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“!The competition of the
  future is between business
  models not just products or
  solutions.”!
            6 Thesis on the Pets Industry!
                    by Dr. Patrick Stähler!
               fluidminds GmbH, Zürich!
!
“How can you dare to buy pet
 food at Aldi? !
!I buy my personal grocery at
 Aldi, but never for my dog.”!
                                               !
            Quote from a dog owner to a friend
           of mine who buys his dog food at Aldi!
Agenda!
!  The economics of the pet food industry!
!  Shift happens!
    !  Innovation in Pets Industry!
    !  More choice is not better!
!  The Internet is more than a channel!
!  Reinventing your industry. That is your job!!
!
A word of warning!
I’m not a pet industry expert.
I am an expert for the
process of re-thinking and
re-inventing business
models!
!
My childhood pets !   Dr. Patrick Stähler!
                      !  Partner @fluidminds – the
                         business innovators, Zurich!
                      !  Expert on Business Model Design
                         & Innovation!
                      !  Passion for customer experience
                         & authenticity !
                      !  Passionate mystery shopper!
                      !  Managing Director of Internet
                         Firm Experteer (90 FTEs)!
                      !  2 pets in my lifetime (Hannibal,
                         turtle and Arpat, dog )!
                      !  First website 1996, digerati ever
                         since!
Humanization in
marketing at
the extreme
Your customers !   Your consumers !
(they pay)!        (they eat and use)!
Your customers!                Your consumers!
    !  Marketing &                  !  extreme high variety
       communication                   of breeds/sizes and
       aimed at needs of               therefore of needs!
       the human being!             Offer!
    !  Humanization of pet          !  life stage products!
       food and pet                 !  therapy food for
       accessories !                   better joints food or
    !  Highly emotional!               for weight reduction!
    !  Ideologies regarding         !  special food for all
       what pets need                  breeds!
       (BARF, Vegan, no
       preservatives, etc.)!       Complex market with
                                   two different
                                   stakeholders with
                                   different needs
f
The application o
                  ing
consumer market
                   ion
was a big innovat
some years ago.

                          !  4 pet food manufacturers control
                             80% of the market*!
          Procter &       !  Originally, they are all fast-moving
          Gamble,            consumer goods companies that
          Nestlé, Mars,      have transferred their skills to the
          and Colgate-       pet food market!
          Palmolive!      !  logic consequence: humanization!




                                                           *Source: Wikipedia!
The humanization
                                                                 of pet
                                            food is the logic st
                                                                 ep.
                                            That is the core b
                                                                usiness
                                            of FMCG companie
                                                               s
The market leaders are champions!
!  to deal with big retailers like "
   Carrefour, Metro, Tesco, Aldi or Rewe!
!  to build brands like Frolic, Royal Carnin!
!  to attract customers to retailers by
   traditional advertising!

But they are still mass production firms
that have no direct contact to their end
customers or end consumers (the pets).
They know almost nothing about the individual
consumer (pet)!




                                                           *Source: Wikipedia!
Large pet food firms are !
Masters of branding &
                                1!
channel management!
not of customer experience or
production economics
but…!

Shift!
happens…!
Disruptive Innovation in the pet industry came
  from the retail side!

!  The pets industry is following other industries where category
   killers like Toys “R” US, Home Depot, Media Markt, Globetrotter
   or Ikea revolutionized their industries!
!  Fressnapf or Qualipet are disruptive innovators or category killers
   in the pets industry!
!  Due to strong retailers, trade and private label pet food is doing
   well not only at Fressnapf & Co but also at Aldi and other
   discounters!
!  Private label became brands in their own rights!
Business Model Innovation so far:!
Disruptive innovation in
                                     2!
the pet industry came
from the channels!
and more will come due to the
Internet
Getting the right balance of nutrients is not
entirely simple and depends on a seemingly
endless amount of variables such as breed,
activity level, age and medical condition.*!
!


 Why is the pet food
                       g
 industry not providin
                      ?
 this individual food




                                                *Source: http://www.k9magazine.com/life-stage-dog-food/
                                                #ixzz1ic35kWAS!
The tyranny of choice!
Consumers find too many
options troubling because of the “risk of
misperception and miscalculation, of misunderstanding the available
alternatives, of misreading one’s own tastes, of yielding to a
moment’s whim and regretting it afterwards”, combined with “the
stress of information acquisition”*!




