The document discusses business model innovation and the importance of solving the right problem. It notes that most companies do not rigorously define the problems they are trying to solve through innovation initiatives. It then provides examples of how Nespresso changed the business model for coffee by targeting households and developing a system around espresso machines and capsules. This allowed Nespresso to achieve 35% annual growth over 7 years and become the fastest growing business in Nestle, capturing a 26.6% global share of espresso machine sales.
Here the slides for the talk I am giving at an event organized by Enterprise Ireland. I am quite honored to speak together with Prof Henry Chesbrough, author of Open Business Models... He is opening the conference with his talk, while I am concluding.
The document discusses the business model canvas, which is a tool for visually mapping out the key components of a business model. It contains 9 blocks that describe the value propositions, infrastructure, customers, finances, and other important elements of how a company operates. The business model canvas helps companies design, discuss, and improve their business model in a structured way.
This document provides an overview of business model design. It discusses three key steps in business model design: visualizing the business model canvas, assessing strengths and weaknesses, and improving opportunities. The business model canvas is used to map out the key partners, activities, offers, customer relationships, customer segments, resources, channels, cost structure, and revenue streams. Business model patterns and examples like the long tail and two-sided markets are also examined. The document emphasizes adopting a design mindset to iteratively improve business models.
The document discusses queuing systems and waiting line management. It covers characteristics of waiting lines including customer populations, service patterns, queuing system components, and line structures. Examples of different queuing models are provided along with notation. Suggestions are given for managing queues, such as determining acceptable wait times and informing customers. The document aims to help readers understand queuing systems and reduce customer wait times.
This document discusses business model innovation and design thinking. It introduces the Business Model Canvas, a tool used to systematically describe, challenge, design and invent business models. The canvas breaks down a business model into nine building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partners, and cost structure. It argues that business leaders need to adopt a design mindset and use tools like the canvas to experiment with new business model ideas through building model prototypes. Successful business models often involve taking risks to experiment rather than trying to prove ideas in advance. The document advocates an ongoing process of research, business model design, and implementing business model prototypes to drive innovation.
Revenue management principles and practices in 2013 focused on optimizing profits through price and duration controls. Six necessary conditions for effective revenue management include relatively fixed capacity, appropriate price structures, perishable inventory, segmentable markets, and time variable demand. The two strategic levers are price and duration. Revenue practices examine metrics like RevPAR and GOPPAR to measure performance. Strategic pricing, menu engineering, website optimization, and collaboration can help businesses increase conversion and revenues.
1. SunEdison's business model involved installing solar panels on large commercial rooftops like shopping centers.
2. Key partners included panel manufacturers. Key activities were panel installation. The value proposition was long-term solar solutions.
3. Revenue streams included purchasing fees from customers over long-term relationships. This model leveraged large commercial rooftops and was scalable.
We specialise in experiential marketing and advertising. We serve your brand!
Our agency team believes in interactivity and entertaining engagement of customers with brands. Our work is powerful, relevant, memorable and actionable.
Here the slides for the talk I am giving at an event organized by Enterprise Ireland. I am quite honored to speak together with Prof Henry Chesbrough, author of Open Business Models... He is opening the conference with his talk, while I am concluding.
The document discusses the business model canvas, which is a tool for visually mapping out the key components of a business model. It contains 9 blocks that describe the value propositions, infrastructure, customers, finances, and other important elements of how a company operates. The business model canvas helps companies design, discuss, and improve their business model in a structured way.
This document provides an overview of business model design. It discusses three key steps in business model design: visualizing the business model canvas, assessing strengths and weaknesses, and improving opportunities. The business model canvas is used to map out the key partners, activities, offers, customer relationships, customer segments, resources, channels, cost structure, and revenue streams. Business model patterns and examples like the long tail and two-sided markets are also examined. The document emphasizes adopting a design mindset to iteratively improve business models.
The document discusses queuing systems and waiting line management. It covers characteristics of waiting lines including customer populations, service patterns, queuing system components, and line structures. Examples of different queuing models are provided along with notation. Suggestions are given for managing queues, such as determining acceptable wait times and informing customers. The document aims to help readers understand queuing systems and reduce customer wait times.
