Management20 competitive-advantage-through-business-model-design-innovation-14836

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  • Management20 competitive-advantage-through-business-model-design-innovation-14836

    1. 1. DRAFT VERSION Management2.0: Competitive Advantage through Business Model Design & Innovation Guadalajara, June 2007 Alexander Osterwalder, PhD alex@arvetica.com
    2. 2. change is the process by which the future invades our lives -> Alvin Toffler
    3. 3. first of all: what are YOUR concerns? (buzz groups)
    4. 4. what are YOUR biggest issues and fears you face in strategic management today?
    5. 5. where do YOU see the largest opportunities to improve strategic management today?
    6. 6. your expectations for today?
    7. 7. what is innovation?
    8. 8. tell me about the most important innovations in your company
    9. 9. types of innovation?
    10. 10. technology innovation
    11. 11. process innovation
    12. 12. product & service innovation
    13. 13. business model innovation
    14. 14. four levels of innovation business model innovation product & service innovation process innovation technology innovation
    15. 15. “Business model innovation matters” and it is a top priority of CEOs
    16. 16. Operating Margin Growth in Excess of Competitive Peers compound annual growth rate over five years [Source: IBM, CEOs are expanding the innovation horizon: important implications for CIOs]
    17. 17. Benefits Cited by Business Model Innovators percent of respondents [Source: IBM, Global CEO Study 2006]
    18. 18. why talk about business models?
    19. 19. how do you describe a business model?
    20. 20. without a common language
    21. 21. how do you communicate a business model?
    22. 22. 1% Strategy 18% 300% Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Cras in tortor. Sed posuere erat. Maecenas pulvinar nulla eu magna. Vivamus semper, risus ut egestas pulvinar, lectus ante feugiat quam, sit amet congue odio lacus ac ipsum. Aliquam suscipit, est ut volutpat vulputate, nulla felis pulvinar libero, non ornare libero ipsum tristique tortor. Fusce sed lorem vitae justo feugiat malesuada. Donec aliquet. Vivamus semper eros nec diam. Vivamus sem arcu, imperdiet nec, congue ac, scelerisque vel, nulla. Donec et mauris. Integer a nulla vulputate pede consequat euismod. Praesent molestie urna nec leo. Proin eros. Maecenas ac sem nec dui sodales tempus. Maecenas suscipit egestas velit. Suspendisse vel tortor. Proin imperdiet, sem nec aliquet ultrices, nunc est egestas eros, non hendrerit magna eros eget augue. Maecenas sed leo vitae leo faucibus vulputate. Proin dignissim eros at augue. Text Text Text Nam luctus nulla non nibh. Nam at lorem ac mauris laoreet viverra. In placerat consequat nunc. Donec rhoncus nunc ac urna. Integer vestibulum condimentum orci. Fusce velit turpis, malesuada quis, scelerisque ut, eleifend vitae, ipsum. Vestibulum eu erat. Vestibulum justo nisl, tincidunt et, semper vel, tristique quis, eros. Vestibulum tempus, massa vel consectetuer congue, erat magna consequat purus, a facilisis orci nibh vitae purus. Nam tincidunt venenatis ligula. Nunc orci nulla, ornare quis, lobortis viverra, dapibus at, turpis. Suspendisse sit amet nisl at enim tincidunt blandit. Curabitur augue est, suscipit sed, egestas sit amet, vehicula vitae, tellus. Maecenas nec metus vel nisi interdum pellentesque. Development plan • Quisque augue felis, commodo a, elementum id, faucibus id, sem. Aenean rutrum enim. Praesent pulvinar dignissim nisl. Cras a nunc. Donec tincidunt odio sit amet lacus. Pellentesque metus tortor, ullamcorper vitae, lobortis vel, euismod in, mi. Ut laoreet, tellus laoreet blandit mollis, massa purus posuere purus, quis molestie ligula massa eu metus. Duis placerat, nulla sit amet ornare interdum, neque nunc mollis leo, vitae porttitor mi orci sit amet neque. Donec at enim. In facilisis tellus gravida ligula. Phasellus ut lorem. Pellentesque ac tortor eget augue suscipit ullamcorper. Aenean eleifend porta orci. • Etiam at arcu. Vestibulum lacinia nunc in eros. Suspendisse potenti. Aliquam erat volutpat. Donec gravida. Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Maecenas vel enim et metus semper fringilla. Donec ornare arcu. Maecenas faucibus ligula convallis nibh. Mauris dui quam, congue eu, commodo nec, tristique in, enim. Nulla auctor semper urna. Quisque a elit eu purus iaculis vestibulum. Aliquam dictum risus at odio. Fusce at lorem et elit faucibus placerat. Aenean velit. Proin elit odio, blandit et, scelerisque quis, pulvinar a, dui. Nunc magna dolor, bibendum ut, accumsan congue, tincidunt sit amet, neque. Proin consequat tincidunt lacus. In urna dui, congue nec, tincidunt sit amet, facilisis imperdiet, lorem. 12% • Morbi sed nibh. Vivamus vitae dolor. Ut bibendum volutpat mi. Pellentesque quis magna non lectus elementum pretium. Aliquam quis est vitae arcu consequat fringilla. Cras magna risus, placerat eget, egestas consectetuer, ornare vel, felis. Nam ornare justo id orci mattis ultricies. Morbi luctus. Ut pretium odio ac libero. Nunc sollicitudin pharetra lorem. Aenean scelerisque, lacus eget ullamcorper scelerisque, ipsum urna viverra mi, eget viverra quam eros eget velit. Ut lacinia feugiat purus. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Etiam nunc nisl, aliquam blandit, luctus id, commodo laoreet, sem. Phasellus sit amet orci ut sapien vulputate pellentesque. Pellentesque dapibus purus et quam. Nam sit amet magna in neque dignissim sodales. Aenean non justo nec magna lobortis volutpat. Words through inappropriate means
    23. 23. how do you implement a business model?
    24. 24. with outdated methods
    25. 25. how do you measure the success of a business model?
    26. 26. we don’t
    27. 27. how do you change a business model and innovate?
    28. 28. we re-invent the wheel
    29. 29. what is a business model?
    30. 30. business model framework INFRASTRUCTURE CORE CAPABILITIES PARTNER NETWORK ACTIVITY CONFIGURATION COST STRUCTURE OFFER VALUE PROPOSITION FINANCE CUSTOMER RELATIONSHIPS DISTRIBUTION CHANNELS CUSTOMER CUSTOMER SEGMENTS REVENUE STREAMS a business model describes the value an organization offers to various customers and portrays the capabilities and partners required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and sustainable revenue streams [Osterwalder (2004) The Business Model Ontology]
    31. 31. case study
    32. 32. you become the new owner of a soccer club …
    33. 33. describe YOUR club’s business model
    34. 34. what value proposition do you offer, to which customer segments? describing how a wealth management bank acquires its clients
    35. 35. what value proposition do you offer, to which customer segments? (model) OFFER CUSTOMER VALUE PROPOSITION CUSTOMER SEGMENTS value proposition 1 value proposition 2 … target customer 1 target customer 2 …
    36. 36. what value proposition do you offer, to which customer segments? (example) OFFER CUSTOMER spectacular offensive football fans advertising space & high visibility advertisers … …
    37. 37. how do you reach your customers?
    38. 38. how do you reach your customers? (model) OFFER CUSTOMER VALUE PROPOSITION COMMUNICATION & DISTRIBUTION CHANNELS CUSTOMER SEGMENTS value proposition 1 value proposition 2 … channel 1 channel 2 … target customer 1 target customer 2 …
    39. 39. how do you reach your customers? (example) OFFER CUSTOMER stadium & box office spectacular offensive football club owned TV channel fans mobile phone TV advertising space & high visibility sales force advertisers
    40. 40. how do you build relationships?
