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What is the
   purpose of
   a business?
Dr. Patrick Stähler | 1
Businesses with a purpose
Building sustainable business models




OIKOS Conference, St. Gallen
December 2nd, 2010
Dr. oec. Patrick Stähler
Partner fluidminds GmbH
Business is seen as the
opposite of not-for-profit




     non-profit                                                     for profit




                             Source: Inspired by Alexander
                             Osterwalder’s presentation: Business
Dr. Patrick Stähler | 3      models beyond profits
Let’s look at the impact               Sustainability
& sustainability:                        & Impact
The traditional view                            +
                          old school
                          non-profit
                          do-gooders

     non-profit                                                                                for profit




                                                           old school
                                                           companies




                                                        Source: Inspired by Alexander
                                                        Osterwalder’s presentation: Business
Dr. Patrick Stähler | 4                                 models beyond profits
How Can you call aid
to Africa aid if after
50 years of “aid”, Africa
is still dependent
on aid?
                          Mathematician, Ph.D. from Cameroon
Dr. Patrick Stähler | 5
Business Models with a                 Sustainability
purpose: Profit &                        & Impact
Impact & Sustainability                         +
                          old school                         Business Models
                          non-profit                         with a purpose
                          do-gooders

     non-profit                                                                                for profit




                                                           old school
                                                           companies




                                                        Source: Inspired by Alexander
                                                        Osterwalder’s presentation: Business
Dr. Patrick Stähler | 6                                 models beyond profits
Self-help, self-responsibility
                          and self-administration
                          the basic idea of Friedrich Wilhelm Raiffeisen &
                          Hermann Schulze-Delitzsch: Founder of the
                          cooperative movement in Germany in the mid
                          1850s
                            Cooperative banks for low-priced loans and
                            advantageous investment opportunities for
                            farmers to enable farmers to purchase agricultural
                            equipment, fertilizers and livestock.
                            The members then provided each other with
                            mutual assistance.




Dr. Patrick Stähler | 7
Micro credits
Help for Self-help:
the basic idea of Muhammad Yunus
  Yunus set up the Grameen Bank in 1976 to
  give credit to the very poorest in his country,
  particularly women, in order to let them set
  up tiny businesses without collateral. The
  members then provided each other with
  mutual assistance.




Dr. Patrick Stähler | 8
«What types of
innovation are
   there?»
Technological Innovation
Process Innovation
Process Innovation
Product Innovation
Business Model
Innovation
Customer
                                           utility

                               customer
                           +     value

                                           price

                               company
                           +     profit

                                           costs




Dr. Patrick Stähler | 16
“Well, I know we are in a
                 commodity market where
                 the price is key, but I believe
                 we can sell the good for 10x
                 as much as before.”



Dr. Patrick Stähler | 17
Dr. Patrick Stähler | 18
The importance            Transistor was invented at
 of business               the end of the 1940s
 model thinking




Dr. Patrick Stähler | 19
But SONY made in 1955 a
                           successful product out of the
                           transistor and developed a
                           successful business model out
                           of it for the next 50 years.




Dr. Patrick Stähler | 20
Do you know this man?
Hans Rausing = Inventor of
the Tetra Pack Systems
Dr. Patrick Stähler | 21
He could have sold his
                           packaging machines,
                           but…
Dr. Patrick Stähler | 22
But he sold packaged
services




Dr. Patrick Stähler | 23
„Which innovation expanded
 the global addressable
 market for mobile
 communication the most?*“


   *After the invention of mobile telefony itself
Dr. Patrick Stähler | 24
Which
                           innovation made
                           this possible?




Dr. Patrick Stähler | 25
Prepaid
Dr. Patrick Stähler | 26
Business Model
innovation
» Beats   Technology
»   Beats Product
»   Beats Process
Dr. Patrick Stähler | 28
The business model creates value not technology or a product itself




        technology
                                       X                       value / utility



                                                     creates



         enables                  business model



                             defines


     business strategy
To develop a business model with a
purpose, is

To Do the right
things And not to
do things right
„What is a
   business
   model?“
Dr. Patrick Stähler | 31
The business model is the
DNA of your business




Dr. Patrick Stähler | 32
The business model gives
meaning to your
employees and customers




