sharing revenueproduct mainly sharing REVENUE REVENUE CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT CLIENT STRUCTURE STRUCTURE SEGMENTS SEGMENTS agreement FLOWS revenues agreement FLOWS revenues SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS© Arvetica Page 35
  • 36. Project Roadmap CLIENT CLIENT UHNWI UHNWI SEGMENT SEGMENT family office family office work out client work out client OFFER OFFER services services presentation presentation CLIENT UHNWI CLIENT UHNWIRELATIONSHIPS relationships set-up CRM tool set-up CRM toolRELATIONSHIPS relationships relationship relationship ACQUISITION ACQUISITION generate prioritized generate prioritized relationship manager relationship managermanagers & newmanagers & new client reception area client reception area CHANNELS CHANNELS prospect list prospect list collaboration process collaboration process office office establish acquisition establish acquisition develop marketing develop marketing training program training program learning process learning process material materialclient trust, internalclient trust, internal internal concept internal concept ACTIVITIES ACTIVITIES team set-up team set-up cooperation cooperation presentation presentationmutli-family officemutli-family office design collaboration design collaboration PARTNER PARTNER partner partner process process REVNUE REVNUE revenue sharing revenue sharing profit center set-up profit center set-up STREAMS STREAMS© Arvetica Page 36
  • 37. “ the only thing that’s not designed is nature ” Dave Kelly, IDEO© Arvetica Page 37
  • 38. “ business people don’t just need to understand designers better; they need to become designers ” Roger Martin, Dean Rotman School© Arvetica Page 38
  • 39. Thank You© Arvetica Page 39
  • 40. www.arvetica.com business-model-design.blogspot.com© Arvetica Page 40
  • 41. Alexander Osterwalder Before joining Arvetica Alex founded Business Model Design, a consulting boutique specialized in business model innovation. Besides consulting the private sector he was also involved in building up a globally active NGO based in Thailand in the field of knowledge management, HIV/AIDS and malaria. Prior to consulting, Alex worked at the University of Lausanne, as an entrepreneur in the banking sector and as an online journalist for the major Swiss business magazine BILANZ. He holds a PhD and Masters degree of the HEC Business School of the University of Lausanne, Switzerland. Alex is an active member of the IMD based Open World Initiative (OWI).© Arvetica Page 41
  • 42. Waster Water Treatment Example© Arvetica Page 42
  • 43. waste water Canadian treatment offer sales force distribution channel customer segment mining sites system one time revenue stream sales fee© Arvetica Page 43
  • 44. total waste water sell waste water Canadian treatment sales force treatment system mining sites management recurring one time servicefee sales fee© Arvetica Page 44
  • 45. partner network suppliers client follow-up relationship sell waste waterwater treatment build treatment Canadiancore capabilities core activities treatment sales force knowledge systems mining sites system production one time sales costs costs fee© Arvetica Page 45
  • 46. suppliers follow-up call center water build total waste water error free Canadian treatment dispatch treatment treatment sales force systems mining sitesknowledge repair teams systems managementdevelopment variable costs production recurring of repair costs service fee services© Arvetica Page 46