                                                               *Source: Daniel McFadden, The Economist, The
                                                               tyranny of choice, Dec 16th, 2010!
Distri
bution
as the
bottle
 neck!
Customer Insight to build upon!
Consumer want !
                                  3!
the right choice!
not more choice!
the
Another challenge:
                      of
ecological footprint
pets
ot
Don‘t w orry! We do n
                 . We
fo llow the hype
                   s
cov  er the basic
Electrification at        We can learn from other
 the end of the 19th       general purpose
 century                   technologies like electricity!




Dr. Patrick Stähler | 21
It took 40 years between
the of diffusion of electricity
and …!




         At the beginning, steam
         engines were replaced by
         electric motors and power
         was transported by
         converter belts.




   Dr. Patrick Stähler | 22
... and new processes and business
models that were based on
electricity like the assembly line!




    It much easier to
    distribute electricity
    than mechanical
    energy
Tradition is not a business model!
The Internet will spark
                                     4!
business model
innovations "
but it will take time!
The internet is
not facebook!



The Internet is
not Twitter.!
Failed business models
                                                    due to lack of
                                                    understand what the
                         The Internet is not        Internet is all about
                         TV , just a bit better!!




The Internet is not a
newspaper, with some
interactive features!!
More failure

                             The Internet is not just
                             another distribution
                             channel, this time
                             electronic!




The Internet is not a
telephone, just with music
and video.!
New Media are!
1.  active (can act by themselves)!
2.  ubiqutious (space & time)
3.  interactiv (human can interact with and through the
      medium, but also the medium with other media)!
4.    interlinked (mashups are possible)!
5.    multimedia (text, voice, video)!
Tradition is not a business model!
The Internet has very
                                     5!
special idiosyncrasies.
Build your business
models on top of them!"
!
technology!
                               X!                       value / utility!



                                             creates!



   enables!                business model!



                     defines!
                                             The business model
business strategy!                           creates value not
                                             technology or a product
                                             itself !
To develop a business model, is   "

To Do the "
right things "
And   Not to do things right!
„What is a
  business
  model?“!
Are you
                            aware o
                                    f
                            your DN
                                    A?!

The business model is the
DNA of your business!
The business model gives
meaning to your employees
and customers!
4 key questions for a successful business:




       What                How do we            How do we       Who is on
       excites our         create value         earn money?     our team?
       customers?          for our custo-                       What value
                           mers?                                do we
                                                                pursue?


       Value Proposition   Value Architecture   Revenue Model   Culture and Values




   The core
   business
  challeng
           e
4 key questions for a successful business:




       What                How do we            How do we       Who is on
       excites our         create value         earn money?     our team?
       customers?          for our custo-                       What value
                           mers?                                do we
                                                                pursue?


       Value Proposition   Value Architecture   Revenue Model   Culture and Values




   The core
   business
  challeng
           e
4 key questions for a successful business:




       What                How do we            How do we       Who is on
       excites our         create value         earn money?     our team?
       customers?          for our custo-                       What value
                           mers?                                do we
                                                                pursue?


       Value Proposition   Value Architecture   Revenue Model   Culture and Values




   The core
   business
  challeng
           e
4 key questions for a successful business:




       What                How do we            How do we       Who is on
       excites our         create value         earn money?     our team?
       customers?          for our custo-                       What value
                           mers?                                do we
                                                                pursue?


       Value Proposition   Value Architecture   Revenue Model   Culture and Values




   The core
   business
  challeng
           e
„ What industry are
 !

  we in? Who are
  our competitors?!
                  “   !
„ In which industry
 !

  are we in?!
            “!
„That was the job
                             !
                             the customer
                             wanted to do.!“!




Dr. Patrick Stähler | 41!
Value Proposition
  Customers
  Who are our customers?
  What job do we solve for our
  customers?