Dr. Patrick Stähler | 33
Mountain Rescue in the
                           Swiss Alps by volunteers
                           the basic idea behind alpinerettung
                           Schweiz
                             Volunteers from the Swiss Alpine Club and the
                             REGA (Swiss Air Rescue) are responsible for
                             rescue in the Swiss alps.
                             The operation are financed by patrons or
                             members of the clubs in exchange of free
                             services
                             Highly professional non-profit organization also
                             on the revenue side




Dr. Patrick Stähler | 34
The purpose of a
   business is to
   create customers.
                           Peter Drucker

Dr. Patrick Stähler | 35
“To refresh the world”




Dr. Patrick Stähler | 36
“To put a computer on
                 every desk and in every
                 home”




Dr. Patrick Stähler | 37
“To organize the world’s
                 information and make it
                 universally accessible”




Dr. Patrick Stähler | 38
Contribution based on
                           sales support cultural &
                           social purposes
                           the idea behind Migros Culture Percentage
                             Migros, the largest Swiss retailer, is organized as a
                             cooperative that bans alcohol and tobacco from its
                             product range
                             A share of its revenues are devoted to social or
                             cultural projects
                             Migros runs Migros Klubschule (Migros Club
                             School) with 500.000 people attending trainings
                             every year
                             Migros is runs the language school Eurocentres
                             with 13.000 students a year in 8 languages and 30
                             locations




Dr. Patrick Stähler | 39
1. What value/ benefit do
       we create for whom?
    2. How do we do it?
    3. How do we earn money?

Dr. Patrick Stähler | 40
Now, we need a common
                           language for describing a
                           business model




Dr. Patrick Stähler | 41
Components of a
business model               Value Proposition
                             What value or benfit do we create for our
                             customers and partners?




                             Value Architecture
                             How do we create the value?




                             Revenue Model
                             How and with what do we earn money?




  Dr. Patrick Stähler | 42
„ What industry
  are we in?
  Who are our
  competitors?             “
Dr. Patrick Stähler | 43
„ In which
                            industry are
                            we in? “




Dr. Patrick Stähler | 44
„That was the job
                            the customer
                            wanted to do.“




Dr. Patrick Stähler | 45
Value Proposition/ customer
Wertschöpfungsarchitektur                                      customers                                     Value Proposition/ Kunden
         Angebot                                            Distributionskanäle                                                   Kunden
   Wie sieht mein                                   WhoWie erreicht das
                                                          are our                                                          Wer ist mein
   Angebot aus?                                          Angebot meine                                                     Kunde?
                                                    customers?
                                                         Kunden?                                                           Welchen „Job“
                                                    What job do we solve                                                   übernehme ich für
                                                                                                                           meinen Kunden?
  Wertschöpfungskette                               for our customers?
   Was sind die
                                                                                               Kunden
   wichtigsten Schritte       Aktivität 1   Aktivität 2     Aktivität 3      Aktivität 4
                                                                                              Aktivität 1                         Nutzen
   der
                                                                                                                           Welchen Nutzen
   Wertschöpfung?
                                                                                                                           stifte ich für meinen
                                                          value proposition                                                Kunden?
     Kernfähigkeiten                                                      Partner
                                                                                                                           Welchen Nutzen
   Welche                                    What value do we
                                                    Welche Partner                                                         stifte ich für meine
   Kernfähigkeiten                                  benötige ich?                                                          Partner?
   brauche ich?                              create for our
                                             customers?
                                             What value do we
Ertragsmodell                     Kostenstruktur                                                                 Ertragsquellen
                                             create for our
                               Die Kostenstruktur wird                                                         Womit verdiene ich
                               durch die     partners?                                                         Geld?
                               Wertschöpfungs-
                               architektur festgelegt.
Kultur/ Werte                    Führungsstil                                              Beziehungskultur                         Werthaltung
                            Welchen Führungsstil                                           Wie gehen wir                        Welche Werte prägen
                            pflege ich?                                                    miteinander um?                      uns?
 Dr. Patrick Stähler | 46
Wertschöpfungsarchitektur
     Value architecture                                                                              Value Proposition/ Kunden
        Angebot                                     Distributionskanäle                                                         Kunden
   Wie sieht mein
                       offer                        Wie erreicht das
                                                                                         distribution architecture mein
                                                                                                             Wer ist
   Angebot aus?                                     Angebot meine                                                       Kunde?
           What is our                              Kunden?                                  How do we reachWelchen „Job“
                                                                                                             our
                                                                                                            übernehme ich für
           offering?                                                                         customers?     meinen Kunden?
  Wertschöpfungskette                                                                        How do we
   Was sind die                                                                              communicate with our
                                                                                       Kunden
   wichtigsten Schritte Aktivität 1   Aktivität 2   Aktivität 3      Aktivität 4
                                                                                             customers?
                                                                                      Aktivität 1                Nutzen
   der            value chain
                                                                                                                          Welchen Nutzen
   Wertschöpfung?
                                                                                                                          stifte ich für meinen
         What are
    Kernfähigkeiten    our value                                  Partner                                          custoKunden?
                                                      activit    activit                   activit   activit        mer Welchen Nutzen
   Welche creating steps?                           Welche Partnery 2
                                                       y1                                   y3        y4           activitstifte ich für meine
   Kernfähigkeiten is our value                     benötige ich?                                                    y Partner?
           What
   brauche ich?
           chain?
          core capabilities                                                                          partner
Ertragsmodell      Kostenstruktur                                                                              Ertragsquellen
           What are theKostenstruktur wird
                      Die core                                                               Which partners do ich
                                                                                                     Womit verdiene
           capabilities wedie
                      durch
                      Wertschöpfungs-                                                        we need?Geld?

