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Von der Geschäftsidee zum tragfähigen Geschäftsmodell, Entrepreneurship Summit 2010

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Presentation at the Entrepreneurship Summit 2010, Berlin by Prof. Faltin

Published in: Business, News & Politics
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Von der Geschäftsidee zum tragfähigen Geschäftsmodell, Entrepreneurship Summit 2010

  1. 1. Dr. Patrick Stähler | 1 Transistor wurde Ende der 1940er Jahre erfunden, aber….
  2. 2. Dr. Patrick Stähler | 2 Erst SONY hat 1955 ein erfolgreiches Produkt daraus entwickelt und ein profitables Geschäftsmodell darauf aufgebaut
  3. 3. Dr. Patrick Stähler | 3 Kennen Sie diesen Mann? Hans Rausing = Erfinder des Tetra Pack Systems
  4. 4. Dr. Patrick Stähler | 4 Er hätte seine Verpackungsmaschinen verkaufen können, aber…
  5. 5. Dr. Patrick Stähler | 5 Aber er verkaufte lieber verpackte Leistung Warum?
  6. 6. Dr. Patrick Stähler | 6 „Welche Innovation hat den global adressierbaren Markt für Mobiltelefonie am stärksten ausgeweitet?*“ *Nach der Erfindung der Mobiltelefonie selbst
  7. 7. Dr. Patrick Stähler | 7 Prepaid
  8. 8. Das richtige Geschäftsmodell ist entscheidend » Nicht (nur) Technologie » Nicht (nur) Produkt » Nicht (nur) Prozess
  9. 9. Technologie oder „coole“ Geschäftsidee schaffen keinen Wert an sich. Ein nachhaltiges Geschäftsmodell wird benötigt Technologie Wert schafft X Geschäftsstrategie ermöglicht definiert Geschäftsmodell
  10. 10. Ihr Geschäftsmodell zu entwickeln heisst, Die richtigen Dinge zu tun und nicht die Dinge richtig zu tun
  11. 11. Dr. Patrick Stähler | 11 „Was ist ein Geschäfts- modell?“
  12. 12. Das Geschäftsmodell ist die DNA des Unternehmens Dr. Patrick Stähler | 12
  13. 13. Das Geschäftsmodell gibt den Mitarbeitern und Kunden Sinn Dr. Patrick Stähler | 13
  14. 14. Dr. Patrick Stähler | 14 1. Welchen Nutzen stifte ich für wen? 2. Wie mache ich das? 3. Wie verdiene ich Geld?
  15. 15. Welchen Nutzen stiftet das Unternehmen für seine Kunden und andere Stakeholder Value Proposition Wie schaffe ich den Wert? Wertschöpfungsarchitektur Wie und womit verdiene ich Geld? Ertragsmodell Dr. Patrick Stähler | 15 Bestandteile eines Geschäftsmodells
  16. 16. Dr. Patrick Stähler | 16 In welcher Branche bewegen wir uns hier?“ „
  17. 17. Dr. Patrick Stähler | 17 In welcher Branche be- wegen wir uns hier? “ „
  18. 18. Dr. Patrick Stähler | 18 Und jetzt?“„
  19. 19. Dr. Patrick Stähler | 19 Das war der Job, den der Kunden lösen wollte.“ „
  20. 20. Ertragsmodell Kultur/ Werte ErtragsquellenKostenstruktur BeziehungskulturFührungsstil Werthaltung Wertschöpfungsarchitektur Distributionskanäle Kernfähigkeiten Partner Wertschöpfungskette Angebot  Wie sieht mein Angebot aus?  Wie erreicht das Angebot meine Kunden?  Was sind die wichtigsten Schritte der Wertschöpfung?  Welche Kernfähigkeiten brauche ich?  Welche Partner benötige ich? Value Proposition/ Kunden Nutzen Kunden  Welchen Nutzen stifte ich für meinen Kunden?  Welchen Nutzen stifte ich für meine Partner?  Wer ist mein Kunde?  Welchen „Job“ übernehme ich für meinen Kunden?  Die Kostenstruktur wird durch die Wertschöpfungs- architektur festgelegt.  Womit verdiene ich Geld?  Welchen Führungsstil pflege ich?  Wie gehen wir miteinander um?  Welche Werte prägen uns? Value Proposition/ Kunden Nutzen Kunden  Welchen Nutzen stifte ich für meinen Kunden?  Welchen Nutzen stifte ich für meine Partner?  Wer ist mein Kunde?  Welchen „Job“ übernehme ich für meinen Kunden? Dr. Patrick Stähler | 20
