Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
Slides from the CEDIM Innovation Series presentation. Includes a new business model framework, the business model as strategy cube and a design thinking oriented approach to business model innovation. @cedim
New technology, digitalization, millennials and megatrends will bring opportunities to the prepared business leader and potential for disruption in B2C markets.
Presentation provided at the Enterprise Connect WIIN workshop series titled Business Model Innovation > New Value. Questions regarding this presentation should be directed to Marcus Tarrant, Managing Director, Mission HQ at marcus.tarrant(AT)missionhq.com.au
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
Slides from the CEDIM Innovation Series presentation. Includes a new business model framework, the business model as strategy cube and a design thinking oriented approach to business model innovation. @cedim
New technology, digitalization, millennials and megatrends will bring opportunities to the prepared business leader and potential for disruption in B2C markets.
Presentation provided at the Enterprise Connect WIIN workshop series titled Business Model Innovation > New Value. Questions regarding this presentation should be directed to Marcus Tarrant, Managing Director, Mission HQ at marcus.tarrant(AT)missionhq.com.au
The Business Model Handbook provides a practical approach on how to describe, evaluate and (re)invent your business model. Use it on your own or as a discussion guide with your team. DOWNLOAD YOUR COPY AT http://www.e-junkie.com/sniukas
Relevance of the business model for startup successChristian Schultz
This presentation answers three questions: (1) What are viable definitions of the business model? (2) Is the business model relevant for start-up success? (3) What elements of the business model are very success sensitive in the start-up context? The short case study of wegreen is used to exemplify the main arguments of the presentation.
Just an overview of the business model concept, customer development, organizing for corporate business model innovation, business eco-system challenges, and a few ideas of research opportunities. I presented this during lunch at my office to introduce the more technically oriented researchers to the general topic. The presentation was, although fast paced, quite appreciated.
That is a PPT presentation used for a lesson about the Business Model Innovation.
The class was held in December 2014 as a part of the larger course "General Management" at the University of Rome Tor Vergata.
Main contents are: business modeling, business model innovation, blue ocean strategy, BMI as a set od key decision.
This is the deck from a talk we gave on New Approaches to Business Model Innovation at the Product Development Management Association (PDMA) Summer Innovation Event in Detroit Michigan.
Many organizations focus on driving innovation through new products and services. While these are productive and profitable sources of innovation, organizations that consider innovating against a broader definition of their business model -- including not only WHAT they sell, but also HOW their business operates and delivers value, will find new opportunities to drive top and bottom line growth and ensure that they stay relevant in an increasingly turbulent marketplace.
In this presentation, The Garage Group introduces practical frameworks and exercises to enable Business Model Innovation:
● The “What/How” framework, which can be used to map and plan business model innovation within any organization.
● Examples from multiple industries to inspire Innovation across unexpected elements of organizations’ business models.
● A templated exercise to capture multiple elements of your organization’s business model which could be prime for innovation.
The Garage Group is a new kind of strategy firm building entrepreneurial processes and capabilities for innovation.
Slides from a keynote at the Intrapreneurship Conference in London in 2016, outlining how established companies design new growth ventures from within.
Accelerating and Sustaining Business Model InnovationInês Almeida
In depth guide to accelerating and sustaining business model innovation in the enterprise. Includes tools, models, frameworks, and references to thought-leaders, best selling books and research on the subject.
How to use Business Model Canvas to design projectsJörgen Dahlberg
A project is a delivery format for change acceleration and gives people and organizations possibilities to focus on a specific result with a specific timeline and dedicated resources. The key to success as we believe is to actually use the same design pattern as we do when we design companies and organizations, namely the Business Model Canvas.
This session provides glimpse and overview into the tools and techniques of strategic consulting. This presentation covers the latest strategic consulting methods and tools adopted successfully by the global consulting giants like: McKinsey, PWC, BCG and others. This presentation will also map those successful strategic consulting methods and tools enterprise level software development.
Please feel free to watch the video of this presentation at https://youtu.be/1tZYE0SbakE
Capability models have a long history. They came out of business schools in the 50ies. In recent years the enterprise- and business architecture communities seem to have taken over, making capabilities more an IT rather than a business modeling concept. Most capability models we've seen fail to achieve their original purpose: to enable business people to design better enterprises - ones that are fit for purpose, efficient, adaptive to change and satisfy customers.
