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Business Design Workshop

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Day 2 of the "Gamechangers Lab" ... Peter Fisk's 4-day accelerated development program for business leaders, to develop the skills and strategies for today's fast and technological world. More about workshops, consulting and keynote speaking at www.theGeniusWorks.com or email peterfisk@peterfisk.com

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Business Design Workshop

  1. 1. Executive Leadership Program IE Business School, Madrid with Prof. Peter Fisk 9-11 March 2016 Summary of Day 2 of 4, with Peter Fisk Email: peterfisk@peterfisk.com Web: theGeniusWorks.com Business DesignGAMECHANGERS LAB LEADERSHIP + INNOVATION + GROWTH
  2. 2. Day 1 Future Strategies Day 2 Business Design Day 3 Smarter Innovation Day 4 Accelerating Growth Growth Hacking Future Possibilities Change the Game Innovative Strategies Business Impact: Your own Business Blueprint ready to implement Strategy Roadmap for your business Business Model for your business Experience Map for your business Growth Horizons for your business Design Thinking Business Futures Horizon Planning Customer Propositions New Business Models Business Model Design Creative Storytelling Customer Experiences Smart Solutions Making Change Happen Growth Accelerators Inspired Leadership PracticalAction: Testingandshapinginyourbusiness
  3. 3. Marketing has changedMaking sense of change
  4. 4. Unlimited opportunity
  5. 5. People want and expect more
  6. 6. Investors expect and want more
  7. 7. Time to change your game
  8. 8. Executive Leadership Program IE Business School, Madrid with Prof. Peter Fisk 9-11 March 2016 THINKING DESIGN
  9. 9. Business narrow view Your narrow view Customer broader view You Customer Seeing things differently Thinking different things
  10. 10. The customer’s world
  11. 11. Business narrow view Your narrow view Customer broader view You Customer Seeing things differently Thinking different things
  12. 12. GeekSquad’s market
  13. 13. Business narrow view Your narrow view Customer broader view You Customer Seeing things differently Thinking different things
  14. 14. Corning Glass
  15. 15. Corning
  16. 16. Design thinking
  17. 17. What’s the problem? What’s the solution?
  18. 18. Design thinking: solving the right problem
  19. 19. Design thinking: fast and evolving solution
  20. 20. How have customers changed?
  21. 21. Gen X Born 1965-1980 50 million Influenced by fall of Berlin Wall, capitalism, Live Aid Open-minded, practical and pragmatic Self-reliant, reject the rules, what’s in it for me Career professionals, but also seek work-life “balance” Computer adopters, emailers, but like face to face Changing attitudes
  22. 22. Gen X Gen Y Born 1965-1980 50 million Born 1980-1995 75 million Influenced by fall of Berlin Wall, capitalism, Live Aid Open-minded, practical and pragmatic Self-reliant, reject the rules, what’s in it for me Career professionals, but also seek work-life “balance” Computer adopters, emailers, but like face to face Influenced by 9/11, reality TV, and social media Ethnically diverse, realistic and optimistic Self-inventive, rewrite the rules, make the most of life Seek freedom and flexibility, work “with” not for company Digital natives, big texters and social media users Changing attitudes
  23. 23. Gen X Gen Y Gen Z Born 1965-1980 50 million Born 1980-1995 75 million Born 1995-2010 100 million Influenced by fall of Berlin Wall, capitalism, Live Aid Open-minded, practical and pragmatic Self-reliant, reject the rules, what’s in it for me Career professionals, but also seek work-life “balance” Computer adopters, emailers, but like face to face Influenced by 9/11, reality TV, and social media Ethnically diverse, realistic and optimistic Self-inventive, rewrite the rules, make the most of life Seek freedom and flexibility, work “with” not for company Digital natives, big texters and social media users Influenced by economic and climate crisis, Arab spring Global minded, caring and opportunistic Collective, don’t know the rules,“in it” together Seek security and stability, multi-takers, project workers Digitally immersed, driven by mobile and crowd behaviour Changing attitudes
  24. 24. 30 elements of value
  25. 25. Functional value
  26. 26. Emotional value
  27. 27. Meaningful value
  28. 28. What do you do?