           need?      architektur festgelegt.
Kultur/ Werte              Führungsstil                                            Beziehungskultur                                Werthaltung
                       Welchen Führungsstil                                        Wie gehen wir                              Welche Werte prägen
                       pflege ich?                                                 miteinander um?                            uns?
Wertschöpfungsarchitektur                                                           Value Proposition/ Kunden
         Angebot                             Distributionskanäle                                      Kunden
   Wie sieht mein                            Wie erreicht das                                    Wer ist mein
Revenue model
   Angebot aus?                              Angebot meine                                       Kunde?
                                             Kunden?                                             Welchen „Job“




                                                                      <
                                                                                                 übernehme ich für
                            cost structure                                          sources of   revenue
                                                                                                 meinen Kunden?
  Wertschöpfungskette
                       Cost structure is                                             With what do we
   Was sind die          Kostenstruktur
                    defined by the valueAktivität 3                                   Ertragsquellen
Ertragsmodell
   wichtigsten Schritte Aktivität 1 Aktivität 2        Aktivität 4
                                                                       Kunden
                                                                      Aktivität 1
                                                                                     earn money? Nutzen
                    architecture
   der
   Wertschöpfung?
                              Die                                       Womit Welchen Nutzen
                                                                              stifte ich für meinen
     Kernfähigkeiten
                              Kostenstrukt Partner                      verdiene
                                                                              Kunden?
                                                                              Welchen Nutzen
   Welche                     ur wird
                              Führungsstil Welche Partner               ich Geld?ich für meine
                                                         Beziehungskultur     stifte Werthaltung
   Kernfähigkeiten                         benötige ich?                      Partner?
   brauche ich?               durch die
                              Wertschöpfu
                              ngs-
                              architektur
                              festgelegt.
Kultur/ Werte
                            Welchen                                  Wie gehen                       Welche
 Dr. Patrick Stähler | 48
                            Führungss                                wir                             Werte
                            til pflege                               miteinande                      prägen
What business are we in? Our business model
Value architecture                                                                                 Value Proposition/ customer
          offer                                  distribution architecture                                             customers
   What is our                                           How do we reach our                                    Who are our
   offering?                                             customers?                                             customers?
                                                                                                                What job do we
                                                                                                                solve for our
                                                                                                                customers?
      value chain

   What are our value
   creating steps?                                                                                               value proposition
                                                                                       customer
                               activity 1   activity 2       activity 3   activity 4
   What is our value                                                                    activity
                                                                                                                What value do we
   chain?
                                                                                                                create for our
                                                                                                                customers?
    core capabilities                                         partner
                                                                                                                What value do we
   What are the core                                     Which partners do                                      create for our
   capabilities we                                       we need?                                               partners?
   need?




Revenue model                 cost structure                                                         sources of revenue
                           Cost structure is defined                                                 With what do we
                           by the value architecture                                                 earn money?