In this webinar, Wolfgang Goebl explains the typical flaws of capability models and design patterns for next-generation capability modeling. You will learn:
practical patterns to create capability maps that foster a seamless business & IT co-design
why most capability modeling efforts fail and how to overcome the usual problems
how to connect other elements of the architecture with capabilities - how to run a broad elicitation process with all relevant stakeholders
how to use capability maps in corporate management
The Business Model Handbook provides a practical approach on how to describe, evaluate and (re)invent your business model. Use it on your own or as a discussion guide with your team. DOWNLOAD YOUR COPY AT http://www.e-junkie.com/sniukas
Relevance of the business model for startup successChristian Schultz
This presentation answers three questions: (1) What are viable definitions of the business model? (2) Is the business model relevant for start-up success? (3) What elements of the business model are very success sensitive in the start-up context? The short case study of wegreen is used to exemplify the main arguments of the presentation.
Just an overview of the business model concept, customer development, organizing for corporate business model innovation, business eco-system challenges, and a few ideas of research opportunities. I presented this during lunch at my office to introduce the more technically oriented researchers to the general topic. The presentation was, although fast paced, quite appreciated.
That is a PPT presentation used for a lesson about the Business Model Innovation.
The class was held in December 2014 as a part of the larger course "General Management" at the University of Rome Tor Vergata.
Main contents are: business modeling, business model innovation, blue ocean strategy, BMI as a set od key decision.
This is the deck from a talk we gave on New Approaches to Business Model Innovation at the Product Development Management Association (PDMA) Summer Innovation Event in Detroit Michigan.
Many organizations focus on driving innovation through new products and services. While these are productive and profitable sources of innovation, organizations that consider innovating against a broader definition of their business model -- including not only WHAT they sell, but also HOW their business operates and delivers value, will find new opportunities to drive top and bottom line growth and ensure that they stay relevant in an increasingly turbulent marketplace.
In this presentation, The Garage Group introduces practical frameworks and exercises to enable Business Model Innovation:
● The “What/How” framework, which can be used to map and plan business model innovation within any organization.
● Examples from multiple industries to inspire Innovation across unexpected elements of organizations’ business models.
● A templated exercise to capture multiple elements of your organization’s business model which could be prime for innovation.
The Garage Group is a new kind of strategy firm building entrepreneurial processes and capabilities for innovation.
Slides from a keynote at the Intrapreneurship Conference in London in 2016, outlining how established companies design new growth ventures from within.
Accelerating and Sustaining Business Model InnovationInês Almeida
In depth guide to accelerating and sustaining business model innovation in the enterprise. Includes tools, models, frameworks, and references to thought-leaders, best selling books and research on the subject.
How to use Business Model Canvas to design projectsJörgen Dahlberg
A project is a delivery format for change acceleration and gives people and organizations possibilities to focus on a specific result with a specific timeline and dedicated resources. The key to success as we believe is to actually use the same design pattern as we do when we design companies and organizations, namely the Business Model Canvas.
This session provides glimpse and overview into the tools and techniques of strategic consulting. This presentation covers the latest strategic consulting methods and tools adopted successfully by the global consulting giants like: McKinsey, PWC, BCG and others. This presentation will also map those successful strategic consulting methods and tools enterprise level software development.
Please feel free to watch the video of this presentation at https://youtu.be/1tZYE0SbakE
Capability models have a long history. They came out of business schools in the 50ies. In recent years the enterprise- and business architecture communities seem to have taken over, making capabilities more an IT rather than a business modeling concept. Most capability models we've seen fail to achieve their original purpose: to enable business people to design better enterprises - ones that are fit for purpose, efficient, adaptive to change and satisfy customers.