  29. 29. 2.1 Design Thinking … Finding the real problem to solve Why? Why? Why? © GeniusWorks 2017 www.theGeniusWorks.com
  30. 30. 2.2 Design Thinking … Searching for new customer insight Goal What benefits does the customer expect or desire, both rational and emotional? What are the negatives in their current experience, both rational and emotional? What is the customer trying to do – the job they want to do, or new goal to achieve? Gains Pains © GeniusWorks 2017 www.theGeniusWorks.com
  31. 31. Executive Leadership Program IE Business School, Madrid with Prof. Peter Fisk 9-11 March 2016 PROPOSITIONS CUSTOMER
  32. 32. +genius Being the customer
  33. 33. Harley Owners Group
  34. 34. GE Brilliant Machines
  35. 35. GE Brilliant Machines
  36. 36. 2.3 Customer solutions … How to solve the problem better Solution Gain creators Pain relievers How could you create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations? How could you remove the negatives, eg save time and effort, make them fee better, remove negative impacts, or fears? What are all the product and service components that enable the customer to achieve their job better? © GeniusWorks 2017 www.theGeniusWorks.com
  37. 37. 2.4 Customer proposition … Defining value to the customer Benefits Why do I need it? Difference How is it better? Value What is it worth to me? © GeniusWorks 2017 www.theGeniusWorks.com
  38. 38. Executive Leadership Program IE Business School, Madrid with Prof. Peter Fisk 9-11 March 2016 MODELS NEW BUSINESS
  39. 39. What is innovation? +genius
  40. 40. Business model Finance Networking 2. Networking enterprise’s structure/ value chain 1. Business model how the enterprise makes money Channel Delivery Brand Customer experience 10. Customer experience how you create an overall experience for customers 9. Brand how you express your offering’s benefit to customers Core process Process Enabling process 3. Enabling process assembled capabilities 4. Core process proprietary processes that add value 6. Product system extended system that surrounds an offering Product performance Offering Product system Service 7. Service how you service your customers 5. Product performance basic features, performance and functionality 8. Channel how you connect your offerings to your customers 10 types of innovation
  41. 41. Volume of innovation efforts Last 10 years Business model Finance Networking Channel Delivery Brand Customer experience Core process Process Enabling process Product performance Offering Product system Service 10 types of innovation
  42. 42. Business model Finance Networking Channel Delivery Brand Customer experience Core process Process Enabling process Product performance Offering Product system Service Cumulative value creation Last 10 years 10 types of innovation
  43. 43. +genius Think Tesla
  44. 44. +genius
  45. 45. +genius
  46. 46. +genius Think Nespresso
  47. 47. ARM Holdings
  48. 48. ARM v Intel
  49. 49. Airbnb
  50. 50. Starbucks
  51. 51. eBay
  52. 52. Uber
  53. 53. Kickstarter
  54. 54. Jawbone
  55. 55. 3D Hubs
  56. 56. Zipcar
  57. 57. 2.5 Business models … Visualising how the business works www.theGeniusWorks.com
  58. 58. Donut selling Low priced core than sell extras Ryanair SAP Affiliate selling Helping others to sell products Amazon Pinterest Auction platform Selling other products to highest bid Ebay Elance Barter goods Exchange goods, no money Pay/Tweet Barterbook Cash advance Customer pays before goods made Dell Groupon Cross selling Sell adjacent products to sell more Tchibo Shell Crowd funding Financed by fans as first consumers Pebble Brainpool Crowd sourcing Ideas from customers for reward Threadless P&G Digital Formats Turning physical into digital goods Netflix Dropbox Direct selling Brand sold direct to customer FirstDirect AussieFarm selling Customer buys more than product Harley Dav Red Bull Flat rate pricing Single fee or subscrip. for unlimited use Netflix Sandals Fractional Ownership Customers each own shares Netjets Homebuy Franchise brand Licensing format for a fee and % Spar Lufthansa Freemium payment Free basic then charge for premium Skype Spotify Guarantee avaiiable Availability becomes key promise Netjets Hilti Guarantee replace Builds trust in quality and loyalty Timberland Tumi revenue Alternative sources, eg advertising Google Metro Ingredient branding Branded part other brand proposition Goretex Intel Integrated supply Efficiency through supplychain Zara ExxonMobil Brand Curator Bringing together best brands Fab Pos.Luxury Functional specialist Adding one expert step to others PayPal Trust-e Data Leverage Reselling aggregated customer data Facebook 23andMe License brand License brand or patent IP Ed Hardy ARM Unique Format Lock-in to compatible formats HP iTunes Long tail range Offer huge range to many niches Amazon iTunes Mass Customise Make it personal for each person Dell BMW No Frills Simple and minimal spec at lower cost Southwest Accor Open Source Make IP available to everyone Android Tesla Solution Integrator Connecting all sources and partners Li & Fung Accenture Pay per use Payment metered by use or time Zipcars Azuri Tech Pay what you want Customer choose the price Radiohead Panera Shared use Customers buy same product Airbnb RelayRides Peer to Peer Customers buy from customers Craigslist Zopa Results based Price based on agreed outcomes Rolls Royce Xerox Razor and Blade Low price core, high price refills Gillette Nespresso Rent don’t buy Time based fee for period of use Xerox Regus Revenue sharing Share with others to inc custom base AA/BA App Store Reverse Innovate Sell simple products