  Customer Benefit
  What benefit do we create for our
  customers?
  What benefit do we create for our
  partners?
Value Architecture

O er                                 Distribution & Communication
What is our o er?                    Channels
                                     How do we reach our customers?
                                     How do we communicate with
                                     our customers?
Value Chain
What are our value creating steps?
What is our value chain?




Core Capabilities                    Partner
What are the core capabilities       Which partners do we need?
we need?
Revenue Model
 Cost Structure                    Revenue Sources
 Cost structure is defined by the   With what do we earn money?
 value architecture.
Team & Values
  Team                           Values
  Who is on our team?            What values do we pursue?
  What competencies do we have   How do we interact with each
  on the team?                   other and the customers?
Questions for successful Business Model Innovation

      Value Architecture                                                Value Proposition
  O er                                 Distribution & Communication       Customers
  What is our o er?                    Channels                           Who are our customers?
                                       How do we reach our customers?     What job do we solve for our
                                       How do we communicate with         customers?
                                       our customers?
  Value Chain                                                             Customer Benefit
  What are our value creating steps?                                      What benefit do we create for our
  What is our value chain?                                                customers?
                                                                          What benefit do we create for our
                                                                          partners?

  Core Capabilities                    Partner
  What are the core capabilities       Which partners do we need?
  we need?




Revenue Model
  Cost Structure                                                          Revenue Sources
  Cost structure is defined by the                                         With what do we earn money?
  value architecture.



Team & Values
  Team                                                                    Values
  Who is on our team?                                                     What values do we pursue?
  What competencies do we have                                            How do we interact with each other
  on the team?                                                            and the customers?
Questions for successful Business Model Innovation

      Value Architecture                                                Value Proposition
  O er                                 Distribution & Communication       Customers
  What is our o er?                    Channels                           Who are our customers?
                                       How do we reach our customers?     What job do we solve for our
                                       How do we communicate with         customers?
                                       our customers?
  Value Chain                                                             Customer Benefit
  What are our value creating steps?                                      What benefit do we create for our
  What is our value chain?                                                customers?
                                                                          What benefit do we create for our
                                                                          partners?

  Core Capabilities                    Partner
  What are the core capabilities       Which partners do we need?
  we need?




Revenue Model
  Cost Structure                                                          Revenue Sources
  Cost structure is defined by the                                         With what do we earn money?
  value architecture.



Team & Values
  Team                                                                    Values
  Who is on our team?                                                     What values do we pursue?
  What competencies do we have                                            How do we interact with each other
  on the team?                                                            and the customers?
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. “!
Innovation is all about being
different!
But if everybody is doing he
same, you have to find
something else!
Path to business model innovation
Lead, don’t follow. Break
                                    6!
rules. Create markets.
Throw away your market studies!
If you want to find a disruptive business
model innovation you just have to
follow the prescription to the right."
"
Your success is guaranteed!!
Sorry, life is not a fairy tale."
You can find sustaining innovation with
a structured process, but not disruptive
business model innovation. "
Business model innovation are all about
try and error under high uncertainty!
Your Head!
THE greatest working tool "
Creating Business model
innovations is a creative and
analytical process "
There is a reason why god gave us
two brain hemispheres !
The fluidminds Way to Business Model Innovation

           1                                                                  2                                      3
                  Understand                                                           Unlearn & mobilize                Ideate
                  Find fresh customer                                                  Unveil tacit assumptions          Generate as many ideas as
                  insights via jobs-to-be-done                                         about your industry and           possible for:
                  Describe current business                                            your business model               Value proposition
                  model                                                                Create discomfort with            (customers & benefits)
                  Understand market trends                                             current situation                 Value architecture
                  & mechanisms                                                         Secure backing of top             Revenue model
                                                                                       management for the                Values & culture
                                                                                       rethinking process and the
                                                                                       necessity for change




           4                                                                  5                                      6
                  Design                                                               Select & prototype                Build & learn
                  Decide on three to four stra-                                        Select the optimal business       Execute business model
                  tegic directions to work on                                          models                            Gather customer data &
                  Design of business models                                            Test prototype with               feedback
                  on canvas                                                            potential customers               Adapt & improve business
                  Check interdependencies                                              Build prototype                   model
                  of all components of the                                             Write business case
                  designed business model                                              Select the business model
                  Work on uniqueness of your                                           to start with
                  positioning
                  Optimize components




Created with the friendly support of Wolfsburg AG | Designed by Gottschalk+Ash Int’l
What is a good strategy?!