This document discusses business model innovation and design thinking. It introduces the Business Model Canvas, a tool used to systematically describe, challenge, design and invent business models. The canvas breaks down a business model into nine building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partners, and cost structure. It argues that business leaders need to adopt a design mindset and use tools like the canvas to experiment with new business model ideas through building model prototypes. Successful business models often involve taking risks to experiment rather than trying to prove ideas in advance. The document advocates an ongoing process of research, business model design, and implementing business model prototypes to drive innovation.
Revenue management principles and practices in 2013 focused on optimizing profits through price and duration controls. Six necessary conditions for effective revenue management include relatively fixed capacity, appropriate price structures, perishable inventory, segmentable markets, and time variable demand. The two strategic levers are price and duration. Revenue practices examine metrics like RevPAR and GOPPAR to measure performance. Strategic pricing, menu engineering, website optimization, and collaboration can help businesses increase conversion and revenues.
1. SunEdison's business model involved installing solar panels on large commercial rooftops like shopping centers.
2. Key partners included panel manufacturers. Key activities were panel installation. The value proposition was long-term solar solutions.
3. Revenue streams included purchasing fees from customers over long-term relationships. This model leveraged large commercial rooftops and was scalable.
We specialise in experiential marketing and advertising. We serve your brand!
Our agency team believes in interactivity and entertaining engagement of customers with brands. Our work is powerful, relevant, memorable and actionable.
The document summarizes an event at the Tallinn University of Technology in Tallinn, Estonia focused on innovation from 1918 to 2018. It discusses topics like entrepreneurship, new customer trends, solving problems, new technologies, and the importance of failure in innovation. Speakers discussed challenges like defining problems, using data for targeted marketing, and how 90% of new products and services fail. The event brought together students and speakers from 30 countries to discuss innovation across many disciplines.
The document discusses technology entrepreneurship and innovation. It defines innovation as an invention paired with a process and market. Entrepreneurship is described as a process of pursuing opportunities beyond one's current resources. Technology entrepreneurship bridges the gap between a technology/opportunity and creating value. The entrepreneurial process involves identifying needs, solutions, and unfair advantages, and acquiring technology, people, and money as resources. High-performance entrepreneurial teams are self-organizing, flexible, self-disciplined, and have common goals, priorities, and values. Entrepreneurship requires a blend of innovation and execution performed by a collaborative team.
The document proposes a draft model and concept for a Teach For America (TFA) Leadership Academy intended to strengthen leadership skills among TFA staff. The proposed Leadership Academy would provide a blended learning experience over one year involving courses, assignments, mentoring, and real-world projects. The goal is to help participants become more effective leaders who can advance TFA's mission of eliminating educational inequity. If implemented, the Leadership Academy would draw on best practices from other organizations and feature leadership training in areas like strategic planning, operations management, and relationship building.
The document outlines Thomas J. Howard's guest lecture at Tallinn European Innovation Academy on design and product development. The agenda covers integrated product development, product/service-systems, open design, and protovation. Exercises are included to illustrate sequential versus integrated development approaches. Integrated product development is defined as an ideal model where the business case is built from stakeholder perspectives. Design for X methods and concurrent engineering are discussed.
The document contains notes from a brainstorming session where Howard Schultz asked a group to develop a new concept pitch for Starbucks within 45 minutes. The notes indicate the group investigated the opportunity by observing Starbucks customers, exploring the coffee experience context, and asking customers about their experiences. They generated over 98,000 product ideas, 33,000 experience ideas, and 21,000 involvement ideas. The top 3 proposed ideas were a buy 10 get 1 free promotion, focusing on great conversation, and recycling.
MotorHeadTM Racing Academy is a go-kart coaching firm that uses drones and software to analyze drivers' performance and help them improve. It targets younger drivers between ages 5-15. The company aims to establish itself in the motorsports coaching market by focusing on personalized training for kids. It will operate in Sonoma, California, which has a large population of families interested in motorsports with incomes over $100,000.
The document describes how to visualize, assess, and renew business models. It provides a template for describing business models using 9 building blocks such as key partners, activities, and revenue streams. Examples are given of how companies like Amazon and Walmart have leveraged their core competencies and customer relationships to innovate their business models.