In this webinar, Wolfgang Goebl explains the typical flaws of capability models and design patterns for next-generation capability modeling. You will learn:
practical patterns to create capability maps that foster a seamless business & IT co-design
why most capability modeling efforts fail and how to overcome the usual problems
how to connect other elements of the architecture with capabilities - how to run a broad elicitation process with all relevant stakeholders
how to use capability maps in corporate management
Growth by business model innovation, a lecture at Leuphana UniversityPatrick Stähler
The presentation is all about being different by having a business model that makes the firm unique in the eyes of their customers. The concept of a business model innovation is illustrated with a case on the Bosch IXO, a small wireless powertool that changed the power tool market in Europe forever. It opened up new markets of previously unserved market segments
Not your Father’s Business Model – Competitiveness in the Age of Digitalaccenture
Please visit: www.accenture.com/CompetitivenessInDigital. This is not your father’s business model. Back then, products and services enjoyed long, illustrious reign in the marketplace. Now, they appear and disappear overnight. That’s because digital is reshaping business models and driving industry convergence while market cycles are shrinking from years to months to weeks.
How can companies survive these new waters and create long-term competitive advantage?
How the Land Tenure Project’s Participatory Mapping Manual Provides Land Open...Neil Sorensen
USAID Land Tenure Project Objectives
Support broad based economic development
Improve livelihoods in rural communities
Encourage sustainable land use management
Assist resilient community development
How the National Land Use Policy Promotes Use of Publicly Accessible Land Inf...Neil Sorensen
Background on Land Governance Realities in Myanmar “Political Playground”- Legal framework is poorly harmonized and often antiquated;- Deed registration system has been poorly maintained, expensive land transactions, tenure claims often unclear (negative impact on investment);- Many land holders, particularly in remote rural areas, lack formal recognition of land tenure claims (customary tenure);- Land governance arrangements are complicated with overlapping authority;- Public access to accurate land information is difficult (negative impact on investment, negative impacts on tenure security, increases risk for all);- Limited opportunity for public participation in land resource decision making processes, including easy access to affordable dispute resolution mechanisms.
Policy: for use data, data sharing; reuse data; keep up to date of data, the quality of data
Collaboration: how to share responsibility , benefits, the cost of maintaining data, system maintenance
Technical solution: open standard, open sources, portal, metadata. etc.
Dual-Sided Business Model: Omnicom, AT&T, Indoor DirectJason Newport
A thorough POV/strategic partnership recommendation to AT&T Interactive I wrote in 2009, nearly a year after the launch of MobileBehavior. I've always been highly interested in dual-sided business models since reading case after case on the Dentsu/NTT DoCoMo/D2 JV which formed a JV called iMode. Essentially, a telecom company and an advertising agency got together and said, "hey, you do this well, we do this well... let's get together and make some money by developing and distributing mobile content." To me, anyway, that's a lesson from the east we should learn and apply as this flow economy races on and companies who were our competitors yesterday, become our partners today.
The "Mobile Advertising Innovation" document was a proposal to AT&T Interactive that paired the telecom giant's YP arm, with Omnicom's stable of creative agencies and talent to create mobile websites (WAP) for small business owners -- to supplement the advertising revenue generated from sales of Yellow Pages ads. It also added an additional hyperlocal component with the inclusion of an IP-addressable digital out of home network called Indoor Direct. I departed Omnicom shortly after the deal was done, and like many new and innovative media products and unconventional business models, I can only imagine this very promising initiative was shelved when it lost momentum it had gained through someone championing it and having the willingness to do something different and better for advertisers, media owners and agencies alike.
Challenges
Planning traditionally done based on ideal targets, less based on current facts, often due to “lack of information”.
Information often exists, but
largely underutilized (analysis capacities)
not shared/ not accessible (practices)
often heterogeneous and scattered (data management)
sectoral perspectives (planning processes)
→ Challenges of information access and integration across sectors and levels
This presentation discusses how cloud computing helps IT organizations improve business value and IT operational efficiency in the new IT business paradigm.
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
Our research with the MIT Sloan Management Review reveals that only 16% of organizations are leveraging digital technologies to develop new business models. Most organizations follow traditional approaches to innovation that focus on new products and services, rather than on business models. However, research suggests that the returns from traditional approaches have been diminishing with time. As Serguei Netessine, Professor at INSEAD Singapore says, “Pharmaceutical companies spend as much as 30% of their revenues on R&D, trying to develop new products or technologies. But the return from this enormous expenditure has been very elusive and it is a common problem across industries.” Business model reinvention can be as good a route as technology, product or service innovations. This research highlight five different approaches that organizations can adopt to reinvent their business model with digital technologies.
