Disruptive Business Model

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Disruptive Business Model

  1. 1. busin ess model as sessm ent a co urse prepared er by alex osterwald an d yves pigneur with cédric gaspoz
  2. 2. e -business serv ice design s cenario & s torytelling t ask analysis p rototyping service to business from ueprint & v isualization bl service innovation ess model innovation busin busin ess model business m odel design s model as sessment ‣busines
  3. 3. how
do
you
change
a
business
 model
and
innovate?
  4. 4. re‐inven7ng
the
wheel
???
  5. 5. what if ?
  6. 6. PR EPA RED BE http://www.flickr.com/photos/thefamilymorris/sets/72157603383415256/
  7. 7. PR EPAR ED ? NOT http://www.flickr.com/photos/thefamilymorris/sets/72157603383415256/
  8. 8. 3 steps of business model design !" #" %" $" ASSESS !! "#$%&'(#)#*'$+,-) !! 2$$#$$) !! (&2',$30&/)0,) !! 3.&,),# (.$',#$$)/0"#1) $3&#,-34$)2,") '/7&08#/#,3$)9) ',30)2)7 5#26,#$$#$) 0770&3.,'+#$)) &02"/2
  9. 9. diagnostic
  10. 10. business model ^ a sse ssm ent
  11. 11. nt scan ning e nviro nme
  12. 12. - foresight - KEY TRENDS INDUSTRY MARKET FORCES FORCES - competitive analysis - - market analysis - MACRO ECONOMIC FORCES - macroeconomics -
  13. 13. 1 industry forces
  14. 14. pres sure industry
  15. 15. pre ssures COMPETITORS (INCUMBENTS) NEW ENTRANTS (INSURGENTS) INDUSTRY SUBSTITUTE PRODUCTS FORCES AND SERVICES SUPPLIERS AND OTHER - competitive analysis - VALUE CHAIN ACTORS STAKEHOLDERS
  16. 16. fore sight t echn ology
  17. 17. Prediction ... “ shortcomings to be seriously considered This 'telephone' has too many as a means of communication. The device is inherently of no value to us. ” West Union internal memo, 1876
  18. 18. Prediction ... “ this country and walked with the best I have travelled the length and breadth of people, and I can assure you that data processing is a fad that won't last out the year. ” The editor of management books at Prentice-Hall, 1957
  19. 19. Prediction ... “ for maybe five computers. I think there is a world market ” Thomas Watson, chairman of IBM, 1943
  20. 20. Prediction ... “ would want a computer in their There is no reason anyone home. ” Ken Olsen, President and founder of Digital Equipment Corp., 1977
  21. 21. “Prediction is very difficult, especially if it's about the future.” Niels Bohr 1952
  22. 22. the black swan
  23. 23. no prediction but ...
  24. 24. magic
  25. 25. insurance
  26. 26. futures
  27. 27. science fiction
  28. 28. ... scenario planning
  29. 29. “ Scenarios are a way of developing alternative futures based on different combinations of assumptions, facts and trends, […] Building scenarios will force asking relevant questions and identify a range of possible choices or events. ” Roger Caldwell, 2002 Anticipating the future cals.arizona.edu/futures/
  30. 30. scenario planning accordin g to Caldwe ll ^ identify driving forces and plausible trends combine them to get a series of scenarios under the form of stories …
  31. 31. 973 STORY 1 http://www.flickr.com/photos/tortugaone/2355765592/
  32. 32. ^ scenario planning Philips
  33. 33. 3 steps of business model design !" #" %" $" ASSESS !! "#$%&'(#)#*'$+,-) !! 2$$#$$) !! (&2',$30&/)0,) !! 3.&,),# (.$',#$$)/0"#1) $3&#,-34$)2,") '/7&08#/#,3$)9) ',30)2)7 5#26,#$$#$) 0770&3.,'+#$)) &02"/2
  34. 34. question your business model
  35. 35. 2 SWOT analysis
  36. 36. strength
  37. 37. weakness flickr 2363952016_97f10be59f_o.jpg
  38. 38. opportunity
  39. 39. threats