Culture/ values           leadership style                                  relationship style                               values
                        What leadership style                              How do we interact                          What values do we
                        do we have?                                        with each other and                         pursue?
                                                                           the customer?
What business are we in? Our business model
Value architecture                                                                                 Value Proposition/ customer
          offer                                  distribution architecture                                             customers
   What is our                                           How do we reach our                                    Who are our
   offering?                                             customers?                                             customers?
                                                                                                                What job do we
                                                                                                                solve for our
                                                                                                                customers?
      value chain

   What are our value
   creating steps?                                                                                               value proposition
                                                                                       customer
                               activity 1   activity 2       activity 3   activity 4
   What is our value                                                                    activity
                                                                                                                What value do we
   chain?
                                                                                                                create for our
                                                                                                                customers?
    core capabilities                                         partner
                                                                                                                What value do we
   What are the core                                     Which partners do                                      create for our
   capabilities we                                       we need?                                               partners?
   need?




Revenue model                 cost structure                                                         sources of revenue
                           Cost structure is defined                                                 With what do we
                           by the value architecture
                                                                                       <             earn money?



Culture/ values           leadership style                                  relationship style                               values
                        What leadership style                              How do we interact                          What values do we
                        do we have?                                        with each other and                         pursue?
                                                                           the customer?
«Everybody wants to be
 innovativ:
 But what is an
 innovation?»
80 devices in Germany
Dr. Patrick Stähler | 52
1 device




Dr. Patrick Stähler | 53
Innovation is all about
being different
But if everybody is doing
he same, you have to find
something else
Optimal is when different
business models exists
and all have devoted
customers
„ How do I do
                             this?“
                                  “




Dr. Patrick Stähler | 57
If you are in a market for
giants...
.. and you play with their
rules you will get
nowhere…
„…but if you can create your own
 rules of engagement than you can
 compete even in a market for
 giants. “
Business model innovation
1. Value Innovation
     (We offer a better value proposition for an
     existing or new problem)
2.   Architectural innovation
     (We reconfigure the value chain so that a better
     value proposition emerges)
3.   Revenue model innovation
     (We change the revenue mix and thereby
     creating a better value proposition)
Fight eye diseases in India
                           with mass production
                           processes for low costs
                           the basic idea behind Aravind Eye
                           Hospitals
                             The network of not-for-profit hospitals and vision
                             centers performs 300,000 eye surgeries each
                             year -- 70% for free -- using broadband
                             connections to on-call doctors in city hospitals for
                             instant diagnosis.
                             Camps in rural areas screen thousands of
                             patients weekly. "We are going from village to
                             village to provide eye care to the unreached,"
                             says Aravind's chairman, Dr. P.
                             Namperumalsamy.
                             Aravind won the 2008 Gates Award for Global
                             Health.




Dr. Patrick Stähler | 62
A deliberate change of a business model is a good strategy

Starting points of
business model
innovation
                                                    All components of a business
                                                    model are starting points for
                                                    innovation
                                                      Value Innovation

                                                      Architectural Innovation

                                                      Revenue Model Innovation
                                                    At the end, all business model
                                                    innovation must create more
                                                    value to the customers




     Dr. Patrick Stähler | 63
The fluidminds way of business model innovation

Understand                      Unlearn & mobilize                 Ideate

     • Find customer insights         • Unveil tacit assumptions            • Generate
       via jobs-to-be-done              about the industry                    • value ideas
     • Describe current               • Create discomfort with                • architectural ideas
       business model                   current situation                     • revenue ideas
     • Understand market
       trends




Design                          Select & Prototype                 Build & Learn

     • Design new business            • Select business models              • Execute business model
       models                         • Prototype & customer                • Gather customer
     • Check interdependen-             Development                           feedback & data
       cies in business model         • Write Business Case                 • Adapt business model
                                      • Select new business
                                        model
The peepoo bag. Short
                           brainstorming what
                           business models are
                           possible?
                           peepoo bag is a single-use, self-
                           sanatising toilet bags




                              Source: Idea taken from Alexander
                              Osterwalder
Dr. Patrick Stähler | 65
Dr. Patrick Stähler | 66
Dr. Patrick Stähler | 67
Business Model Innovation is an analytical
and creative process. There is a reason
why God gave us two brain spheres.
Weitere Informationen
http://blog.business-model-
http://blog.business-model-innovation.com
Dr. oec. Patrick Stähler
fluidminds GmbH
Seefeldstrasse 5a
CH-8008 Zürich
Patrick.Staehler@fluidminds.ch
www.fluidminds.ch
blog.business-model-innovation.com

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Business with a purpose: Building sustainable business models

