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2 Day Workshop on Business Model Design Tecnologico de Monterrey Guadalajara, Mexico, June 7-8, 2007
change is the process by which the future invades our lives -> Alvin Toffler
business people don’t just need to understand designers better; they need to  become  designers Roger Martin, Dean Rotman School   “ ”
why is each of  us  here?
your  expectations  for the next 2 days?
this workshop is an experiment!
what is design?
tell me, what is design?
the only thing that’s not designed is nature Dave Kelly, IDEO  “ ”
adaptation of means to a preconceived end dictionary.com  “ ”
transformation of existing conditions into preferred ones Herbert Simon, 1969  “ ”
 
redesign of a shopping cart
video
what is striking in the video?
characteristics of design thinking?
user-centered
creativity & exploration
interdisciplinary
holistic
fit
the designer’s toolbox
co-creation
ideation
visualization
prototyping
and business?
how can design thinking contribute to business?
what is a business model?
what’s your business model?
evolution of the concept
understandings
existing frameworks (i)
existing frameworks (ii)
VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS INFRASTRUCTURE CUSTOMER OFFER FINANCE a business model describes the value an organization offers to various customers and portrays the capabilities and partners required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and sustainable revenue streams DISTRIBUTION CHANNELS [Osterwalder (2004) The Business Model Ontology] business model framework
external forces
5 forces BUSINESS MODEL legal environment social environment competition customer needs technological change
the business model’s place in the company BUSINESS MODEL ORGANIZATION STRATEGY TECHNOLOGY
occurrences of the term “business model” in scholarly reviewed journals why this rise of the term business model?
YOU INC.
Vinod Khosla, VC
play Niklas Zennström, serial entrepreneur
VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS [Osterwalder (2004) The Business Model Ontology] design your business model
choose your market
design  YOUR  business
design frenzy process ? !
break-out session
ISSUES OFFERS ACTORS MARKET [Osterwalder (2004) The Business Model Ontology] sketch out the market
VALUE PROPOSITION CUSTOMER SEGMENTS value proposition 1 value proposition 2 … customer segment 1 customer segment 2 … CUSTOMER OFFER what value do you offer to which customer segments?  (model)
why talk about business models?
how do you  describe  a business model?
without a common language
how do you  communicate  a business model?
[object Object],[object Object],[object Object],[object Object],Strategy Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Cras in tortor. Sed posuere erat. Maecenas pulvinar nulla eu magna. Vivamus semper, risus ut egestas pulvinar, lectus ante feugiat quam, sit amet congue odio lacus ac ipsum. Aliquam suscipit, est ut volutpat vulputate, nulla felis pulvinar libero, non ornare libero ipsum tristique tortor. Fusce sed lorem vitae justo feugiat malesuada. Donec aliquet. Vivamus semper eros nec diam. Vivamus sem arcu, imperdiet nec, congue ac, scelerisque vel, nulla. Donec et mauris. Integer a nulla vulputate pede consequat euismod. Praesent molestie urna nec leo. Proin eros. Maecenas ac sem nec dui sodales tempus. Maecenas suscipit egestas velit. Suspendisse vel tortor. Proin imperdiet, sem nec aliquet ultrices, nunc est egestas eros, non hendrerit magna eros eget augue. Maecenas sed leo vitae leo faucibus vulputate. Proin dignissim eros at augue.  Nam luctus nulla non nibh. Nam at lorem ac mauris laoreet viverra. In placerat consequat nunc. Donec rhoncus nunc ac urna. Integer vestibulum condimentum orci. Fusce velit turpis, malesuada quis, scelerisque ut, eleifend vitae, ipsum. Vestibulum eu erat. Vestibulum justo nisl, tincidunt et, semper vel, tristique quis, eros. Vestibulum tempus, massa vel consectetuer congue, erat magna consequat purus, a facilisis orci nibh vitae purus. Nam tincidunt venenatis ligula. Nunc orci nulla, ornare quis, lobortis viverra, dapibus at, turpis. Suspendisse sit amet nisl at enim tincidunt blandit. Curabitur augue est, suscipit sed, egestas sit amet, vehicula vitae, tellus. Maecenas nec metus vel nisi interdum pellentesque.   Words Text Text Text 18% 300% 12% 1% through inappropriate means
Here CEOs 10° Managers 60° Here Staff 360° Ok
how do you  implement  a business model?