                                    trend!




                                                    differenti
                     focus!
                                                      ation!




                              build on strengths!
It’s about finding the right
trend to surf! !
„Business model innovation is
 about being!

!DIFFERENT!“!
NO,   REALLY            !
               DIFFERENT!
Dr. Patrick Stähler | 63!
DOING!
not learning to do,!

is the essence of
   !entrepreneurship!

                       Guy Kawasaki, The Art of the Start 2004, p. xi!
„Scary to be this nail. Where
will the hammer hit next
time?“!
More information
 http://blog.business-model-innovation.com
Dr. oec. Patrick Stähler!
fluidminds GmbH!
Seefeldstrasse 5a!
CH-8008 Zürich!
Patrick.Staehler@fluidminds.ch!
www.fluidminds.ch!
@business_inno!

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Rethinking the pets industry - a revolution in the coming

  • 1. “!The competition of the future is between business models not just products or solutions.”! 6 Thesis on the Pets Industry! by Dr. Patrick Stähler! fluidminds GmbH, Zürich! !
  • 2. “How can you dare to buy pet food at Aldi? ! !I buy my personal grocery at Aldi, but never for my dog.”! ! Quote from a dog owner to a friend of mine who buys his dog food at Aldi!
  • 3. Agenda! !  The economics of the pet food industry! !  Shift happens! !  Innovation in Pets Industry! !  More choice is not better! !  The Internet is more than a channel! !  Reinventing your industry. That is your job!! !
  • 4. A word of warning! I’m not a pet industry expert. I am an expert for the process of re-thinking and re-inventing business models! !
  • 5. My childhood pets ! Dr. Patrick Stähler! !  Partner @fluidminds – the business innovators, Zurich! !  Expert on Business Model Design & Innovation! !  Passion for customer experience & authenticity ! !  Passionate mystery shopper! !  Managing Director of Internet Firm Experteer (90 FTEs)! !  2 pets in my lifetime (Hannibal, turtle and Arpat, dog )! !  First website 1996, digerati ever since!
  • 7. Your customers ! Your consumers ! (they pay)! (they eat and use)!
  • 8. Your customers! Your consumers! !  Marketing & !  extreme high variety communication of breeds/sizes and aimed at needs of therefore of needs! the human being! Offer! !  Humanization of pet !  life stage products! food and pet !  therapy food for accessories ! better joints food or !  Highly emotional! for weight reduction! !  Ideologies regarding !  special food for all what pets need breeds! (BARF, Vegan, no preservatives, etc.)! Complex market with two different stakeholders with different needs
  • 9. f The application o ing consumer market ion was a big innovat some years ago. !  4 pet food manufacturers control 80% of the market*! Procter & !  Originally, they are all fast-moving Gamble, consumer goods companies that Nestlé, Mars, have transferred their skills to the and Colgate- pet food market! Palmolive! !  logic consequence: humanization! *Source: Wikipedia!
  • 10. The humanization of pet food is the logic st ep. That is the core b usiness of FMCG companie s The market leaders are champions! !  to deal with big retailers like " Carrefour, Metro, Tesco, Aldi or Rewe! !  to build brands like Frolic, Royal Carnin! !  to attract customers to retailers by traditional advertising! But they are still mass production firms that have no direct contact to their end customers or end consumers (the pets). They know almost nothing about the individual consumer (pet)! *Source: Wikipedia!
  • 11. Large pet food firms are ! Masters of branding & 1! channel management! not of customer experience or production economics
  • 13. Disruptive Innovation in the pet industry came from the retail side! !  The pets industry is following other industries where category killers like Toys “R” US, Home Depot, Media Markt, Globetrotter or Ikea revolutionized their industries! !  Fressnapf or Qualipet are disruptive innovators or category killers in the pets industry! !  Due to strong retailers, trade and private label pet food is doing well not only at Fressnapf & Co but also at Aldi and other discounters! !  Private label became brands in their own rights!
  • 14. Business Model Innovation so far:! Disruptive innovation in 2! the pet industry came from the channels! and more will come due to the Internet
  • 15. Getting the right balance of nutrients is not entirely simple and depends on a seemingly endless amount of variables such as breed, activity level, age and medical condition.*! ! Why is the pet food g industry not providin ? this individual food *Source: http://www.k9magazine.com/life-stage-dog-food/ #ixzz1ic35kWAS!