Business Model CoEntrepreneurs Weekend LLN 2014 par Ben PiquardEntrepreneurs Weekend
The document discusses business models and their components. It introduces the concept of a business model and some common business model frameworks that break a business model down into key elements such as customer segments, value propositions, channels, customer relationships, revenue streams, and more. The document provides examples and prompts discussion among participants to explore how to use business models to understand how a company works.
The document discusses the importance of properly defining problems before attempting to solve them through innovation efforts. It notes that most companies do not rigorously define the problems they are trying to solve, which can lead them to miss opportunities and waste resources pursuing initiatives that are not aligned with their strategies. The document also discusses customer discovery as an important process for getting outside the building to test whether customers truly care about the defined problem and whether they would recommend solutions to others. Finally, it discusses using business model innovation to transform technology into profitable revenue streams by focusing on elements like customer segments, value propositions, revenue flows, and key resources.
The document discusses the importance of having a customer-centric approach and focus for businesses. It highlights key aspects of understanding customers like knowing their processes, insights, loyalty, contact moments, and focus groups. The document stresses that organizations should be centered around customers and provide them with solutions to stimulate loyalty.
This presentation discusses business model innovation and describes a business model canvas. It provides an overview of how to describe a business model, use the business model canvas as a framework, and approach innovating an existing business model. The business model canvas is used to map out the key parts of a company's business model including infrastructure, activities, partnerships, revenue streams, and costs. The presentation also provides an example of mapping Amazon's business model onto the canvas and poses questions about its strengths, weaknesses, costs, and opportunities for innovation.
The document discusses business model innovation. It begins with a brief introduction and then provides a framework for describing a business model using nine blocks: value propositions, customer segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. An example is then given of a soccer club's business model using some of the blocks. The document emphasizes that a business model describes how an organization creates and delivers value to customers in a profitable manner.
Multi-Channel Customer Experience Management in RetailLouis Fernandes
How do consumers and customers interact with retail brands and what are the capabilities that brands must adopt to be able to respond positively to these needs and differentiate the customer experiences that they offer.
This document summarizes an agenda for a business model workshop hosted by Kristian Krämer of the Alexandra Institute. The agenda includes a presentation on the Business Model Canvas and 10 new rules for the automotive industry. The workshop will guide participants through exercises to identify their value propositions, customer segments and needs, competitors, and fitting their project into the Business Model Canvas. The document provides background on business models and their key components to establish a shared understanding among participants.
The document discusses the Driven Wheel and Driving Wheel analysis framework for brand management. The Driven Wheel consists of the core product, formal product features, augmented additional services, and potential future aspirations. The Driving Wheel refers to promotional, advertising, and distribution aspects. Both wheels must be synchronized for a product to succeed. Bajaj Pulsar is provided as an example that successfully implemented this framework through high-quality products promoted across various channels to build loyalty and brand equity.
The Customer Experience is vital to business successguest65a0e
Customer 1st International, as subject matter experts in customer service, develop high quality resources for organisations. Books, E-Books and E-Work Books and accredited, tutor-led, on-line awards for Customer Service Professionals and Customer Service Managers. We customise learning materials for all types of organisations.
This document outlines the building blocks of a business model canvas, which consists of nine main elements: value proposition, customer segments, channels, customer relationships, revenue streams, key activities, key resources, key partnerships, and cost structure. The business model canvas provides a visual framework for developing new or documenting existing business models.
The document describes the Business Model Canvas, a tool created by Alex Osterwalder for developing and describing business models. The Business Model Canvas is a one-page visual template that breaks down a business model into nine building blocks: key partners, key activities, key resources, value propositions, customer relationships, channels, customer segments, cost structure, and revenue streams. It provides a simplified model for identifying an organization's value proposition, infrastructure, customers, and finances.