with outdated methods
how do you  measure  the  success  of a business model?
we don’t
how do you  change  a business model  and innovate ?
we re-invent the wheel
“ Business model innovation matters” and it is a top priority of CEOs
Operating Margin Growth in Excess of Competitive Peers  compound annual growth rate over five years [Source: IBM, CEOs are expanding the innovation horizon: important implications for CIOs]
Benefits Cited by Business Model Innovators percent of respondents [Source: IBM, Global CEO Study 2006]
the process of designing innovative business models
the focus of the business model  innovator  & designer
user-centered
VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
Nokia: Jan Chipchase
creativity & exploration
Googleplex
70:20: 10
API
VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
continuous innovation
interdisciplinary approach
Grameen Phone Bangladesh
village telephony telecom infrastructure customer relationships villager activity configuration micro-credit Grameen Bank mobile phone revenues source of revenue mobile telephony billing telecom operators Grameen Bank (billing) phone ladies phone ladies
holistic design
Apple iTunes & iPod
iPod cost structure lifestyle brand “ high-end” consumer prod. & softw. design hardware & softw. dev. hardware revenues iTunes multimedia downloads e-commerce multimedia rights mgmt iBook content producers Apple stores dealer network multimedia revenues hardware suppliers brand management hardware distribution content distribution content
strategic fit
the Amazon.com you know
Amazon Simple Storage Services (S3)
selling stuff on the Web IT infra customer relationships mass customer data services Amazon.com data grid partners selling stuff Amazon S3 Amazon.com Internet API Web2.0 companies warehousing & distribution distribution content management product selection A9 product search data storage fees product search search engine revenues e-commerce sites Internet marketing
back to  YOU INC.
the customer interface
it better be integrated…
VALUE PROPOSITION COMMUNICATION  & DISTRIBUTION CHANNELS value proposition 1 value proposition 2 … channel 1 channel 2 … OFFER how do you reach your customers?  (model) CUSTOMER SEGMENTS customer segment 1 customer segment 2 … CUSTOMER
AWARENESS EVALUATION designing channels PURCHASE AFTER SALES TRANSFER COMMUNICATION & DISTRIBUTION CHANNEL
VALUE PROPOSITION CUSTOMER RELATIONSHIP value proposition 1 value proposition 2 … mechanism 1 mechanism 2 … OFFER CUSTOMER SEGMENTS CUSTOMER how do you build relationships with your customers?  (model) customer segment 1 customer segment 2 …
END DAY 1 good work!
DAY 2
summary of yesterday ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
hard work continues
1. identify interdisciplinary stakeholders -> set-up team
do you have to get the IT team out of their cubicles?
