2. Customer Segments
Energy industries is facing a major change in their
business model. Especially the small and medium
sized community based utilities need a lot of innovation
to survive the next 10 to 15 years focusing now mainly
on commodities. also other SME’s are facing
interruptive innovations, challenging their established
business model.
SME's and SMB's (Small and medium enterprises and
small and medium-sized businesses)
SMU's Utilities used by the market of young people
having dynamic zeal for an invention.
Used by Energy efficient companies for their
alternative and renewable resources.
3. Pains and Gains
Personal resources: They have only few people doing
the daily stuff, having just little time to think about the new
business.
Financial resources: They have limited financial
resources to do all the customer development needed
(Steve Blanks Concept).
Limited knowledge: They have only little knowledge
about the tools and the processes in general on invention
new business models
4. Pains and Gains(Continued)
That our clients want a way to be innovating with new technologies ,new structures and
faster way of responding to changing market needs but cant afford the high costs of
technical developments and the efficiency that goes with catering to changing market
needs. ( For the Alternative Renewable Energy Companies .
Let’s Be specific in terms of the Pains that they are experiencing otherwise The broad
concepts of Financial resources , technology adaptations and limited knowledge cant be
addressed
1) That our clients want to access the shared knowledge that BIG Corporations are able to
use to their advantage. ( The concept of Shared Service )
2) Our Targeted Clients wants to be able to collaborate on Selected Projects ( we need to
Define this along the way) in order to cut down on the costs ,if they were to do it alone) .
3) Concept of Project collaboration and Cost Reduction is another concern.
5. Offerings for the Client
Our business is to support these SME’s to invent new
business models and opportunities faster, with less
risk and more profit through the means of open
innovation and collaborative projects.
It’s NOT about energy efficiency, renewable energies
and so on, it´s just about innovation management
and business model design.
6. Offerings for the Client (Continued)
We could develop an Open Innovation Business Platform that would serve our clients
with the following Services:-
1) A Platform that operates on probably a cloud server , that provides shared
services like technology innovations , strategic and tactical knowledge about how
other companies are able to overcome their daily problems , and other things.
2) Project collaborations Platform to which they are able to meet and discuss new
ways of collaborating on new projects
3) Webinars , videos and audios where we can saved these formats and they can access
anytime , anywhere they would have a need for it.
7. Customer Relationship Management
Drive product development working with engineering,
project managers, external manufacturers, operations,
regulatory and marketing teams and most important
building a strong bond with our end customers through
our quality products.
Canvasing the membership globally and to serve as the
internal and external evangelist for our product offering,
working with the sales channel and key customers
8. Cost Structure
Cost for quality and development.
Cost for design the business model.
Cost for sales and finance.
Cost for employees in form of salaries.
Cost for advertisement and channels.
Cost for location / catering for workshops.
9. Cost Structure (Continued)
We should be able to define the Variable costs that our model would entail
and the Fixed costs . Knowing these costs , we could define our contribution margins
and so determine this to be the base costs structure for our business model.
• Having a Structured Based Cost , we can determine adding any other features to our
innovation Platform would help us a pricing model for the additional features we
might to incorporate .
11. Strategic Management-OBI
• Industrialization of services business model
• Business model used in strategic management
are:-
1. Services marketing that treats service as a
provision.
2. An industrial process, subject to Industrial
Optimization procedures.
14. Service Model-OBI
The main drivers for a company to establish or optimize its service
management practices are varied:
• High service costs can be reduced, i.e. by integrating the service and
products supply chain.
• Inventory levels of service parts can be reduced and therefore reduce
total inventory costs.
• Customer service or parts/service quality can be optimized.
• Increasing service revenue.
• Reduce obsolescence costs of service parts through improved
forecasting.
• Improve customer satisfaction levels.
• Reduce expediting costs - with optimized service parts inventory, there
is no need to rush orders to customers.
• Minimize technician visits - if they have the right part in hand, they can
fix the problem on the first visit.