Game Ecosystems - Business Model Innovation in the Digital Entertainment Sect...Vili Lehdonvirta
Slides of the presentation I gave at the World Bank/infoDev Training Program on Innovation Policy for ICT @ Aalto University 7 June 2012
Thanks to KooPee Hiltunen and Neogames for the figures!
Current Status of the Myanmar Context on Open DataNeil Sorensen
Myanmar is facing critical issues related to land.
Managing land and natural resources is complex. Transparent access to good information and data is critical for decision makers and citizens
But access to key data is still very limited because of different reasons. For example, some data :
Do not exist yet
Are outdated
Are inaccessible
Are inaccurate
Are still in paper format, etc.
OneMap project helps to develop a central online database, where all data relevant to land, are accessible to users (government and citizens).
Unlike the past where technology innovation was the primary driver of startup creation, in the last ten years, it has frequently been innovation in new business models that has caused the disruption to create the opening for new companies. This presentation by David Skok of Matrix Partners looks in depth at the key business model changes that are causing disruption in the B2B space.
Business model innovation for the digital ageChanade Hemming
Here's the slide deck from a talk I gave at ProductTank in May 2016. This explores failures and successes, real world examples of companies that are trying to attack new entrants (and failing) and some useful resources to start thinking about business model/product innovation.
Open Source Framework for Deploying Data Science Models and Cloud Based Appli...ETCenter
Next generation applications address more sophisticated questions that go beyond 'What happened?' by using Machine Learning/Statistical modelling to answer 'Why?' and 'What will happen next? Data insights can be easily deployed and rapidly delivered to the decision makers via cloud based applications. This framework focuses on technologies available for the entire data workflow from ingestion and modeling to cloud deployment; Hadoop, MADlib, Python, R, CloudFoundry, etc. This presentation will also include examples of how this framework and innovative Data Science techniques have been applied across diverse business units within Media, including pricing analyses for ad optimization and predicting viewership.
Emerging Business Models for the Open Data Industry and Open Data Value Capab...Fatemeh Ahmadi
This presentation presents a comprehensive model and the relations between Innovation, Business Model, Business/Industry, Open Data and Entrepreneurship. Later slides presents Open Data Business Model (the 6-Value Model) and Open Data Capability Matrix.
Combine AI & Modern Content Services to Increase Productivity by 15%Nuxeo
Did you know that workers in banking and insurance spend almost one hour every day just looking for information they need to do their jobs? Or that UK financial firms have an average of 9 information management systems in place and that 80% report these systems aren’t fully integrated?
Not only is content inherently hard to manage, but the volume, variety, and complexity of content are growing at an unprecedented rate.
Further, many firms continue to struggle with outdated systems and a growing number of information silos.
And, all of this comes at a time when digital transformation is a critical imperative and content is becoming increasingly important for firms seeking to improve customer experiences, collaboration, increase productivity, or comply with new regulations like GDPR.
In this webinar, you will learn:
- How to break down information silos and provide a single, comprehensive view of content
- What new types of content are emerging and how leading companies are leveraging these assets for competitive advantage
- How to use AI and machine learning to enrich content and bring new automation and insight
- And, how to increase knowledge worker productivity with a modern content services platform
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Slack, a supplier of collaborative tools for teams. These tools offer a new form of mail service that is very different from that of traditional e-mail programs such as Microsoft Outlook, G-Mail, and Yahoo-Mail. Slack designed its mail service for the cloud computing environment, as opposed to the traditional in-house computing environment. Accessing documents from the cloud is easier with Slack’s service than with Microsoft Outlook as is enabling apps for Slack’s service and reading messages. Reading messages is easier because they are organized by person (like instant messaging on smart phones) as opposed to time. By measuring usage, Slack can charge by active user thus reducing the risk of trying Slack, particularly for individuals, who are the main market for Slack. These slides describe the value proposition, customers, method of value capture, scope of activities and the method of strategic control for Slack.
Strategic Use of IT: a presentation for the Aspiring Entrepreneurs Programme (AEP49) of FATE Foundation to help position Information Technology as a strategic tool with far-reaching effects which should be considered early and often in the life of any new business.
The open source as an industry is now offering the use of open-source databases where you can customize your system as per your requirements and develop it to suit your needs. But is your business ready for it? Read it here!