2. understand (business) environment –> frame problem
VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS [Osterwalder (2004) The Business Model Ontology] various starting points / depending on context
3. suspend reality -> ideate
4. bring back reality  -> prototype
Netflix (niche) movies over the Internet COST STRUCTURE profile specialized clientele ACTIVITY CONFIGURATION large movie database independent films REVENUE STREAMS Web online movie rental (with large niche movie database)
5. chose suitable design -> decide
6. sketch out projects & workload  -> draw implementation plan
… 38 man/days Project C1 Distribution Channels 120 man/days Project V2 10 man/days Project V1 Value Proposition Estimated workload  Project name Area
7. outline key indicators to follow -> choose measures
… 38 man/days Project C1 Distribution Channels 120 man/days Project V2 10 man/days Project V1 Value Proposition Target level KPI (measure) Estimated workload  Project name Area
8. select the right teams and people -> make responsible
… 38 man/days Project C1 Distribution Channels Ms. Tee 120 man/days Project V2 Mr. Jan 10 man/days Project V1 Value Proposition leader Target level KPI (measure) Estimated workload  Project name Area
9. execute the plan -> manage implementation & change
10. evaluate, learn and redesign -> manage improvement
break-out session
VALUE PROPOSITION REVENUE STREAMS value proposition 1 value proposition 2 … revenue stream 1 revenue stream 2 … OFFER CUSTOMER SEGMENTS FINANCE how do you earn your money with this business model?  (model) customer segment 1 customer segment 2 …
business model examples
Goldcorp mining low costs through open exploration CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS exploiting mines “ geology prize” 500’000 $US REVENUE STREAMS DISTRIBUTION CHANNELS Goldcorp publicly shared all of its geological data and offered US$ 500’000 in prizes for determining where they might find the next 6 million ounces of gold research
 
from copyright to creative commons
Skype free VoIP & value added services software development website global (non segmented) deliver voice & video quality “ eBay” large scale low margin internet software development free voice-over-IP VoIP telephony & value-added services
1291 Cityhomes low cost accommodation New York low cost CUSTOMER RELATIONSHIPS the cost sensible renting out rooms keep down costs apartment owners rents DISTRIBUTION CHANNELS find demand young curious Swiss low-cost hotel/rental in New York City
Tecnovate low-cost multi-lingual call center outsourcing low cost CUSTOMER RELATIONSHIPS European corporations ACTIVITY CONFIGURATION keep down costs “ import” young curious Europeans to India to work REVENUE STREAMS DISTRIBUTION CHANNELS business process outsourcing “up-side down” in India
from bloated head to the long tail
VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIP TARGET CUSTOMER DISTRIBUTION CHANNEL VALUE CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS FREE  advertising supported mobile telephony mobile network operator that “rents out” capacity to Blyk subscribers fill out profile on the Internet marketing to mobile users with an interesting advertising profile regular ad messages via mobile phone marketing paying mobile phone minutes the young and the hip increasing the number of mobile phone users with the right profile to increase the value for advertisers INFRASTRUCTURE CUSTOMER OFFER FINANCE access to a pool of targeted young advertising public advertising fees finding and contracting advertisers advertisers sales force
blue oceans
designing blue oceans
>  market boundaries are not given >  they are reconstructed by the actions & beliefs of industry players
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],RED OCEAN BLUE OCEAN
differentiate your value proposition
[object Object],[object Object],working definition value proposition
what are the 5 most important competitive attributes that characterize a game console’s offer?  (e.g. price, performance, design) attribute 2 e.g. price attribute 1 e.g. performance group warm-up
1 2 3 4 - - ,[object Object],[object Object],[object Object],[object Object],5 attributes
[object Object],[object Object],[object Object],[object Object],[object Object]
 
attribute 1 attribute 2 attribute 3 attribute 5 1 - low 5 - high 3 - medium bank’s performance [Kim & Mauborgne (2002) Charting Your Company's Future] draw a value proposition attribute 4
live Excel
 
eliminate raise reduce create
 
 
YOU INC.
VALUE CONFIGURATION VALUE PROPOSITION activity/resource 1 activity/resource 2 … value prop 1 value prop 2 … INFRA CHANNELS channel 1 channel 2 … which activities and resources do I need for these capabilities?  (model) CUSTOMER SEGMENTS segment 1 segment 2 … CUSTOMER RELATION relation 1 relation 2 … REVENUE STREAM revenue 1 revenue 2 … CORE CAPABILITIES capability 1 capability 2 …
VALUE CONFIGURATION VALUE PROPOSITION activity/resource 1 activity/resource 2 … value prop 1 value prop 2 … INFRA CHANNELS channel 1 channel 2 … what do I do myself, what do I do with partners?  (model) CUSTOMER SEGMENTS segment 1 segment 2 … CUSTOMER RELATION relation 1 relation 2 … REVENUE STREAM revenue 1 revenue 2 … PARTNER NETWORK partner 1 partner 2 …
VALUE CONFIGURATION activity/resource 1 activity/resource 2 … INFRA what’s the cost?  (model) PARTNER NETWORK partner 1 partner 2 … CORE CAPABILITIES capability 1 capability 2 … COST STRUCTURE cost account 1 cost account 2 … FINANCE
value, difficulties, hurdles of using such a concept
business models in the classroom
judgment time
post-it vote: the best business model?