  • 16. The tyranny of choice! Consumers find too many options troubling because of the “risk of misperception and miscalculation, of misunderstanding the available alternatives, of misreading one’s own tastes, of yielding to a moment’s whim and regretting it afterwards”, combined with “the stress of information acquisition”*! *Source: Daniel McFadden, The Economist, The tyranny of choice, Dec 16th, 2010!
  • 18. Customer Insight to build upon! Consumer want ! 3! the right choice! not more choice!
  • 19. the Another challenge: of ecological footprint pets
  • 20. ot Don‘t w orry! We do n . We fo llow the hype s cov er the basic
  • 21. Electrification at We can learn from other the end of the 19th general purpose century technologies like electricity! Dr. Patrick Stähler | 21
  • 22. It took 40 years between the of diffusion of electricity and …! At the beginning, steam engines were replaced by electric motors and power was transported by converter belts. Dr. Patrick Stähler | 22
  • 23. ... and new processes and business models that were based on electricity like the assembly line! It much easier to distribute electricity than mechanical energy
  • 24. Tradition is not a business model! The Internet will spark 4! business model innovations " but it will take time!
  • 25. The internet is not facebook! The Internet is not Twitter.!
  • 26. Failed business models due to lack of understand what the The Internet is not Internet is all about TV , just a bit better!! The Internet is not a newspaper, with some interactive features!!
  • 27. More failure The Internet is not just another distribution channel, this time electronic! The Internet is not a telephone, just with music and video.!
  • 28. New Media are! 1.  active (can act by themselves)! 2.  ubiqutious (space & time) 3.  interactiv (human can interact with and through the medium, but also the medium with other media)! 4.  interlinked (mashups are possible)! 5.  multimedia (text, voice, video)!
  • 29. Tradition is not a business model! The Internet has very 5! special idiosyncrasies. Build your business models on top of them!" !
  • 30. technology! X! value / utility! creates! enables! business model! defines! The business model business strategy! creates value not technology or a product itself !
  • 31. To develop a business model, is " To Do the " right things " And Not to do things right!
  • 32. „What is a business model?“!
  • 33. Are you aware o f your DN A?! The business model is the DNA of your business!
  • 34. The business model gives meaning to your employees and customers!
  • 35. 4 key questions for a successful business: What How do we How do we Who is on excites our create value earn money? our team? customers? for our custo- What value mers? do we pursue? Value Proposition Value Architecture Revenue Model Culture and Values The core business challeng e
  • 36. 4 key questions for a successful business: What How do we How do we Who is on excites our create value earn money? our team? customers? for our custo- What value mers? do we pursue? Value Proposition Value Architecture Revenue Model Culture and Values The core business challeng e
  • 37. 4 key questions for a successful business: What How do we How do we Who is on excites our create value earn money? our team? customers? for our custo- What value mers? do we pursue? Value Proposition Value Architecture Revenue Model Culture and Values The core business challeng e
  • 38. 4 key questions for a successful business: What How do we How do we Who is on excites our create value earn money? our team? customers? for our custo- What value mers? do we pursue? Value Proposition Value Architecture Revenue Model Culture and Values The core business challeng e
  • 39. „ What industry are ! we in? Who are our competitors?! “ !
  • 40. „ In which industry ! are we in?! “!
  • 41. „That was the job ! the customer wanted to do.!“! Dr. Patrick Stähler | 41!
  • 42. Value Proposition Customers Who are our customers? What job do we solve for our customers? Customer Benefit What benefit do we create for our customers? What benefit do we create for our partners?
  • 43. Value Architecture O er Distribution & Communication What is our o er? Channels How do we reach our customers? How do we communicate with our customers? Value Chain What are our value creating steps? What is our value chain? Core Capabilities Partner What are the core capabilities Which partners do we need? we need?
  • 44. Revenue Model Cost Structure Revenue Sources Cost structure is defined by the With what do we earn money? value architecture.
