Moniek Tiel Groenestege - Business Model Inc.

1. Design your next
revenue model
Moniek Tiel Groenestege
Moniek.tiel.groenestege@businessmodelsinc.com
Business Models Inc.

2. San Francisco Amsterdam HQ TaipeiNew-York Brisbane
Stay ahead of competition

3. “It is all about you
today

4. “A structure that states &
explains the revenue
earning strategy of a
company

5. 1
Value over price

6. 2
Business models
are fluid

7. 3
It’s a journey of
exploration

8. …
Where to start?

9. Show me
the money
guide

10. 1
Value over price

11. Make money as fast as you can

12. “Nobody pays for
something they don’t
value

13. “One question…

14. “Where is value
created?

15. Business model canvas
Key partners Key activities
Key resources
Value propositions Customer relationships
Channels
Customer segments
Revenue streamsCost structure
Business Models Inc © www.businessmodelgeneration.com

16. “A business model describes
the rationale of how an
organization creates, delivers,
and captures value.

17. Business model canvas
Key partners Key activities
Key resources
Value propositions Customer relationships
Channels
Customer segments
Revenue streamsCost structure
Business Models Inc © www.businessmodelgeneration.com

18. Do we identify a target customer
segment?

19. Can we identify the need?

20. And are they willing to pay for this?

21. Business model canvas
Key partners Key activities
Key resources
Value propositions Customer relationships
Channels
Customer segments
Revenue streamsCost structure
Business Models Inc © www.businessmodelgeneration.com

22. A great startup
example

23. Meet Scott

24. Never won a fight

25. His vision…

26. Reduce headaches in the bar…

27. With an app…

28. You start drinking with your friends

29. You want to pay and leave…

31. Pay at the bar with an app

32. So where
to start?
?

33. IT IS NOT
ABOUT
THE PRODUCT
@patrickpijl

34. It is about
the
business
model!
!!

35. What does the
#1st business
model look like?

36. Business model canvas
Key partners Key activities
Key resources
Value propositions Customer relationships
Channels
Customer segments
Revenue streamsCost structure
Business Models Inc © www.businessmodelgeneration.com
Onetab #1
Develop &
maintain
app
Drinkers
App stores
App
download
fees
People
App
developm.
Social
media
Really cool
app for
buying
drinks
Dev Team

37. We almost forgot something…

38. What is our
key
assumption
here?
?

39. Drinkers want to
pay 99c for an app
to buy beers

41. Customers are still the party animals

42. What they learned
after visiting 40
pubs…

43. Nobody
wanted to
pay for an
app!
!!

44. His dream was destroyed…

45. But he had a point
of view…

46. Become financially independent

47. Improve the experience in the bars

48. So he went on…

49. Go out of the
building again!

50. Bar owners liked the app!

51. Order process went faster & no admin hassle

52. What does
#2nd
business
model look
like? ?

53. Business model canvas
Key partners Key activities
Key resources
Value propositions Customer relationships
Channels
Customer segments
Revenue streamsCost structure
Business Models Inc © www.businessmodelgeneration.com
Onetab #2
Develop
customer
base
Drinkers
App stores
Pay per
use
People
App
developm.
Social
Media
Keep the
night
moving, no
worries
about
paying
Marketeers
& Dev
Team
ONE TAB
APP
Faster
order
process &
more sales
Staff
Free
App store
fees
POS
software
provider
(H&L
Australia)
Develop &
maintain
app

54. But his team was puzzled

55. Nobody downloaded the app

56. Bar adoption was slow…

57. So,
what to do next?

58. How do you
visit each bar
in Australia? ?

59. How many sales people to hire?

60. So he looked for
investors

61. Mark
Carnegie
Show me clients first!

62. Then H&L
knocked on the
door…

63. Distribution at scale!

64. Business model canvas
Key partners Key activities
Key resources
Value propositions Customer relationships
Channels
Customer segments
Revenue streamsCost structure
Business Models Inc © www.businessmodelgeneration.com
Onetab #3
Develop
customer
base Drinkers
Point of
Sales Cash
Register
Pay per
use
People
App
developm.
Social
Media
Keep the
night
moving, no
worries
about
paying
Marketeers
& Dev
Team
ONE TAB
APP
Faster
order
process &
more sales
Staff
Free
App store
fees
POS
software
provider
(H&L
Australia)
Develop &
maintain
app