  • 1. What is the purpose of a business? Dr. Patrick Stähler | 1
  • 2. Businesses with a purpose Building sustainable business models OIKOS Conference, St. Gallen December 2nd, 2010 Dr. oec. Patrick Stähler Partner fluidminds GmbH
  • 3. Business is seen as the opposite of not-for-profit non-profit for profit Source: Inspired by Alexander Osterwalder’s presentation: Business Dr. Patrick Stähler | 3 models beyond profits
  • 4. Let’s look at the impact Sustainability & sustainability: & Impact The traditional view + old school non-profit do-gooders non-profit for profit old school companies Source: Inspired by Alexander Osterwalder’s presentation: Business Dr. Patrick Stähler | 4 models beyond profits
  • 5. How Can you call aid to Africa aid if after 50 years of “aid”, Africa is still dependent on aid? Mathematician, Ph.D. from Cameroon Dr. Patrick Stähler | 5
  • 6. Business Models with a Sustainability purpose: Profit & & Impact Impact & Sustainability + old school Business Models non-profit with a purpose do-gooders non-profit for profit old school companies Source: Inspired by Alexander Osterwalder’s presentation: Business Dr. Patrick Stähler | 6 models beyond profits
  • 7. Self-help, self-responsibility and self-administration the basic idea of Friedrich Wilhelm Raiffeisen & Hermann Schulze-Delitzsch: Founder of the cooperative movement in Germany in the mid 1850s Cooperative banks for low-priced loans and advantageous investment opportunities for farmers to enable farmers to purchase agricultural equipment, fertilizers and livestock. The members then provided each other with mutual assistance. Dr. Patrick Stähler | 7
  • 8. Micro credits Help for Self-help: the basic idea of Muhammad Yunus Yunus set up the Grameen Bank in 1976 to give credit to the very poorest in his country, particularly women, in order to let them set up tiny businesses without collateral. The members then provided each other with mutual assistance. Dr. Patrick Stähler | 8
  • 14.
  • 16. Customer utility customer + value price company + profit costs Dr. Patrick Stähler | 16
  • 17. “Well, I know we are in a commodity market where the price is key, but I believe we can sell the good for 10x as much as before.” Dr. Patrick Stähler | 17
  • 19. The importance Transistor was invented at of business the end of the 1940s model thinking Dr. Patrick Stähler | 19
  • 20. But SONY made in 1955 a successful product out of the transistor and developed a successful business model out of it for the next 50 years. Dr. Patrick Stähler | 20
  • 21. Do you know this man? Hans Rausing = Inventor of the Tetra Pack Systems Dr. Patrick Stähler | 21
  • 22. He could have sold his packaging machines, but… Dr. Patrick Stähler | 22
  • 23. But he sold packaged services Dr. Patrick Stähler | 23
  • 24. „Which innovation expanded the global addressable market for mobile communication the most?*“ *After the invention of mobile telefony itself Dr. Patrick Stähler | 24
  • 25. Which innovation made this possible? Dr. Patrick Stähler | 25
  • 27. Business Model innovation » Beats Technology » Beats Product » Beats Process
  • 29. The business model creates value not technology or a product itself technology X value / utility creates enables business model defines business strategy
  • 30. To develop a business model with a purpose, is To Do the right things And not to do things right
  • 31. „What is a business model?“ Dr. Patrick Stähler | 31
  • 32. The business model is the DNA of your business Dr. Patrick Stähler | 32
  • 33. The business model gives meaning to your employees and customers Dr. Patrick Stähler | 33
  • 34. Mountain Rescue in the Swiss Alps by volunteers the basic idea behind alpinerettung Schweiz Volunteers from the Swiss Alpine Club and the REGA (Swiss Air Rescue) are responsible for rescue in the Swiss alps. The operation are financed by patrons or members of the clubs in exchange of free services Highly professional non-profit organization also on the revenue side Dr. Patrick Stähler | 34
  • 35. The purpose of a business is to create customers. Peter Drucker Dr. Patrick Stähler | 35
  • 36. “To refresh the world” Dr. Patrick Stähler | 36
  • 37. “To put a computer on every desk and in every home” Dr. Patrick Stähler | 37
  • 38. “To organize the world’s information and make it universally accessible” Dr. Patrick Stähler | 38