This document provides information about Group 2 for an assignment, which includes 6 members identified by name and student ID number. It also includes historical background information about AIS as Thailand's first mobile service provider and its evolution over time from 1990 to 2011. Key events include becoming publicly listed in 1991, expanding services and developing new technology. The document evaluates AIS's brand positioning and strategies over this period from being product-centric to becoming more customer-centric and focused on customer experience management. It outlines AIS's vision, mission and evaluation of its brand messaging. The document provides an overview of AIS's customer relationship management approach and components like analytical, operational and collaborative functions. It describes AIS's business strategies across different areas including
The document discusses business models in private banking. It describes 9 components that make up a business model: clients, client segments, offer, client relationships, revenue flows, key resources, key activities, partner network, and cost structure. It then outlines a 5 step process for business model design and innovation: visualize, assess, innovate, plan, and implement. The goal is to understand existing business models, identify strengths and weaknesses, develop improvements and new opportunities, create a project roadmap, and execute the new business model.
The document discusses the importance of customer orientation and customer relationship management (CRM) for business success. It states that customers are the only reason businesses operate and the only source of value. Effective CRM requires understanding customers, maintaining relationships, communication, and maximizing customer value. CRM involves collecting detailed customer data, analyzing it to develop relationship strategies, and communicating with customers through all touchpoints to increase loyalty over the long term.
The document summarizes an event at the Tallinn University of Technology in Tallinn, Estonia focused on innovation from 1918 to 2018. It discusses topics like entrepreneurship, new customer trends, solving problems, new technologies, and the importance of failure in innovation. Speakers discussed challenges like defining problems, using data for targeted marketing, and how 90% of new products and services fail. The event brought together students and speakers from 30 countries to discuss innovation across many disciplines.
The document discusses technology entrepreneurship and innovation. It defines innovation as an invention paired with a process and market. Entrepreneurship is described as a process of pursuing opportunities beyond one's current resources. Technology entrepreneurship bridges the gap between a technology/opportunity and creating value. The entrepreneurial process involves identifying needs, solutions, and unfair advantages, and acquiring technology, people, and money as resources. High-performance entrepreneurial teams are self-organizing, flexible, self-disciplined, and have common goals, priorities, and values. Entrepreneurship requires a blend of innovation and execution performed by a collaborative team.
The document proposes a draft model and concept for a Teach For America (TFA) Leadership Academy intended to strengthen leadership skills among TFA staff. The proposed Leadership Academy would provide a blended learning experience over one year involving courses, assignments, mentoring, and real-world projects. The goal is to help participants become more effective leaders who can advance TFA's mission of eliminating educational inequity. If implemented, the Leadership Academy would draw on best practices from other organizations and feature leadership training in areas like strategic planning, operations management, and relationship building.
The document outlines Thomas J. Howard's guest lecture at Tallinn European Innovation Academy on design and product development. The agenda covers integrated product development, product/service-systems, open design, and protovation. Exercises are included to illustrate sequential versus integrated development approaches. Integrated product development is defined as an ideal model where the business case is built from stakeholder perspectives. Design for X methods and concurrent engineering are discussed.
The document contains notes from a brainstorming session where Howard Schultz asked a group to develop a new concept pitch for Starbucks within 45 minutes. The notes indicate the group investigated the opportunity by observing Starbucks customers, exploring the coffee experience context, and asking customers about their experiences. They generated over 98,000 product ideas, 33,000 experience ideas, and 21,000 involvement ideas. The top 3 proposed ideas were a buy 10 get 1 free promotion, focusing on great conversation, and recycling.
MotorHeadTM Racing Academy is a go-kart coaching firm that uses drones and software to analyze drivers' performance and help them improve. It targets younger drivers between ages 5-15. The company aims to establish itself in the motorsports coaching market by focusing on personalized training for kids. It will operate in Sonoma, California, which has a large population of families interested in motorsports with incomes over $100,000.
The document describes how to visualize, assess, and renew business models. It provides a template for describing business models using 9 building blocks such as key partners, activities, and revenue streams. Examples are given of how companies like Amazon and Walmart have leveraged their core competencies and customer relationships to innovate their business models.
Business Model CoEntrepreneurs Weekend LLN 2014 par Ben PiquardEntrepreneurs Weekend
The document discusses business models and their components. It introduces the concept of a business model and some common business model frameworks that break a business model down into key elements such as customer segments, value propositions, channels, customer relationships, revenue streams, and more. The document provides examples and prompts discussion among participants to explore how to use business models to understand how a company works.