in mainstream Haier OneLaptop One for One Charge the rich to fund the poor Toms Narayana Self service Customers do more themselves IKEA McDonalds Quality assurance Certification and trusted endorsement ISO Verisign Multilevel marketing Pyramid of customer selling Tupperware Avon Subscribe to it Customer pays regular fee Time DollarShave Bottom of pyramid Tailor offer to less wealthy customers Tata Nano Walmart Trash to cash Turn waster into new products Braskom Ekocycle Dynamic pricing Prices changes by demand Priceline WallSt Bar Co-create Design Customers are co- designers of products Threadless Local Motors White label Make products for another brand Cott McBride Doing good Benefits society or environment Oxfam Ecotricity Experience Advertising 2.6 Business models … 50 archetypes to adopt and adapt © GeniusWorks 2017 www.theGeniusWorks.com
  59. 59. Xerox’s new business model
  60. 60. Executive Leadership Program IE Business School, Madrid with Prof. Peter Fisk 9-11 March 2016 DESIGN BUSINESS MODEL
  61. 61. © GeniusWorks 2015 www.theGeniusWorks.com What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What do we do together better than our competitors? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Advantages Products & Services What brand do we use? What are the key messages, and how do we engage customers? Demand Supply THE BUSINESS MODEL CANVAS
  62. 62. © GeniusWorks 2015 www.theGeniusWorks.com What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What do we do together better than our competitors? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Advantages Products & Services What brand do we use? What are the key messages, and how do we engage customers? Markets and Customer Insights Future Trends and Technologies Society and Competitors Business Strategy and Context Capital and Regulation Value chain and Resources THE BUSINESS MODEL CANVAS
  63. 63. What products and services do we bring together for our customers? Customers Communication Offerings Channels Relationships Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? What benefits do we enable our customers to achieve? Proposition Products & Services What brand do we use? What are the key messages, and how do we engage customers? © GeniusWorks 2015 www.theGeniusWorks.com + CUSTOMER ENGAGEMENT
  64. 64. What products and services do we bring together for our customers? Customers Communication Offerings Channels Relationships Revenue streams Pricing models Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? What benefits do we enable our customers to achieve? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? Proposition Products & Services What brand do we use? What are the key messages, and how do we engage customers? © GeniusWorks 2015 www.theGeniusWorks.com + PRICING AND REVENUES
  65. 65. What products and services do we bring together for our customers? Customers Communication Offerings Channels Relationships Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? What benefits do we enable our customers to achieve? Proposition Products & Services What brand do we use? What are the key messages, and how do we engage customers? © GeniusWorks 2015 www.theGeniusWorks.com + CUSTOMER ENGAGEMENT
  66. 66. What products and services do we bring together for our customers? Customers Communication Offerings Channels Relationships Revenue streams Pricing models Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? What benefits do we enable our customers to achieve? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? Proposition Products & Services What brand do we use? What are the key messages, and how do we engage customers? © GeniusWorks 2015 www.theGeniusWorks.com + PRICING AND REVENUES
  67. 67. What products and services do we bring together for our customers? Customers Communication Offerings Channels Relationships Processes Revenue streams Pricing models Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What brand do we use? What are the key messages, and how do we engage customers? © GeniusWorks 2015 www.theGeniusWorks.com What distinctive assets do we have to use in existing or new ways? Assets + INTERNAL ACTIVITIES
  68. 68. What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What brand do we use? What are the key messages, and how do we engage customers? © GeniusWorks 2015 www.theGeniusWorks.com What distinctive assets do we have to use in existing or new ways? Assets + PARTNER ACTIVITIES
  69. 69. What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What brand do we use? What are the key messages, and how do we engage customers? © GeniusWorks 2015 www.theGeniusWorks.com What distinctive assets do we have to use in existing or new ways? Assets + COSTS AND INVESTMENT
  70. 70. What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What brand do we use? What are the key messages, and how do we engage customers? © GeniusWorks 2015 www.theGeniusWorks.com GAMECHANGERS: THE BUSINESS MODEL CANVAS 1 2 3 4 6 7 What distinctive assets do we have to use in existing or new ways? Assets 5
  71. 71. What products and services do we bring together for our customers? Customers Communication Offerings Channels Relationships Revenue streams Pricing models Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? What benefits do we enable our customers to achieve? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? Proposition Products & Services What brand do we use? What are the key messages, and how do we engage customers? 2.7 Business model design … exploring the “demand” side © GeniusWorks 2017 www.theGeniusWorks.com