  • 45. Team & Values Team Values Who is on our team? What values do we pursue? What competencies do we have How do we interact with each on the team? other and the customers?
  • 46. Questions for successful Business Model Innovation Value Architecture Value Proposition O er Distribution & Communication Customers What is our o er? Channels Who are our customers? How do we reach our customers? What job do we solve for our How do we communicate with customers? our customers? Value Chain Customer Benefit What are our value creating steps? What benefit do we create for our What is our value chain? customers? What benefit do we create for our partners? Core Capabilities Partner What are the core capabilities Which partners do we need? we need? Revenue Model Cost Structure Revenue Sources Cost structure is defined by the With what do we earn money? value architecture. Team & Values Team Values Who is on our team? What values do we pursue? What competencies do we have How do we interact with each other on the team? and the customers?
  • 47. Questions for successful Business Model Innovation Value Architecture Value Proposition O er Distribution & Communication Customers What is our o er? Channels Who are our customers? How do we reach our customers? What job do we solve for our How do we communicate with customers? our customers? Value Chain Customer Benefit What are our value creating steps? What benefit do we create for our What is our value chain? customers? What benefit do we create for our partners? Core Capabilities Partner What are the core capabilities Which partners do we need? we need? Revenue Model Cost Structure Revenue Sources Cost structure is defined by the With what do we earn money? value architecture. Team & Values Team Values Who is on our team? What values do we pursue? What competencies do we have How do we interact with each other on the team? and the customers?
  • 48. If you are in a market for giants...!
  • 49. .. and you play with their rules you will get nowhere…!
  • 50. „…but if you can create your own rules of engagement than you can compete even in a market for giants. “!
  • 51. Innovation is all about being different!
  • 52. But if everybody is doing he same, you have to find something else!
  • 53. Path to business model innovation Lead, don’t follow. Break 6! rules. Create markets. Throw away your market studies!
  • 54. If you want to find a disruptive business model innovation you just have to follow the prescription to the right." " Your success is guaranteed!!
  • 55. Sorry, life is not a fairy tale." You can find sustaining innovation with a structured process, but not disruptive business model innovation. " Business model innovation are all about try and error under high uncertainty!
  • 56. Your Head! THE greatest working tool "
  • 57. Creating Business model innovations is a creative and analytical process " There is a reason why god gave us two brain hemispheres !
  • 58. The fluidminds Way to Business Model Innovation 1 2 3 Understand Unlearn & mobilize Ideate Find fresh customer Unveil tacit assumptions Generate as many ideas as insights via jobs-to-be-done about your industry and possible for: Describe current business your business model Value proposition model Create discomfort with (customers & benefits) Understand market trends current situation Value architecture & mechanisms Secure backing of top Revenue model management for the Values & culture rethinking process and the necessity for change 4 5 6 Design Select & prototype Build & learn Decide on three to four stra- Select the optimal business Execute business model tegic directions to work on models Gather customer data & Design of business models Test prototype with feedback on canvas potential customers Adapt & improve business Check interdependencies Build prototype model of all components of the Write business case designed business model Select the business model Work on uniqueness of your to start with positioning Optimize components Created with the friendly support of Wolfsburg AG | Designed by Gottschalk+Ash Int’l
  • 59. What is a good strategy?! trend! differenti focus! ation! build on strengths!
  • 60. It’s about finding the right trend to surf! !
  • 61. „Business model innovation is about being! !DIFFERENT!“!
  • 62. NO, REALLY ! DIFFERENT!
  • 64. DOING! not learning to do,! is the essence of !entrepreneurship! Guy Kawasaki, The Art of the Start 2004, p. xi!
  • 65. „Scary to be this nail. Where will the hammer hit next time?“!
  • 66.
  • 67. More information http://blog.business-model-innovation.com Dr. oec. Patrick Stähler! fluidminds GmbH! Seefeldstrasse 5a! CH-8008 Zürich! Patrick.Staehler@fluidminds.ch! www.fluidminds.ch! @business_inno!