  40. 40. 3 steps of business model design !" #" %" INNOVATE $" !! "#$%&'(#)#*'$+,-) !! 2$$#$$) !! (&2',$30&/)0,) !! 3.&,),# (.$',#$$)/0"#1) $3&#,-34$)2,") '/7&08#/#,3$)9) ',30)2)7 5#26,#$$#$) 0770&3.,'+#$)) &02"/2
  41. 41. business model ^ innova tion
  42. 42. Ques7ons ? Could
we
regroup
customers
be;er
according
to
 their
needs?
  43. 43. Ques7ons ? Could
we
complement
our
value
proposi7on
 through
agreements
with
partners?
  44. 44. Ques7ons ? Could
we
transform
our
revenue
streams
(rent
 vs.
sales)?
  45. 45. Ques7ons ? Do
we
serve
the
right
customers
through
the
 right
channels?
  46. 46. Ques7ons ? What
level
of
personaliza7on
do
our
 rela7onships
require?
  47. 47. Ques7ons ? Which
key
resources/ac7vi7es
can
we
get
rid
of?
  48. 48. Ques7ons ? With
which
partners
could
we
achieve
fit?
  49. 49. Ques7ons ? Which
areas
can
we
slash
to
reduce
our
cost
 structure?
  50. 50. 3 blue ocean
  51. 51. s the “blue ocean” ??? who know illustrations.fr
  52. 52. o, more ser iously ??? n illustrations.fr
  53. 53. http://www.cartoonstock.com/directory/b/best_selling_book.asp
  54. 54. “ Market boundaries are not given. They are reconstructed by the actions & beliefs of industry players. ” Kim & Mauborgne Blue Ocean Strategy
  55. 55. RED OCEAN BLUE OCEAN • compete in existing markets • create uncontested markets • beat the competition • make competition irrelevant • explore existing demand • create & capture new demand • make the value/cost trad-off • break value/cost trad-off • align with differentiation OR low • align with differentiation AND cost low cost [Kim & Mauborgne (2002) Charting Your Company's Future]
  56. 56. A strategy canvas ... o Kim & M ^ auborgne ac cording t a way to visualize the strategic profile based on the factors that affect competition showing the strategic profile of competitors identifying which factors they invest in strategically
  57. 57. CHARTING THE OFFER’S FACTORS [Kim & Mauborgne (2002) Charting Your Company's Future]
  58. 58. CHARTING THE VALUE PROPOSITION
  59. 59. eliminate raise e factors s should hich of th Whic h factor W ry takes a bove the that the indus t be ra ised well hould be standard? for granted s i ndustry's ? e liminated r s should rs shoul d Wh ich facto Wh ich facto d that th e w ell below be create be reduced has never s tandard? industry the in dustry's offered? reduce [Kim & Mauborgne (2002) Charting Your Company's Future] create
  60. 60. disruptive technology
  61. 61. www.flickr.com/photos/toohotty/2675099789/sizes/l/
  62. 62. ^ disruptive technology Christensen according to results in worse product performance, at least in the near-term brings to the market a very different value proposition than had been available previously typically cheaper, simpler, smaller, and, frequently, more convenient to use [But, they generally] under perform established products in mainstream markets.
  63. 63. ive pt sru performance di t marke new replaces old technology market for old technology market for new technology time [Christensen, 1997]
  64. 64. Scanning competitive forces Assessment SWOT analysis Innovate Blue ocean strategy
  65. 65. competitive forces analysis rev iew ✓ competitors ✓customers ✓ suppliers ✓ substitute products ✓ new entrants
  66. 66. SWOT analysis r evi ew ✓ strengths ✓ weaknesses ✓ opportunities ✓ threats
  67. 67. blue ocean canvas r evi ew ✓ visualizing offer’s factors ✓ showing strategic profiles ✓ identifying factors

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