 
all photos from Flickr under a creative commons license authors indicated in comment page of ppt
When you stop learning, you stop competing. We scan the knowledge universe for you, across disciplines and industries. We transfer the best methods, tools and theory in business to your organization.  we build knowledge Change does not happen accidentally it has to be managed. We help you align strategy, people and processes with respect to your organizational culture and values. we manage change Specific problems require specific skills that you do not necessarily dispose of in-house. Through our interdisciplinary network we connect you with  leading domain experts. we connect Having a great vision is not sufficient - implementation counts. We help you reconcile long term views with short term actions. We make strategy everyone's job by translating it into pragmatic and prioritized projects. we operationalize Nobody knows your business environment better than yourself. We co-design your strategic vision by building on your knowledge. Through group thinking we find the right answers to the right questions together we co-create
annex other
 

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2 Day Workshop on Business Model Design

  • 1. 2 Day Workshop on Business Model Design Tecnologico de Monterrey Guadalajara, Mexico, June 7-8, 2007
  • 2. change is the process by which the future invades our lives -> Alvin Toffler
  • 3. business people don’t just need to understand designers better; they need to become designers Roger Martin, Dean Rotman School “ ”
  • 4. why is each of us here?
  • 5. your expectations for the next 2 days?
  • 6. this workshop is an experiment!
  • 8. tell me, what is design?
  • 9. the only thing that’s not designed is nature Dave Kelly, IDEO “ ”
  • 10. adaptation of means to a preconceived end dictionary.com “ ”
  • 11. transformation of existing conditions into preferred ones Herbert Simon, 1969 “ ”
  • 12.  
  • 13. redesign of a shopping cart
  • 14. video
  • 15. what is striking in the video?
  • 21. fit
  • 28. how can design thinking contribute to business?
  • 29. what is a business model?
  • 31. evolution of the concept
  • 35. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS INFRASTRUCTURE CUSTOMER OFFER FINANCE a business model describes the value an organization offers to various customers and portrays the capabilities and partners required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and sustainable revenue streams DISTRIBUTION CHANNELS [Osterwalder (2004) The Business Model Ontology] business model framework
  • 37. 5 forces BUSINESS MODEL legal environment social environment competition customer needs technological change
  • 38. the business model’s place in the company BUSINESS MODEL ORGANIZATION STRATEGY TECHNOLOGY
  • 39. occurrences of the term “business model” in scholarly reviewed journals why this rise of the term business model?
  • 42. play Niklas Zennström, serial entrepreneur
  • 43. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS [Osterwalder (2004) The Business Model Ontology] design your business model
  • 45. design YOUR business
  • 48. ISSUES OFFERS ACTORS MARKET [Osterwalder (2004) The Business Model Ontology] sketch out the market
  • 49. VALUE PROPOSITION CUSTOMER SEGMENTS value proposition 1 value proposition 2 … customer segment 1 customer segment 2 … CUSTOMER OFFER what value do you offer to which customer segments? (model)
  • 50. why talk about business models?
  • 51. how do you describe a business model?
  • 52. without a common language
  • 53. how do you communicate a business model?
  • 54.
  • 55. Here CEOs 10° Managers 60° Here Staff 360° Ok
  • 56. how do you implement a business model?
  • 58. how do you measure the success of a business model?
  • 60. how do you change a business model and innovate ?