    41. 41. how do you build relationships with your customers? (model) OFFER CUSTOMER VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS value proposition 1 value proposition 2 … mechanism 1 mechanism 2 … target customer 1 target customer 2 …
    42. 42. how do you build relationships with your customers? (example) OFFER CUSTOMER personalized website (ticketing) spectacular offensive football team blog (RSS) … fans
    43. 43. how do you earn your money with this business model?
    44. 44. how do you earn your money with this business model? (model) OFFER FINANCE VALUE PROPOSITION REVENUE STREAMS CUSTOMER SEGMENTS value proposition 1 value proposition 2 … revenue stream 1 revenue stream 2 … target customer 1 target customer 2 …
    45. 45. how do you earn your money with this business model? (example) OFFER FINANCE ticket sales spectacular offensive football TV channel subscriber fees fans mobile phone TV subscriber fees advertising space & high visibility advertising revenues advertisers
    46. 46. the big picture (business model)
    47. 47. the big picture Partner Network • • • • • • • Core Capability • play attractive & win games • brand management • video images • channel management • • • • • food & beverages ticketing services promoters ad placement telecom operator TV operator … Activity Configuration • • • • • team management event management venue management ticketing VIP relationship management • video crew •… Cost Structure • • • • Customer Relationship team & maintenance infrastructure management marketing video Value Proposition • attractive soccer • 360º event (match, dining, shopping) • exclusive VIP lounges • merchandising • renting out stadium •… personalized web profile newsletter team blog (RSS) VIP events with team … Distribution Channel • • • • • • stadium POS networks club website (+online TV) club cable TV channel mobile phone TV channel … Revenue Model • • • • • • Ticket fees & season tickets online TV subscription revenues revenue sharing cable & mobile phone TV renting out stadium for events advertising revenues merchandising revenues Target Customer • • • • • • fans (families, etc.) fan groups companies event/concert organizers advertisers …
    48. 48. value creates revenues Partner Network • • • • • • • Core Capability • play attractive & win games • brand management • video images • channel management • • • • • food & beverages ticketing services promoters ad placement telecom operator TV operator … Activity Configuration • • • • • team management event management venue management ticketing VIP relationship management • video crew •… Cost Structure • • • • Customer Relationship team & maintenance infrastructure management marketing video Value Proposition • attractive soccer • 360º event (match, dining, shopping) • exclusive VIP lounges • merchandising • renting out stadium •… personalized web profile newsletter team blog (RSS) VIP events with team … Distribution Channel • • • • • • stadium POS networks club website (+online TV) club cable TV channel mobile phone TV channel … Revenue Model • • • • • • Ticket fees & season tickets online TV subscription revenues revenue sharing cable & mobile phone TV renting out stadium for events advertising revenues merchandising revenues Target Customer • • • • • • fans (families, etc.) fan groups companies event/concert organizers advertisers …
    49. 49. creating value requires infrastructure Partner Network • • • • • • • Core Capability • play attractive & win games • brand management • video images • channel management • • • • • food & beverages ticketing services promoters ad placement telecom operator TV operator … Activity Configuration • • • • • team management event management venue management ticketing VIP relationship management • video crew •… Cost Structure • • • • Customer Relationship team & maintenance infrastructure management marketing video Value Proposition • attractive soccer • 360º event (match, dining, shopping) • exclusive VIP lounges • merchandising • renting out stadium •… personalized web profile newsletter team blog (RSS) VIP events with team … Distribution Channel • • • • • • stadium POS networks club website (+online TV) club cable TV channel mobile phone TV channel … Revenue Model • • • • • • Ticket fees & season tickets online TV subscription revenues revenue sharing cable & mobile phone TV renting out stadium for events advertising revenues merchandising revenues Target Customer • • • • • • fans (families, etc.) fan groups companies event/concert organizers advertisers …