65. What does
the next
business
model look
like? ?

66. Power of data.
“In God we trust. For everything
else there’s data.”

67. Mark bought Scott’s company

68. What did
Scott learn
from his
journey ?

69. It is easy to get distracted in the short run

70. And the ride is not always fun…

71. Value first.

72. 2
Business models
are fluid
2
Business models
are fluid

73. Technology
shift

74. “Intelligent” Artificial Intelligence

75. Augmented Reality

76. Blockchain – Here to stay?

77. Automation - Robotics

78. Internet of Things. - Intelligent Digital Mesh

79. People shift

80. In legal support, from expensive lawyers…

81. …to Do It Yourself - online

82. In mobility, from ownership…

83. …to access through BMW Drivenow - IoT

84. In retail shopping, from visiting the store…

85. …to food delivery by Amazon Fresh… - AI

86. …to Foodboxes.

87. In personal mobility, from waiting…

88. …to instant serving and comfort

89. In shopping, from physical 9-5 stores…

90. …to 24/7 shopping and delivery…

91. …even in your car! (by Amazon, who else?)

92. Why?

93. 1. Simplified

94. 2. Minimized
distractions

95. 3. Flexibility

96. 4. Frictionless

97. Business
models shift

98. Written by:
Patrick van der Pijl
and Justin Lokitz
Designed by:
Maarten van Lieshout
Written by:
Patrick van der Pijl
and Justin Lokitz
Designed by:
Maarten van Lieshout
EXPLORETHE EDGE
OF INNOVATION
AND CREATE YOUR
BUSINESS MODEL
OF TOMORROW.
Written by:
Patrick van der Pijl
and Justin Lokitz
Designed by:
Maarten van Lieshout
Explore the edge of
innovation, inspire
change and shift
your strategies.
Written by the authors of Design a Better Business and the publishers of Business Model
Generation: Patrick van der Pijl and Justin Lokitz. Designed by Maarten van Lieshout.
inspire change

99. “
Welcome
to the
late nineties

100. Marc Randolph and
Reed Hastings

101. VHS tapes too
expensive to
ship

102. Ship DVD’s
by mail

103. A linear
business model
start 1998

104. Business model canvas
Key partners Key activities
Key resources
Value propositions Customer relationships
Channels
Customer segments
Revenue streamsCost structure
Business Models Inc © www.businessmodelgeneration.com
USA
Mass
Market
Rental
Price
Comfort
Mail
order
Network
Titles
925 DVD’s
Distri-
bution
Sales
Netflix #1

105. 1 DVD = 2X revenue
Netflix Linear business model

106. Flat fee
unlimited rentals
in 1999

107. Business model canvas
Key partners Key activities
Key resources
Value propositions Customer relationships
Channels
Customer segments
Revenue streamsCost structure
Business Models Inc © www.businessmodelgeneration.com
USA
Mass
Market
Price
Comfort
Mail
order
Network
Titles
Distri-
bution
35.000
films
Sub
scription
1mln DVD’s shipped
every day
Netflix #2

108. Personalized
video
recommendation
in 2006

110. Video
on demand
in 2007

111. Business model canvas
Key partners Key activities
Key resources
Value propositions Customer relationships
Channels
Customer segments
Revenue streamsCost structure
Business Models Inc © www.businessmodelgeneration.com
USA
Mass
Market
Price
Comfort
Distri-
bution
Sub
scription
Data
Algorithm
Video on
demand
Internet
TV
Netflix #3

112. Kevin, a new format

113. We are used to think in linear formats

114. Let’s publish in chapters all at once

115. “The worst idea!
Ruins’ our revenue model & people don’t want this

116. “Device and length
are irrelevant
Kevin Spacey

117. People want stories… about Frank Underwood

118. “At a reasonable
price
Kevin Spacy

119. “NETFLIX
immediately said:
YES!Is Kevin lucky or what?