  • 62. “ Business model innovation matters” and it is a top priority of CEOs
  • 63. Operating Margin Growth in Excess of Competitive Peers compound annual growth rate over five years [Source: IBM, CEOs are expanding the innovation horizon: important implications for CIOs]
  • 64. Benefits Cited by Business Model Innovators percent of respondents [Source: IBM, Global CEO Study 2006]
  • 65. the process of designing innovative business models
  • 66. the focus of the business model innovator & designer
  • 68. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
  • 73. API
  • 74. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
  • 78. village telephony telecom infrastructure customer relationships villager activity configuration micro-credit Grameen Bank mobile phone revenues source of revenue mobile telephony billing telecom operators Grameen Bank (billing) phone ladies phone ladies
  • 81. iPod cost structure lifestyle brand “ high-end” consumer prod. & softw. design hardware & softw. dev. hardware revenues iTunes multimedia downloads e-commerce multimedia rights mgmt iBook content producers Apple stores dealer network multimedia revenues hardware suppliers brand management hardware distribution content distribution content
  • 84. Amazon Simple Storage Services (S3)
  • 85. selling stuff on the Web IT infra customer relationships mass customer data services Amazon.com data grid partners selling stuff Amazon S3 Amazon.com Internet API Web2.0 companies warehousing & distribution distribution content management product selection A9 product search data storage fees product search search engine revenues e-commerce sites Internet marketing
  • 86. back to YOU INC.
  • 88. it better be integrated…
  • 89. VALUE PROPOSITION COMMUNICATION & DISTRIBUTION CHANNELS value proposition 1 value proposition 2 … channel 1 channel 2 … OFFER how do you reach your customers? (model) CUSTOMER SEGMENTS customer segment 1 customer segment 2 … CUSTOMER
  • 90. AWARENESS EVALUATION designing channels PURCHASE AFTER SALES TRANSFER COMMUNICATION & DISTRIBUTION CHANNEL
  • 91. VALUE PROPOSITION CUSTOMER RELATIONSHIP value proposition 1 value proposition 2 … mechanism 1 mechanism 2 … OFFER CUSTOMER SEGMENTS CUSTOMER how do you build relationships with your customers? (model) customer segment 1 customer segment 2 …
  • 92. END DAY 1 good work!
  • 93. DAY 2
  • 94.
  • 96. 1. identify interdisciplinary stakeholders -> set-up team
  • 97. do you have to get the IT team out of their cubicles?
  • 98. 2. understand (business) environment –> frame problem
  • 99. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS [Osterwalder (2004) The Business Model Ontology] various starting points / depending on context
  • 100. 3. suspend reality -> ideate
  • 101. 4. bring back reality -> prototype
  • 102. Netflix (niche) movies over the Internet COST STRUCTURE profile specialized clientele ACTIVITY CONFIGURATION large movie database independent films REVENUE STREAMS Web online movie rental (with large niche movie database)
  • 103. 5. chose suitable design -> decide
  • 104. 6. sketch out projects & workload -> draw implementation plan
  • 105. … 38 man/days Project C1 Distribution Channels 120 man/days Project V2 10 man/days Project V1 Value Proposition Estimated workload Project name Area
  • 106. 7. outline key indicators to follow -> choose measures
  • 107. … 38 man/days Project C1 Distribution Channels 120 man/days Project V2 10 man/days Project V1 Value Proposition Target level KPI (measure) Estimated workload Project name Area
  • 108. 8. select the right teams and people -> make responsible
  • 109. … 38 man/days Project C1 Distribution Channels Ms. Tee 120 man/days Project V2 Mr. Jan 10 man/days Project V1 Value Proposition leader Target level KPI (measure) Estimated workload Project name Area
  • 110. 9. execute the plan -> manage implementation & change
  • 111. 10. evaluate, learn and redesign -> manage improvement
  • 113. VALUE PROPOSITION REVENUE STREAMS value proposition 1 value proposition 2 … revenue stream 1 revenue stream 2 … OFFER CUSTOMER SEGMENTS FINANCE how do you earn your money with this business model? (model) customer segment 1 customer segment 2 …
  • 115. Goldcorp mining low costs through open exploration CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS exploiting mines “ geology prize” 500’000 $US REVENUE STREAMS DISTRIBUTION CHANNELS Goldcorp publicly shared all of its geological data and offered US$ 500’000 in prizes for determining where they might find the next 6 million ounces of gold research
  • 116.  