  21. 21. Wertschöpfungsarchitektur Value Proposition/ Kunden Ertragsmodell Kernfähigkeiten Partner Wertschöpfungskette Angebot Nutzen Kunden ErtragsquellenKostenstruktur Was ist mein Geschäftsmodell?  Wie sieht mein Angebot aus?  Was sind die wichtigsten Schritte der Wertschöpfung?  Welche Kernfähigkeiten brauche ich?  Welche Partner benötige ich? Aktivität 1 Aktivität 2 Aktivität 3 Aktivität 4 Kunden Aktivität 1  Welchen Nutzen stifte ich für meinen Kunden?  Welchen Nutzen stifte ich für meine Partner?  Wer ist mein Kunde?  Welchen „Job“ übernehme ich für meinen Kunden?  Die Kostenstruktur wird durch die Wertschöpfungs- architektur festgelegt.  Womit verdiene ich Geld? Dr. Patrick Stähler | 21 Distributionskanäle  Wie erreicht das Angebot meine Kunden?  Wie kommuniziere ich mit meinem Kunden
  22. 22. Wertschöpfungsarchitektur Value Proposition/ Kunden Partner Wertschöpfungskette Angebot Nutzen Kunden ErtragsquellenKostenstruktur Wie sind die Werteflüsse?  Wie sieht mein Angebot aus?  Welche Partner benötige ich? Aktivität 1 Aktivität 2 Aktivität 3 Aktivität 4 Kunden Aktivität 1  Welchen Nutzen stifte ich für meinen Kunden?  Welchen Nutzen stifte ich für meine Partner?  Wer ist mein Kunde?  Welchen „Job“ übernehme ich für meinen Kunden?  Die Kostenstruktur wird durch die Wertschöpfungs- architektur festgelegt.  Womit verdiene ich Geld? Dr. Patrick Stähler | 22 Distributionskanäle  Wie erreicht das Angebot meine Kunden? < Kernfähigkeiten  Was sind die wichtigsten Schritte der Wertschöpfung?  Welche Kernfähigkeiten brauche ich? Ertragsmodell
  23. 23. «Alle wollen mit einer Innovation in den Markt: Aber was ist Innovation?»
  24. 24. Dr. Patrick Stähler | 24 80 Geräte in Deutschland lieferbar
  25. 25. Dr. Patrick Stähler | 25 1 Gerät
  26. 26. Innovation heisst immer anders zu sein!
  27. 27. Und wenn jeder das Gleiche macht, hilft wieder nur etwas Anderes zu machen!
  28. 28. Dr. Patrick Stähler | 28 „ Und wie mache ich das jetzt?“
  29. 29. Wertschöpfungsarchitektur Value Proposition/ Kunden Ertragsmodell Distributionskanäle Kernfähigkeiten Partner Wertschöpfungskette Angebot Nutzen Kunden ErtragsquellenKostenstruktur Geschäftsmodell: Kultur/ Werte BeziehungskulturFührungsstil Werthaltung
  30. 30. Ein bewusste Änderung des Geschäftsmodells ist eine gute Strategie  Alle Komponenten eines Geschäftsmodells sind Ansatzpunkte für Innovationen  Value Innovation  Architektonische Innovation  Ertragsmodell-Innovation  Am Ende müssen alle Geschäftsmodellinnovationen Value Innovationen sein Dr. Patrick Stähler | 30 Ansatzpunkte für Geschäftsmodell- innovationen
  31. 31. Geschäftsmodellinnovationen zu finden und umzusetzen ist ein analytischer und kreativer Prozess. Es gab Gründe, warum Gott uns zwei Gehirnhälften gegeben hat. Dr. Patrick Stähler | 31
  32. 32. The fluidminds way of business model innovation Understand • Find customer insights • Describe current business model • Understand market trends Unlearn & mobilize • Unveil tacit assumptions about the industry • Create discomfort with current situation Ideate • Generate • value ideas • architectural ideas • revenue ideas Design • Design new business models • Check interdependen- cies in business model Select & Prototype • Select the best business models • Prototype & test • Write Business Case • Select new business model Build & Learn • Execute business model • Gather customer feedback & data • Adapt business model
  33. 33. Weitere Informationen 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
  34. 34. Von der Geschäftsidee zum tragfähigen Geschäftsmodell Entrepreneurship Summit 2010 Berlin, 6. November 2010 Dr. oec. Patrick Stähler Partner fluidminds GmbH

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