    50. 50. infrastructure generates costs Partner Network • • • • • • • Core Capability • play attractive & win games • brand management • video images • channel management • • • • • food & beverages ticketing services promoters ad placement telecom operator TV operator … Activity Configuration • • • • • team management event management venue management ticketing VIP relationship management • video crew •… Cost Structure • • • • Customer Relationship team & maintenance infrastructure management marketing video Value Proposition • attractive soccer • 360º event (match, dining, shopping) • exclusive VIP lounges • merchandising • renting out stadium •… personalized web profile newsletter team blog (RSS) VIP events with team … Distribution Channel • • • • • • stadium POS networks club website (+online TV) club cable TV channel mobile phone TV channel … Revenue Model • • • • • • Ticket fees & season tickets online TV subscription revenues revenue sharing cable & mobile phone TV renting out stadium for events advertising revenues merchandising revenues Target Customer • • • • • • fans (families, etc.) fan groups companies event/concert organizers advertisers …
    51. 51. the profit zone Partner Network • • • • • • • Core Capability • play attractive & win games • brand management • video images • channel management Customer Relationship • • • • • food & beverages ticketing services promoters ad placement telecom operator TV operator … Activity Configuration Value Proposition • • • • • • attractive soccer • 360º event (match, dining, shopping) • exclusive VIP lounges • merchandising • renting out stadium •… team management event management venue management ticketing VIP relationship management • video crew •… Cost Structure • • • • team & maintenance infrastructure management marketing video personalized web profile newsletter team blog (RSS) VIP events with team … Distribution Channel • • • • • • stadium POS networks club website (+online TV) club cable TV channel mobile phone TV channel … Revenue Model < • • • • • • Ticket fees & season tickets online TV subscription revenues revenue sharing cable & mobile phone TV renting out stadium for events advertising revenues merchandising revenues Target Customer • • • • • • fans (families, etc.) fan groups companies event/concert organizers advertisers …
    52. 52. the process of designing a business model
    53. 53. the focus of the business modeler
    54. 54. usercentered
    55. 55. Nokia: Jan Chipchase
    56. 56. creativity & exploration
    57. 57. Googleple x
    58. 58. interdisciplinary approach
    59. 59. Grameen Phone Bangladesh
    60. 60. holistic design
    61. 61. Apple iTunes & iPod
    62. 62. strategic fit
    63. 63. Amazon.co m
    64. 64. the business modeler’s toolbox
    65. 65. co-creation
    66. 66. ideation
    67. 67. visualization
    68. 68. prototyping
    69. 69. the design process
    70. 70. 1. identify interdisciplinary stakeholders -> set-up team
    71. 71. 2. understand business environment –> frame problem
    72. 72. 3. suspend reality -> ideate
    73. 73. 4. bring back reality -> prototype
    74. 74. 5. chose suitable design -> decide
    75. 75. 6. sketch out projects & workload -> draw implementation plan
    76. 76. 7. outline key indicators to follow -> choose measures
    77. 77. 8. select the right teams and people -> make responsible
    78. 78. 9. execute the plan -> manage implementation & change
    79. 79. 10. evaluate, learn and redesign -> manage improvement
    80. 80. examples
    81. 81. to come…
    82. 82. is ! t h e! or m f ck elco ba w ed pt om .c fe t p ca ti f ve ra d ar x@ le a
    83. 83. Alexander Osterwalder, PhD alex@arvetica.com www.arvetica.com
    84. 84. all photos from Flickr under a creative commons license authors indicated in comment page of ppt
    85. 85. we co-create Nobody knows your business environment better than yourself. We co-design your strategic vision by building on your knowledge. Through group thinking we find the right answers to the right questions together we operationalize Having a great vision is not sufficient - implementation counts. We help you reconcile long term views with short term actions. We make strategy everyone's job by translating it into pragmatic and prioritized projects. we manage change Change does not happen accidentally it has to be managed. We help you align strategy, people and processes with respect to your organizational culture and values. we build knowledge When you stop learning, you stop competing. We scan the knowledge universe for you, across disciplines and industries. We transfer the best methods, tools and theory in business to your organization. we connect Specific problems require specific skills that you do not necessarily dispose of in-house. Through our interdisciplinary network we connect you with leading domain experts.