  • 117. from copyright to creative commons
  • 118. Skype free VoIP & value added services software development website global (non segmented) deliver voice & video quality “ eBay” large scale low margin internet software development free voice-over-IP VoIP telephony & value-added services
  • 119. 1291 Cityhomes low cost accommodation New York low cost CUSTOMER RELATIONSHIPS the cost sensible renting out rooms keep down costs apartment owners rents DISTRIBUTION CHANNELS find demand young curious Swiss low-cost hotel/rental in New York City
  • 120. Tecnovate low-cost multi-lingual call center outsourcing low cost CUSTOMER RELATIONSHIPS European corporations ACTIVITY CONFIGURATION keep down costs “ import” young curious Europeans to India to work REVENUE STREAMS DISTRIBUTION CHANNELS business process outsourcing “up-side down” in India
  • 121. from bloated head to the long tail
  • 122. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIP TARGET CUSTOMER DISTRIBUTION CHANNEL VALUE CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS FREE advertising supported mobile telephony mobile network operator that “rents out” capacity to Blyk subscribers fill out profile on the Internet marketing to mobile users with an interesting advertising profile regular ad messages via mobile phone marketing paying mobile phone minutes the young and the hip increasing the number of mobile phone users with the right profile to increase the value for advertisers INFRASTRUCTURE CUSTOMER OFFER FINANCE access to a pool of targeted young advertising public advertising fees finding and contracting advertisers advertisers sales force
  • 125. > market boundaries are not given > they are reconstructed by the actions & beliefs of industry players
  • 126.
  • 127. differentiate your value proposition
  • 128.
  • 129. what are the 5 most important competitive attributes that characterize a game console’s offer? (e.g. price, performance, design) attribute 2 e.g. price attribute 1 e.g. performance group warm-up
  • 130.
  • 131.
  • 132.  
  • 133. attribute 1 attribute 2 attribute 3 attribute 5 1 - low 5 - high 3 - medium bank’s performance [Kim & Mauborgne (2002) Charting Your Company's Future] draw a value proposition attribute 4
  • 135.  
  • 137.  
  • 138.  
  • 140. VALUE CONFIGURATION VALUE PROPOSITION activity/resource 1 activity/resource 2 … value prop 1 value prop 2 … INFRA CHANNELS channel 1 channel 2 … which activities and resources do I need for these capabilities? (model) CUSTOMER SEGMENTS segment 1 segment 2 … CUSTOMER RELATION relation 1 relation 2 … REVENUE STREAM revenue 1 revenue 2 … CORE CAPABILITIES capability 1 capability 2 …
  • 141. VALUE CONFIGURATION VALUE PROPOSITION activity/resource 1 activity/resource 2 … value prop 1 value prop 2 … INFRA CHANNELS channel 1 channel 2 … what do I do myself, what do I do with partners? (model) CUSTOMER SEGMENTS segment 1 segment 2 … CUSTOMER RELATION relation 1 relation 2 … REVENUE STREAM revenue 1 revenue 2 … PARTNER NETWORK partner 1 partner 2 …
  • 142. VALUE CONFIGURATION activity/resource 1 activity/resource 2 … INFRA what’s the cost? (model) PARTNER NETWORK partner 1 partner 2 … CORE CAPABILITIES capability 1 capability 2 … COST STRUCTURE cost account 1 cost account 2 … FINANCE
  • 143. value, difficulties, hurdles of using such a concept
  • 144. business models in the classroom
  • 146. post-it vote: the best business model?
  • 147.  
  • 148. all photos from Flickr under a creative commons license authors indicated in comment page of ppt
  • 149. When you stop learning, you stop competing. We scan the knowledge universe for you, across disciplines and industries. We transfer the best methods, tools and theory in business to your organization. we build knowledge Change does not happen accidentally it has to be managed. We help you align strategy, people and processes with respect to your organizational culture and values. we manage change Specific problems require specific skills that you do not necessarily dispose of in-house. Through our interdisciplinary network we connect you with leading domain experts. we connect Having a great vision is not sufficient - implementation counts. We help you reconcile long term views with short term actions. We make strategy everyone's job by translating it into pragmatic and prioritized projects. we operationalize Nobody knows your business environment better than yourself. We co-design your strategic vision by building on your knowledge. Through group thinking we find the right answers to the right questions together we co-create
  • 151.