  • 39. Contribution based on sales support cultural & social purposes the idea behind Migros Culture Percentage Migros, the largest Swiss retailer, is organized as a cooperative that bans alcohol and tobacco from its product range A share of its revenues are devoted to social or cultural projects Migros runs Migros Klubschule (Migros Club School) with 500.000 people attending trainings every year Migros is runs the language school Eurocentres with 13.000 students a year in 8 languages and 30 locations Dr. Patrick Stähler | 39
  • 40. 1. What value/ benefit do we create for whom? 2. How do we do it? 3. How do we earn money? Dr. Patrick Stähler | 40
  • 41. Now, we need a common language for describing a business model Dr. Patrick Stähler | 41
  • 42. Components of a business model Value Proposition What value or benfit do we create for our customers and partners? Value Architecture How do we create the value? Revenue Model How and with what do we earn money? Dr. Patrick Stähler | 42
  • 43. „ What industry are we in? Who are our competitors? “ Dr. Patrick Stähler | 43
  • 44. „ In which industry are we in? “ Dr. Patrick Stähler | 44
  • 45. „That was the job the customer wanted to do.“ Dr. Patrick Stähler | 45
  • 46. Value Proposition/ customer Wertschöpfungsarchitektur customers Value Proposition/ Kunden Angebot Distributionskanäle Kunden Wie sieht mein WhoWie erreicht das are our Wer ist mein Angebot aus? Angebot meine Kunde? customers? Kunden? Welchen „Job“ What job do we solve übernehme ich für meinen Kunden? Wertschöpfungskette for our customers? Was sind die Kunden wichtigsten Schritte Aktivität 1 Aktivität 2 Aktivität 3 Aktivität 4 Aktivität 1 Nutzen der Welchen Nutzen Wertschöpfung? stifte ich für meinen value proposition Kunden? Kernfähigkeiten Partner Welchen Nutzen Welche What value do we Welche Partner stifte ich für meine Kernfähigkeiten benötige ich? Partner? brauche ich? create for our customers? What value do we Ertragsmodell Kostenstruktur Ertragsquellen create for our Die Kostenstruktur wird Womit verdiene ich durch die partners? Geld? Wertschöpfungs- architektur festgelegt. Kultur/ Werte Führungsstil Beziehungskultur Werthaltung Welchen Führungsstil Wie gehen wir Welche Werte prägen pflege ich? miteinander um? uns? Dr. Patrick Stähler | 46
  • 47. Wertschöpfungsarchitektur Value architecture Value Proposition/ Kunden Angebot Distributionskanäle Kunden Wie sieht mein offer Wie erreicht das distribution architecture mein Wer ist Angebot aus? Angebot meine Kunde? What is our Kunden? How do we reachWelchen „Job“ our übernehme ich für offering? customers? meinen Kunden? Wertschöpfungskette How do we Was sind die communicate with our Kunden wichtigsten Schritte Aktivität 1 Aktivität 2 Aktivität 3 Aktivität 4 customers? Aktivität 1 Nutzen der value chain Welchen Nutzen Wertschöpfung? stifte ich für meinen What are Kernfähigkeiten our value Partner custoKunden? activit activit activit activit mer Welchen Nutzen Welche creating steps? Welche Partnery 2 y1 y3 y4 activitstifte ich für meine Kernfähigkeiten is our value benötige ich? y Partner? What brauche ich? chain? core capabilities partner Ertragsmodell Kostenstruktur Ertragsquellen What are theKostenstruktur wird Die core Which partners do ich Womit verdiene capabilities wedie durch Wertschöpfungs- we need?Geld? need? architektur festgelegt. Kultur/ Werte Führungsstil Beziehungskultur Werthaltung Welchen Führungsstil Wie gehen wir Welche Werte prägen pflege ich? miteinander um? uns?
  • 48. Wertschöpfungsarchitektur Value Proposition/ Kunden Angebot Distributionskanäle Kunden Wie sieht mein Wie erreicht das Wer ist mein Revenue model Angebot aus? Angebot meine Kunde? Kunden? Welchen „Job“ < übernehme ich für cost structure sources of revenue meinen Kunden? Wertschöpfungskette Cost structure is With what do we Was sind die Kostenstruktur defined by the valueAktivität 3 Ertragsquellen Ertragsmodell wichtigsten Schritte Aktivität 1 Aktivität 2 Aktivität 4 Kunden Aktivität 1 earn money? Nutzen architecture der Wertschöpfung? Die Womit Welchen Nutzen stifte ich für meinen Kernfähigkeiten Kostenstrukt Partner verdiene Kunden? Welchen Nutzen Welche ur wird Führungsstil Welche Partner ich Geld?ich für meine Beziehungskultur stifte Werthaltung Kernfähigkeiten benötige ich? Partner? brauche ich? durch die Wertschöpfu ngs- architektur festgelegt. Kultur/ Werte Welchen Wie gehen Welche Dr. Patrick Stähler | 48 Führungss wir Werte til pflege miteinande prägen