    86. 86. annexes
    87. 87. annex I business model template
    88. 88. INFRASTRUCTURE PARTNER NETWORK CORE CAPABILITIES OFFER CUSTOMER RELATIONSHIP VALUE PROPOSITION VALUE CONFIGURATION COST STRUCTURE TARGET CUSTOMER DISTRIBUTION CHANNEL FINANCE CUSTOMER REVENUE STREAMS a business model describes the value an organization offers to various customers and portrays the capabilities and partners required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and sustainable revenue streams
    89. 89. describing a company’s business model INFRASTRUCTURE CORE CAPABILITIES outlines the capabilities required to run a company's business model PARTNER NETWORK CUSTOMER RELATIONSHIP OFFER portrays the network of cooperative agreements with other companies VALUE CONFIGURATION VALUE PROPOSITION gives an overall view of a company's bundle of products and services COST STRUCTURE DISTRIBUTION CHANNEL TARGET CUSTOMER describes the customers a company wants to offer value to describes the channels to communicate and get in touch with customers describes the arrangement of activities and resources sums up the monetary consequences to run a business model explains the relationships a company establishes with its customers CUSTOMER FINANCE REVENUE STREAMS describes the revenue streams through which money is earned
    90. 90. describing a company’s offer OFFER VALUE PROPOSITION value proposition 1 value proposition 2 …
    91. 91. describing who a company offers value to OFFER CUSTOMER VALUE PROPOSITION TARGET CUSTOMER value proposition 1 value proposition 2 … target customer 1 target customer 2 …
    92. 92. describing how a company reaches its customers OFFER CUSTOMER VALUE PROPOSITION DISTRIBUTION CHANNEL TARGET CUSTOMER value proposition 1 value proposition 2 … distribution channel 1 distribution channel 2 … target customer 1 target customer 2 …
    93. 93. describing the relationships a company builds OFFER CUSTOMER VALUE PROPOSITION CUSTOMER RELATIONSHIP TARGET CUSTOMER value proposition 1 value proposition 2 … relationship type 1 relationship type 2 … target customer 1 target customer 2 …
    94. 94. describing how a company makes money OFFER FINANCE CUSTOMER VALUE PROPOSITION REVENUE STREAM TARGET CUSTOMER value proposition 1 value proposition 2 … revenue stream 1 revenue stream 2 … target customer 1 target customer 2 …
    95. 95. describing what capabilities are required INFRASTRUCTURE OFFER CORE CAPABILITIES VALUE PROPOSITION core capability 1 core capability 2 … value proposition 1 value proposition 2 …
    96. 96. describing what activities are required INFRASTRUCTURE OFFER CORE CAPABILITIES VALUE CONFIGURATION VALUE PROPOSITION core capability 1 core capability 2 … activity 1 activity 2 … value proposition 1 value proposition 2 …
    97. 97. describing the partners that leverage the business model INFRASTRUCTURE OFFER CORE CAPABILITIES PARTNER NETWORK VALUE PROPOSITION core capability 1 core capability 2 … partner 1 partner 2 … value proposition 1 value proposition 2 …
    98. 98. describing the costs of a business model INFRASTRUCTURE FINANCE OFFER CORE CAPABILITIES COST STRUCTURE VALUE PROPOSITION core capability 1 core capability 2 … cost account 1 cost account 2 … value proposition 1 value proposition 2 …
    99. 99. annex ii other

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