Digital Business Models 101
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An introduction to the framework "Business Model Canvas" illustrated by concrete Business Models of digital champions such as Linkedin, Scoop.it, HelloMentor, Viadeo, HP, eBay, Google, GMF, AXA, P&G.
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Digital Business Models 101
- 1. Business Model Canvas 101
- 2. The Basics
- 3. A Business is a System It seems like a whole. But you can deconstruct it.
- 4. The Business Model Canvas is a call-to-action. Execution vs abstraction.
- 5. 50,98% of innovations come from business models* * * Science, technologie et industrie : Perspectives de lʼOCDE, 2008.
- 7. Value DeliveringValue Creation Value Proposition 1 Business is a Journey KISS version. Goal: adding more value along the way
- 8. DistributionInput OutputProcess Customers 1 Detailed version. Business is a Journey activity + ressources channels + customer relationships Goal: adding more value along the way suppliers + partners
- 10. ! Finance Business Journey value (input) actualisation of the added value (clients)potential added value (output) revenuecosts financial flows Goal: Capturing some of the value added (revenue - costs)
- 12. DistributionInput Output Costs Revenue Process Customers activity + ressources channels + customer relationshipssuppliers + partners
- 14. How to use it?4
- 15. Customers. How can you make their lives better? Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships
- 16. Value proposition. Is there a real fit between the problem & the solution? Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships
- 17. Channels. What interfaces will you use to communicate & sell? Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships
- 18. Customer relationships. How will you interact? Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships Customer Relationships
- 19. Revenue. What will they pay? Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships Customer Relationships
- 20. Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships Customer Relationships Ressources. What asset do you need to build this VP?
- 21. Activity. How will you build this VP? Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships Customer Relationships
- 22. Key Partners. Who are your allies & suppliers? Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships Customer Relationships
- 23. Costs. What are the main sources of costs? Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships Customer Relationships
- 24. 5 * source Principal Business Model Inspired by the great work of Elton Pickford
- 25. A * theorized by Chris Anderson in his book “The Long Tail“ The Long Tail* Eg: Amazon, eBay, Netflix, Lego
- 26. eBay.com Paypal Buying and selling first- or second- hand goods Platform creation & animation Platform Online profiles Case study: eBay Marketplace for niches Professional Sellers Anyone Niches segments Fees on the selling price Pay by postCosts of platform & HR
- 27. B * Also see the book “Free“ by Chris Anderson (again) Multi-sided platforms* Eg: Viadeo, LinkedIn, Google, Sony, Microsoft, Apple, Facebook
- 28. google.com Free account Costs of platform & HR Platform management & services Platform Case study: Google Free research Advertisers Internautes Keywords bidding Content editor Content monetization FreeFree widgets
- 29. C Freemium* Eg: LinkedIn, Flickr, Evernote, Scoop.it * Also see the book “Free“ by Chris Anderson (again) Premium accounts Free accounts
- 30. LinkedIn.com Free account with standard features Costs of platform & HR Platform management & services Platform Case study: LinkedIn* Occasional users Advanced users Keywords bidding FreeFree Advanced features * it’s also a multi-sides platform you could add advertisers & HR companies Customized messages (auto+hand made)
- 31. D Inverted Freemium Eg: Axa, GMF Beneficiaries Subscribers
- 32. Website Phone Email Stores Insurance Ad + HR + webplatform Client acquisition Platform Case study: GMF* Subscribers Beneficiaries 0 to excess payment * it’s also a multi-sides platform you could add advertisers & HR companies On timeManagement of the claims HR reimbursements Insurance premium Reinsurance companies
- 33. D Freebie marketing Eg: hp, Epson, Gillette
- 34. Distributors Inktjet printers Marketing + Fabrication + Logistics + R&D Marketing IP Case study: hp Ink cartridges * branding is always an asset but even more strategic in this kind of BM Fidelity Logistics Branding* R&D Clients Constraints Replacements of cartridges First buy
- 35. E Open Business Model Eg: P&G
- 36. R&D inside the company Case study: P&G * branding is always an asset but even more strategic in this kind of BM R&D inside R&D inside Innocentive (web) yourEncore.com IP from other firms Researcher outside the company Retired Researcher increase of R&D productivity: 85% tiny increase of R&D costs
- 37. Case studies6
- 39. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Case study: Amazon Exercise: Map out the BM with at least 3 value propositions
- 40. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Case study: Facebook Exercise: Map out the BM with at least 3 value propositions
- 41. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Case study: Meninvest Exercise: Map out the BM with at least 3 value propositions
- 42. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Case study: Twitter Exercise: Map out the BM using their growth strategy (check their S1)
- 43. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Case study: Angrybirds Exercise: Map out the BM with at least 3 value propositions
- 44. Financial viability & projectionB
- 45. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Case study: Viadeo Exercise: Map out the BM & try to figure out their revenue Assumptions: 50M users, 15% premium users with 20% churn rate of PU //revenue split=50% premium user, 35% HR firms, 15% ads
- 46. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Case study: HelloMentor Exercise: Map out the BM Determine how many users they should get to be profitable (average 25€, 15% fees). Assumptions: team of 10 employees (each costs 60K), 2K€ RE.
- 47. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Case study: scoop.it Exercise: Map out the BM Determine how many users they should get to be profitable (check their pricing). Same assumptions as before, highlight yours.
- 48. BonusC
- 49. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships What about you? Exercise: Map out the BM of your project or someone from the class Determine how many users they should get to be profitable (check their pricing). Highlight your assumptions.