  • 49. What business are we in? Our business model Value architecture Value Proposition/ customer offer distribution architecture customers What is our How do we reach our Who are our offering? customers? customers? What job do we solve for our customers? value chain What are our value creating steps? value proposition customer activity 1 activity 2 activity 3 activity 4 What is our value activity What value do we chain? create for our customers? core capabilities partner What value do we What are the core Which partners do create for our capabilities we we need? partners? need? Revenue model cost structure sources of revenue Cost structure is defined With what do we by the value architecture earn money? Culture/ values leadership style relationship style values What leadership style How do we interact What values do we do we have? with each other and pursue? the customer?
  • 50. What business are we in? Our business model Value architecture Value Proposition/ customer offer distribution architecture customers What is our How do we reach our Who are our offering? customers? customers? What job do we solve for our customers? value chain What are our value creating steps? value proposition customer activity 1 activity 2 activity 3 activity 4 What is our value activity What value do we chain? create for our customers? core capabilities partner What value do we What are the core Which partners do create for our capabilities we we need? partners? need? Revenue model cost structure sources of revenue Cost structure is defined With what do we by the value architecture < earn money? Culture/ values leadership style relationship style values What leadership style How do we interact What values do we do we have? with each other and pursue? the customer?
  • 51. «Everybody wants to be innovativ: But what is an innovation?»
  • 52. 80 devices in Germany Dr. Patrick Stähler | 52
  • 53. 1 device Dr. Patrick Stähler | 53
  • 54. Innovation is all about being different
  • 55. But if everybody is doing he same, you have to find something else
  • 56. Optimal is when different business models exists and all have devoted customers
  • 57. „ How do I do this?“ “ Dr. Patrick Stähler | 57
  • 58. If you are in a market for giants...
  • 59. .. and you play with their rules you will get nowhere…
  • 60. „…but if you can create your own rules of engagement than you can compete even in a market for giants. “
  • 61. Business model innovation 1. Value Innovation (We offer a better value proposition for an existing or new problem) 2. Architectural innovation (We reconfigure the value chain so that a better value proposition emerges) 3. Revenue model innovation (We change the revenue mix and thereby creating a better value proposition)
  • 62. Fight eye diseases in India with mass production processes for low costs the basic idea behind Aravind Eye Hospitals The network of not-for-profit hospitals and vision centers performs 300,000 eye surgeries each year -- 70% for free -- using broadband connections to on-call doctors in city hospitals for instant diagnosis. Camps in rural areas screen thousands of patients weekly. "We are going from village to village to provide eye care to the unreached," says Aravind's chairman, Dr. P. Namperumalsamy. Aravind won the 2008 Gates Award for Global Health. Dr. Patrick Stähler | 62
  • 63. A deliberate change of a business model is a good strategy Starting points of business model innovation All components of a business model are starting points for innovation Value Innovation Architectural Innovation Revenue Model Innovation At the end, all business model innovation must create more value to the customers Dr. Patrick Stähler | 63
  • 64. The fluidminds way of business model innovation Understand Unlearn & mobilize Ideate • Find customer insights • Unveil tacit assumptions • Generate via jobs-to-be-done about the industry • value ideas • Describe current • Create discomfort with • architectural ideas business model current situation • revenue ideas • Understand market trends Design Select & Prototype Build & Learn • Design new business • Select business models • Execute business model models • Prototype & customer • Gather customer • Check interdependen- Development feedback & data cies in business model • Write Business Case • Adapt business model • Select new business model
  • 65. The peepoo bag. Short brainstorming what business models are possible? peepoo bag is a single-use, self- sanatising toilet bags Source: Idea taken from Alexander Osterwalder Dr. Patrick Stähler | 65
  • 68. Business Model Innovation is an analytical and creative process. There is a reason why God gave us two brain spheres.
  • 69. Weitere Informationen http://blog.business-model- http://blog.business-model-innovation.com Dr. oec. Patrick Stähler fluidminds GmbH Seefeldstrasse 5a CH-8008 Zürich Patrick.Staehler@fluidminds.ch www.fluidminds.ch blog.business-model-innovation.com