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3. how to create nightmare competitors

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Turning corporate managers into business model mavericks

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3. how to create nightmare competitors

  1. 1. Rocking Business Innovation | 1© NC-Creators 3. How to create Nightmare Competitors
  2. 2. Rocking Business Innovation | 2© NC-Creators High Importance Medium Importance Low Importance The Business Model Radar makes it possible to show what Nightmare Competitors are capable of
  3. 3. Rocking Business Innovation | 3© NC-Creators Customer: HeterogeneousCustomer: Addressed by our industry Own Industry High Importance Medium Importance Low Importance The Business Model Radar allows to profile what the established players do and, for whom … Value- Creation 1 Offering 2 Supplier X Utilization X Offering X Revenue Generation X Offering 1 Standards of Integrity X Value- Creation X Offering (O) Value-Creation System (V) Suppliers (S) Model for Utilization (U) Model for Generating Revenues (R) Standards of Integrity (I)
  4. 4. Rocking Business Innovation | 4© NC-Creators Customer: HeterogeneousCustomer: Addressed by our industry Own Industry High Importance Medium Importance Low Importance Customer: Specifically addressed by the NC Nightmare Competitor … and the Business Model Radar allows to profile how Nightmare Competitors can disrupt incumbents Value- Creation 1 Offering 2 Supplier X Utilization X Offering X Revenue Generation X Offering 1 Standards of Integrity X Value- Creation X Offering 1 Offering Y Value- Creation Y Supplier Y Utilization Y Revenue Generation Y Standards of Integrity Y
  5. 5. Rocking Business Innovation | 5© NC-Creators Tesla is a Nightmare Competitor to the established car manufacturers. In fact, Tesla is now defining their strategies. How did they do it? Let us go back to 2003 and assess how they have probably developed their business model. Being aware of the nightmarish potential, the established could have driven the development themselves… Example: Tesla versus established car manufacturers
  6. 6. Rocking Business Innovation | 6© NC-Creators Their insight: the established are trying to make everybody happy: • Affluent and ‘less so’ • Business and personal users • Solo travellers and groups • Sportive, luxurious, stylish • Progressive and conservative • Emotional and rational The Nightmare Competitor analysed the customer base of the established players of the industry
  7. 7. Rocking Business Innovation | 7© NC-Creators High Importance Medium Importance Low Importance The Nightmare Competitor profiled the business model of the established players Multiple Sources (S) Orchestrator (V) Economies of Scale on the Basis of Cars Sold (U) Features & Engine Concepts (O) Design & Prestige (O) Dealerships (V) Purchasing Options (O) Extensive Marketing (V) Selling Cars & Financing (R) Range of Models (O) After-Sales Service (R) Customer: Everybody Car Manufacturers Offering (O) Value-Creation System (V) Suppliers (S) Model for Utilization (U) Model for Generating Revenues (R) Standards of Integrity (I)
  8. 8. Rocking Business Innovation | 8© NC-Creators The Nightmare Competitor questioned whether the business model of the established was able to make all customers truly happy … They created different avatars of customers that are not truly happy. One of them was their favorite. Let us call him Steve. He lives in Zurich, Boston, Los Angeles, Helsinki, Tokyo or Beijing. He is a very successful lawyer, a consultant to or the managing director of a high tech or green company or maybe he is a famous actor. He likes driving but is also aware of its environmental impact. He perceives the offerings of the car industry as dated. Instead, he is open for something new, ahead of its time. Tesla decided to take care of Steve.
  9. 9. Rocking Business Innovation | 9© NC-Creators The Nightmare Competitor provided Steve with a car for the opinion leader he is High Importance Medium Importance Low Importance Tesla Customer: The Affluent Green Customer: Everybody Car Manufacturers Cars for Environmental Leadership (O) Features & Engine Concepts (O) Multiple Sources (S) Orchestrator (V) Purchasing Options (O) Selling Cars & Financing (R) Range of Models (O) After-Sales Service (R) Design & Prestige (O) Economies of Scale on the Basis of Cars Sold (U) Extensive Marketing (V) Dealerships (V)
  10. 10. Rocking Business Innovation | 10© NC-Creators The Nightmare Competitor identified where the business model of the established is not perfect for pleasing Steve High Importance Medium Importance Low Importance Tesla Customer: The Affluent Green Customer: Everybody Car Manufacturers Offering (O) Value-Creation System (V) Suppliers (S) Model for Utilization (U) Model for Generating Revenues (R) Standards of Integrity (I) Cars for Environmental Leadership (O) Features & Engine Concepts (O) Multiple Sources (S) Orchestrator (V) Purchasing Options (O) Selling Cars & Financing (R) Range of Models (O) After-Sales Service (R) Design & Prestige (O) Economies of Scale on the Basis of Cars Sold (U) Extensive Marketing (V) Dealerships (V)
  11. 11. Rocking Business Innovation | 11© NC-Creators And the Nightmare Competitor found out what is required to delight Steve High Importance Medium Importance Low Importance Tesla Customer: The Affluent Green Customer: Everybody Car Manufacturers Cars for Environmental Leadership (O) Charging Infrastructure (O) Stores & Galleries (V) Remote Updates & Fixes (V) Economies of Scale on the Basis of Batteries Produced (U) As Green as Can Be (I) Features & Engine Concepts (O) Multiple Sources (S) Orchestrator (V) Purchasing Options (O) Selling Cars & Financing (R) Range of Models (O) After-Sales Service (R) Design & Prestige (O) Economies of Scale on the Basis of Cars Sold (U) Extensive Marketing (V) Dealerships (V) Offering (O) Value-Creation System (V) Suppliers (S) Model for Utilization (U) Model for Generating Revenues (R) Standards of Integrity (I)
  12. 12. Rocking Business Innovation | 12© NC-Creators This way the Nightmare Competitor came up with something truly different High Importance Medium Importance Low Importance Tesla Customer: The Affluent Green Customer: Everybody Car Manufacturers Cars for Environmental Leadership (O) Charging Infrastructure (O) Stores & Galleries (V) Remote Updates & Fixes (V) Economies of Scale on the Basis of Batteries Produced (U) As Green as Can Be (I) Features & Engine Concepts (O) Multiple Sources (S) Orchestrator (V) Purchasing Options (O) Selling Cars & Financing (R) Range of Models (O) After-Sales Service (R) Design & Prestige (O) Economies of Scale on the Basis of Cars Sold (U) Extensive Marketing (V) Dealerships (V) Offering (O) Value-Creation System (V) Suppliers (S) Model for Utilization (U) Model for Generating Revenues (R) Standards of Integrity (I)
  13. 13. Rocking Business Innovation | 13© NC-Creators The Nightmare Competitor Creator – is the system for anticipating what business models might be shaping the future an industry Customer 1. Describe Customer Base of the Establishe d 2. Profile Business Model of the Establishe d 3. Identify Customer s that are not served Perfectly 4. Create a new Business Model for Customer BM Radar Constituents Profile Core Offering Questioning Constituents New Profile Specific Customer
  14. 14. Rocking Business Innovation | 14© NC-Creators Go to slideshare.net to download core elements of the Nightmare Competitor Approach
  15. 15. Rocking Business Innovation | 15© NC-Creators www.nc-creators.com

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