120. Business model canvas
Key partners Key activities
Key resources
Value propositions Customer relationships
Channels
Customer segments
Revenue streamsCost structure
Business Models Inc © www.businessmodelgeneration.com
Content
Mass
Market
Sub-
scription
Price
Acces-
ibility
Unique
content
Netflix.co
m
Multiple
devicesAlgorithm
Commu-
nications
Network
IP
Cash
Content
SLA
Self
Service
Rating
Product
Placeme
nt
Netflix #4

121. Business
models change
over time.

122. 3
It’s a journey of
exploration

123. There are many options

124. “Traditional revenue
models
Let’s look at 3 most common

125. 1
Pay per product
One time transaction

127. Business model canvas
Key partners Key activities
Key resources
Value propositions Customer relationships
Channels
Customer segments
Revenue streamsCost structure
Business Models Inc © www.businessmodelgeneration.com
Giant
Product
sales
High
quality
bike
Men

128. 2
Freemium
Free & paid at the same time

131. 3
Bait & Hook
Products at a low price, refills are expensive

133. Business model canvas
Key partners Key activities
Key resources
Value propositions Customer relationships
Channels
Customer segments
Revenue streamsCost structure
Business Models Inc © www.businessmodelgeneration.com
Nespresso
X

134. “What we see
today…

135. Written by:
Patrick van der Pijl
and Justin Lokitz
Designed by:
Maarten van Lieshout
Written by:
Patrick van der Pijl
and Justin Lokitz
Designed by:
Maarten van Lieshout
EXPLORETHE EDGE
OF INNOVATION
AND CREATE YOUR
BUSINESS MODEL
OF TOMORROW.
Written by:
Patrick van der Pijl
and Justin Lokitz
Designed by:
Maarten van Lieshout
Explore the edge of
innovation, inspire
change and shift
your strategies.
Written by the authors of Design a Better Business and the publishers of Business Model
Generation: Patrick van der Pijl and Justin Lokitz. Designed by Maarten van Lieshout.
inspire change

136. 1
Everything as a
service

137. Meet Dirk

138. A flat tire…

139. What’s his
solution?

140. He went to the bike repair shop

141. BIKING! I need to be able to bike!

144. Definition ‘as a service’
A move towards getting
the job done by selling the
use of a product

145. 2
Pay per use

147. LIME operates as a platform through IOT

148. Find your LIME scooter, and ACTIVATE and DRIVE

149. Keep track of your rides and costs

150. Business model canvas
Key partners Key activities
Key resources
Value propositions Customer relationships
Channels
Customer segments
Revenue streamsCost structure
Business Models Inc © www.businessmodelgeneration.com
Lime
You and
me
Fee
(time &
distance)
Scooter
ride
from
A to B
Platform
Fun
App

151. Definition ‘pay per use’
When the customer is
charged for a specific
usage of a product or
service.

152. 3
Platform

154. You and me…

155. Easy order and pick up

156. Clear price upfront

157. Review your driver

158. No cash to leave the cab

159. The driver – income opportunity

160. Easy pick up – no hassle

161. They review you too!

162. Easy administration

163. Business model canvas
Key partners Key activities
Key resources
Value propositions Customer relationships
Channels
Customer segments
Revenue streamsCost structure
Business Models Inc © www.businessmodelgeneration.com
UBER Platform
You and
me
Fee
(time
and
distance)
Taxi
services
from
A to B
Platform
Platform
promotio
n
Personal
App
%
DRIVERS
Income
opportun
ity
Promotio
n
Develop
ment

164. Definition ‘platform’
Creates value by
facilitating exchanges
between consumers
and producers.

165. For mobility only already a lot of options!

166. “No single right
solution

167. To summarize
+

168. 1
Value over price
“Are people willing to pay”

169. 2
Business models
are fluid

170. 3
It’s a journey of
exploration

171. “No single right
solution

172. It is all about learning

173. Start experimenting

174. The sooner your learn, the sooner you succeed

175. Only then you will conquer the world.

176. Be the gamechanger…

177. “Where is value
created next?

178. Moniek Tiel Groenestege
+31 6 18 52 13 91
Moniek@businessmodelsinc.com

179. www.businessmodelsinc.com