Everyone is talking about cloud computing and Software-as-a-Service (SaaS) these days. Almost every technology vendor has announced a cloud strategy – even the traditional software zealots. But what do cloud computing and SaaS mean for product managers? The impacts are more significant than you may think. From pricing and profitability measurement to sales and marketing, cloud is having a noteworthy influence on the day-to-day activities of product managers.
Common Service and Common Data Model by Henry McCallumKTL Solutions
These are two topics that are most interesting, but many people don’t know about them. The Common Data Service (CMS) is confusing for many, and honestly, a more technical approach that Microsoft was reluctant about publishing at first. It’s a hidden gem. The CMS allows you to securely store and manage data within a set of standard and custom entities. After your data is stored, you would then have the ability to do much more with your data such as customize entities, leverage productivity, and secure your data. It’s the middle factor between foundation, customer service, sales, purchasing, and people. Flow is Microsoft’s long promised cross platform workflow engine. Join us as Henry dives into how these two connector tools showcase Microsoft’s solutions and can help synchronize your day to day activities.
Activating Big Data: The Key To Success with Machine Learning Advanced Analyt...Vasu S
A whitepaper of Qubole that How to make all of your data available to users for a multitude of use cases, ranging from analytics to machine learning and artificial intelligence.
https://www.qubole.com/resources/white-papers/activating-big-data-the-key-to-success-with-machine-learning-advanced-analytics
To Become a Data-Driven Enterprise, Data Democratization is EssentialCognizant
To optimise enterprise knowledge, organizations need a modern platform that enables data to be more easily shared, interpreted and capitalized on by internal decision makers and by business partners across the extended value chain.
Self-service analytics @ Leaseplan Digital: from business intelligence to int...webwinkelvakdag
Our mission is to drive digital data intelligence in a 55-year old company currently undergoing digital transformation.
We do this through cloud big data architecture and intuitive business performance visualizations based on multiple data sources across customer journeys. Join this session to find out how we are enabling enterprise wide adoption of self-service analytics both internally as single source of truth of business performance and as embedded analytics solution to end customers for real-time vehicle maintenance steering through predictive models.
In this session we will share our challenges, learnings, achievements and roadmap to embed self-service analytics in LeasePlan.
Driving Customer Loyalty with Azure Machine LearningCCG
Learn how you can leverage the elastic, on-demand processing power of Microsoft Azure to create faster, more applicable analytics by viewing this informative webinar. Data Scientist and Author, Ahmed Sherif, demonstrates key analytic use cases that can be spun up quickly with minimal effort and maximum return on investment. To watch the full recording of this webinar, visit http://ccgbi.com/resources/webinars/driving-customer-loyalty-with-AML
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Similar to 14.02.2017 Business model innovation slides (20)
Explore our comprehensive data analysis project presentation on predicting product ad campaign performance. Learn how data-driven insights can optimize your marketing strategies and enhance campaign effectiveness. Perfect for professionals and students looking to understand the power of data analysis in advertising. for more details visit: https://bostoninstituteofanalytics.org/data-science-and-artificial-intelligence/
Opendatabay - Open Data Marketplace.pptxOpendatabay
Opendatabay.com unlocks the power of data for everyone. Open Data Marketplace fosters a collaborative hub for data enthusiasts to explore, share, and contribute to a vast collection of datasets.
First ever open hub for data enthusiasts to collaborate and innovate. A platform to explore, share, and contribute to a vast collection of datasets. Through robust quality control and innovative technologies like blockchain verification, opendatabay ensures the authenticity and reliability of datasets, empowering users to make data-driven decisions with confidence. Leverage cutting-edge AI technologies to enhance the data exploration, analysis, and discovery experience.
From intelligent search and recommendations to automated data productisation and quotation, Opendatabay AI-driven features streamline the data workflow. Finding the data you need shouldn't be a complex. Opendatabay simplifies the data acquisition process with an intuitive interface and robust search tools. Effortlessly explore, discover, and access the data you need, allowing you to focus on extracting valuable insights. Opendatabay breaks new ground with a dedicated, AI-generated, synthetic datasets.
Leverage these privacy-preserving datasets for training and testing AI models without compromising sensitive information. Opendatabay prioritizes transparency by providing detailed metadata, provenance information, and usage guidelines for each dataset, ensuring users have a comprehensive understanding of the data they're working with. By leveraging a powerful combination of distributed ledger technology and rigorous third-party audits Opendatabay ensures the authenticity and reliability of every dataset. Security is at the core of Opendatabay. Marketplace implements stringent security measures, including encryption, access controls, and regular vulnerability assessments, to safeguard your data and protect your privacy.
Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
Levelwise PageRank with Loop-Based Dead End Handling Strategy : SHORT REPORT ...Subhajit Sahu
Abstract — Levelwise PageRank is an alternative method of PageRank computation which decomposes the input graph into a directed acyclic block-graph of strongly connected components, and processes them in topological order, one level at a time. This enables calculation for ranks in a distributed fashion without per-iteration communication, unlike the standard method where all vertices are processed in each iteration. It however comes with a precondition of the absence of dead ends in the input graph. Here, the native non-distributed performance of Levelwise PageRank was compared against Monolithic PageRank on a CPU as well as a GPU. To ensure a fair comparison, Monolithic PageRank was also performed on a graph where vertices were split by components. Results indicate that Levelwise PageRank is about as fast as Monolithic PageRank on the CPU, but quite a bit slower on the GPU. Slowdown on the GPU is likely caused by a large submission of small workloads, and expected to be non-issue when the computation is performed on massive graphs.
4. Understand and be able to develop new
open data business models
Session aim
5. Our Session will be
interactive:
• Group
Discussions
• Open Data
business model
canvass
6. 1. The Data Spectrum 14:35 – 14:50
2. Understanding the business case for OD
3. Building an OD business model 15:50 – 16:25
Value Propositions for Open Data
Revenue Models for Open Data
14:50 – 15:15
15:15 – 15:50
Agenda
9. Open Data Definition
• can be linked
• is available in a standard, structured format
• has guaranteed availability and consistency over time
• is traceable, through any processing, right back to where it
originates
Good Open Data …
11. Discussion
Where does data currently sit in your
organization?
What are the main barriers to moving data from
closed to shared / open?
In groups, 5 minutes
12. Barriers to openness
Loss of quality
Lack of business case / business model
Lack of Resource
Loss of brand value
Loss of control
Privacy
Unwanted spillover effects
14. Step 1 – Defining the value proposition
“A value proposition is the solution to
your customer’s problem”
15.
16.
17.
18. Discussion
What is the value proposition of open
data to your organization?
In groups, 10 minutes
19. What is the value of open data?
Open data is free - value no-longer comes from data itself, but
products and services – added value developed for the market
Ease of use
Behaviour change
Improve innovation
Increase performance
Reduce client cost
Reduce your costs
Reduce risk
Increase accessibility
Build new partnerships
Improve a brand
Solidify value proposition
Benchmark your performance
20. Step 2 – Finding the right revenue model
“A revenue model is a framework
that identifies what value to offer,
how to price the value, and who
pays for the value”
22. OD Businesses Archetypes
Enablers
Facilitate the supply and/or
use of open data, but are
not themselves users or re-
users of open data
Publish their data via
an open interface and
allow others to use it
Suppliers
Aggregators
Design, build and
sell web-based,
smart phone, tablet
applications for
consumption
Developers
Collect and
aggregate open data,
and sometimes other
proprietary data
Enrichers
Use open data to
enhance existing
products and
services through
better insights.
27. OD Revenue Models
Premium Freemium Cross Subsidy
Demand-Platforms
Razors/Blades White Label
Supply Platforms
Advertising
28. Premium
Additional product or a service is offered to the end-user, characterized by high
intrinsic value in exchange for a payment per use or for a re-occurring fee.
Description
Example
Location based consultancy: through an analysis of geodata,
Geolytix helps their customers find out how many stores are optimal,
at what location those stores should be opened, what to sell in
them... Users pay to get up-to-date data
29. Freemium
Organization publishes open data in a basic form and offer advanced access to
those who are willing to pay (e.g. availability of different machine-readable
formats, unconstrained numbers of API calls, more sophisticated querying…)
Description
Example
TransportAPI offer both free tiers (open content, no downstream IP)
and paid plans for frequent access to their service. Users can pay for
high level use, and for add-ons (private cloud, data integration
service.)
30. Cross Subsidy
Using open data to deliver other benefits to an organization, e.g. by improving
reach and uptake of other products and services, or through efficiency gains
Description
Example
Syngenta publishes progress reports on their efforts to improve the
sustainability of agriculture. The benefits to Syngenta include
enhanced customer relationships, the generation of new value
propositions, and enhanced reputation.