  72. 72. What products and services do we bring together for our customers? PartnersOfferings Processes Cost streams Investments Who are the external partners to help us create and deliver the offerings? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What distinctive assets do we have to use in existing or new ways? Assets 2.8 Business model design … exploring the “supply” side © GeniusWorks 2017 www.theGeniusWorks.com
  73. 73. Doing it Test AdaptPlay EvolveLaunch
  74. 74. What it’s not … Plan Big R&D Technical Complex Perfect Fixed
  75. 75. What it is … Learning Fun Team Joined up Experiment Living Innovation
  76. 76. Executive Leadership Program IE Business School, Madrid with Prof. Peter Fisk 9-11 March 2016 BLUEPRINT BUSINESS
  77. 77. What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What benefits do we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What brand do we use? What are the key messages, and how do we engage customers? What distinctive assets do we have to use in existing or new ways? Assets BLUEPRINT 2 … NEW BUSINESS MODEL … How will we work? © GeniusWorks 2017 www.theGeniusWorks.com
  78. 78. Time to be an exponential leader
  79. 79. Be bold Be brave Be brilliant
  80. 80. +genius
  81. 81. +genius
  82. 82. Peter Fisk helps business leaders make sense of a fast-changing world, to find the best new opportunities for growth, to embrace the best new ideas through insight and creativity, to rethink their entire vision and strategy, business model and customer experience. Being 10% better is just enough to compete in today’s world, to stand still. The real question is how to be 10 times better, to get ahead, to stand out, to be the leader who helps the business create and deliver future success. Peter works across the world, helping business leaders to develop innovative strategies for business and brands. He is a thinker, advisor and practical entrepreneur. He is Professor of Strategy, Innovation and Marketing at IE Business School, one of the world’s top ranked business schools, whilst also founder and CEO of GeniusWorks, a boutique consulting firm, helping clients across every sector to make sense of fast-changing markets, and find new ways to think, compete and win. Having trained as a nuclear physicist, Peter moved to managing brands like Concorde at British Airways, helping Microsoft to adopt a value-based marketing model, and Virgin to launch into new markets. As a highly experienced consultant he has worked in every sector and region of the world. As CEO of the world’s largest marketing organisation, the Chartered Institute of Marketing, he became a global authority on what’s best and next in business and markets. Finding his own space, he founded GeniusWorks, with offices in London and Istanbul. He works with companies big and small, food to fashion, skincare to stock exchanges, high tech to human – and brands as diverse as Aeroflot and Banyan Tree, Coca Cola and Club Med, Cooperative and Courvoisier, Davidoff and DSM, Eczacibasi and Fat Face, Fosters and GSK, Hershey’s and Mars, M&S and Nestle, Microsoft and O2, Phillips and Philosophy, Red Bull and Sabre, Santander and Skanska, Shell and Tata, Telia and Turkcell, Unilever and VB Beer, Virgin and Visa, Vodafone and Yapi Kredi – to think bigger and smarter, develop innovative strategies, bolder brands, and accelerate growth. Peter’s new book “Gamechangers: Are you ready to change the world?” explores the next generation of business and brands, shaking up markets, innovating and winning in new ways. Based on 100 global case studies, it explores the challenges of new markets, changing customers, brand building, new business models, real-time marketing, harnessing social media, inspiring leadership and positive impact. It has been nominated for Management Book of the Year 2015. His other books include “Marketing Genius” explores the left and right-brain challenges of success, and is translated into 35 languages. It was followed by five others – “Business Genius” on leadership and strategy, “Customer Genius” on building a customer-centric business, “People Planet Profit” on sustainable innovation, and “Creative Genius”, the innovation handbook for business leaders, defining what it takes to be Leonardo da Vinci in the 21st Century. Growing up in rural Northumberland, in the north of England, Peter has a love of running that has taken him from a youthful mile champion to still running every day, 35 years later. He now lives in Teddington, to the west of London, surrounded by the Royal Parks of King Henry VI and his hunting deer. He is married with two teenage daughters, who keep him real and in touch with the Snapchat, Netflix lifestyles of Gen Z. Inspired by his first job in the airline world, he loves to travel far and wide, indulge in Asian food, together with a well chilled Sauvignon Blanc. His favourite brands range from Ashmei running gear to Rapha cycle club, Paul Smith’s fashion design and House Café in Istanbul, New York’s MOMA to New Zealand’s great Moa Beer. Peter features in the Guru Radar of Thinkers50, and was described by Business Strategy Journal as “one of the best new business thinkers”. His advice is sought after by business leaders around the world, he adds specialist expertise to key projects, combining new ideas with practical action, inspiration and impact. Helping you to find your own space, to be leaders of change – to be bold, brave and brilliant. Email: peterfisk@peterfisk.com Phone: +44 7834483830 Twitter: @geniusworks Website: theGeniusWorks.com 77 Peter Fisk
  83. 83. www.theGeniusWorks.com

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