31. Demand Platform
Provides easier access to open data (often through aggregation) which is
collected, stored and harmonized on proprietary servers. Data is then made
available by means of easy to use interfaces. Paid for by end users of open data
Description
Example
DataMarket aggregates vast amounts of energy data to help
business users with their planning and decision-making. Resources
to be searched, visualized and shared through one gateway and in
combination with other domestic and worldwide open data sources.
32. Supply Platform
Similar to demand platform (easier access) except for the fact that
suppliers of data are charged in lieu of end users, because it transforms
their data and makes it more accessible to consumers.
Description
Example
Private software company specialized in transforming structured
data into API and visualizations to make data more useful. For
instance, a railway company could convert all their timetables into an
API using OpenDataSoft.
33. Other revenue models
Razors/Blades
White Label
Advertising
Datasets stored for free on cloud computing
platforms (“razor”) while re-users are charged
only for the computing power that they employ
on-demand (“blades”). Sometimes overlaps with
Freemium.
OD brings positive return in a broad sense, driving economic
results on other business lines that represent the enterprise’s
core business. Sometimes overlaps with Cross-subsidy
Solutions are developed in a white-label manner: the outsourcer’s brand is
hidden and full visibility is given to the sole service provider/advertiser brand.
The service provider collect lump-sum payments or recurring fees
40. Exercise
Choose one organization in your group. Use
printouts of the Osterwalder Business Model
Canvas to build an open data business model for
that organization.
In groups of two or three, 25
minutes
41.
42. 1. The Data Spectrum
2. Understanding the business case for OD
3. Building an OD business model
Value Propositions for Open Data
Revenue Models for Open Data
non-profit, non-partisan
Founded 1 year ago
15 full time employees
TBL and Nigel Shadbold
SPACE TO CONVENE, help others use data
Welcome everybody
Happy Valentine’s Day – who needs lovers, husbands, what better way to spend the 14th January, than discussing data, more specifically open data importantly how to make money out of OD ! My name is Tom Hunter, I’m an innovation consultant at the ODI and I’ll be taking you through today’s session
Welcome everybody
Happy Valentine’s Day – who needs lovers, husbands, what better way to spend the 14th January, than discussing data, more specifically open data importantly how to make money out of OD ! My name is Tom Hunter, I’m an innovation consultant at the ODI and I’ll be taking you through today’s session
How do people make money from this stuff?How do we keep it financially sustainable without having to rely on grants
Today’s session is going to be interactive, with quite a few breakout discussion and exercises
Split the room into groups of five or six. The value of the session will be as much about the discussions you’ll have as a group and hear from each other, as the content you’ll hear from the ODI.
Show of hands
Understand the data spectrum and how it applies to business
Explore the different type of open data (OD) revenue models
Gather examples of successful businesses built around OD
Build an open data business model for our organization
Others
can be linked to, so that it can be easily shared and talked about
is available in a standard, structured format, so that it can be easily processed
has guaranteed availability and consistency over time, so that others can rely on it
is traceable, through any processing, right back to where it originates, so others can work out whether to trust itUnfortunately not all open data is good open data , and with businesses that we’ve spoken to, we find that concerns about formatting and timeliness can prove a barrier when it comes to integrating open data into their business model.
Data spectrum is a good way to begin We think this is a good way to begin our discussion today
The three elements of a value proposition
Under a freemium model some examples of enhancements offered to those who pay for it include:
availability of different machine-readable formats
unconstrained numbers of API calls
more sophisticated querying
access to data dumps rather than through an API (or vice versa)
provision of feeds of changes to the data
enhancement of the data with additional information
early access to data
with farmers, and the general public),
provides information about European and American hospitals including specialties, equipment, surgery statistics and inpatient data. They provide detailed data on 25,000 hospitals in 25 countries as well as precise surgery statistics and inpatient information in major European countries. They offer a range of subscription based services and consulting solutions. The information is delivered in multiple formats (graphs, charts and video).
OD does not generate any direct revenue but brings positive return in a broad sense, driving economic results on other business lines that represent the enterprise’s core business. Sometimes overlaps with Cross-subsidy