The document discusses the importance of properly defining problems before attempting to solve them through innovation efforts. It notes that most companies do not rigorously define the problems they are trying to solve, which can lead them to miss opportunities and waste resources pursuing initiatives that are not aligned with their strategies. The document also discusses customer discovery as an important process for getting outside the building to test whether customers truly care about the defined problem and whether they would recommend solutions to others. Finally, it discusses using business model innovation to transform technology into profitable revenue streams by focusing on elements like customer segments, value propositions, revenue flows, and key resources.
The document discusses the importance of having a customer-centric approach and focus for businesses. It highlights key aspects of understanding customers like knowing their processes, insights, loyalty, contact moments, and focus groups. The document stresses that organizations should be centered around customers and provide them with solutions to stimulate loyalty.
This presentation discusses business model innovation and describes a business model canvas. It provides an overview of how to describe a business model, use the business model canvas as a framework, and approach innovating an existing business model. The business model canvas is used to map out the key parts of a company's business model including infrastructure, activities, partnerships, revenue streams, and costs. The presentation also provides an example of mapping Amazon's business model onto the canvas and poses questions about its strengths, weaknesses, costs, and opportunities for innovation.
The document discusses business model innovation. It begins with a brief introduction and then provides a framework for describing a business model using nine blocks: value propositions, customer segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. An example is then given of a soccer club's business model using some of the blocks. The document emphasizes that a business model describes how an organization creates and delivers value to customers in a profitable manner.
Multi-Channel Customer Experience Management in RetailLouis Fernandes
How do consumers and customers interact with retail brands and what are the capabilities that brands must adopt to be able to respond positively to these needs and differentiate the customer experiences that they offer.
This document summarizes an agenda for a business model workshop hosted by Kristian Krämer of the Alexandra Institute. The agenda includes a presentation on the Business Model Canvas and 10 new rules for the automotive industry. The workshop will guide participants through exercises to identify their value propositions, customer segments and needs, competitors, and fitting their project into the Business Model Canvas. The document provides background on business models and their key components to establish a shared understanding among participants.
The document discusses the Driven Wheel and Driving Wheel analysis framework for brand management. The Driven Wheel consists of the core product, formal product features, augmented additional services, and potential future aspirations. The Driving Wheel refers to promotional, advertising, and distribution aspects. Both wheels must be synchronized for a product to succeed. Bajaj Pulsar is provided as an example that successfully implemented this framework through high-quality products promoted across various channels to build loyalty and brand equity.
The Customer Experience is vital to business successguest65a0e
Customer 1st International, as subject matter experts in customer service, develop high quality resources for organisations. Books, E-Books and E-Work Books and accredited, tutor-led, on-line awards for Customer Service Professionals and Customer Service Managers. We customise learning materials for all types of organisations.
This document outlines the building blocks of a business model canvas, which consists of nine main elements: value proposition, customer segments, channels, customer relationships, revenue streams, key activities, key resources, key partnerships, and cost structure. The business model canvas provides a visual framework for developing new or documenting existing business models.
The document describes the Business Model Canvas, a tool created by Alex Osterwalder for developing and describing business models. The Business Model Canvas is a one-page visual template that breaks down a business model into nine building blocks: key partners, key activities, key resources, value propositions, customer relationships, channels, customer segments, cost structure, and revenue streams. It provides a simplified model for identifying an organization's value proposition, infrastructure, customers, and finances.
This document provides information about Group 2 for an assignment, which includes 6 members identified by name and student ID number. It also includes historical background information about AIS as Thailand's first mobile service provider and its evolution over time from 1990 to 2011. Key events include becoming publicly listed in 1991, expanding services and developing new technology. The document evaluates AIS's brand positioning and strategies over this period from being product-centric to becoming more customer-centric and focused on customer experience management. It outlines AIS's vision, mission and evaluation of its brand messaging. The document provides an overview of AIS's customer relationship management approach and components like analytical, operational and collaborative functions. It describes AIS's business strategies across different areas including
The document discusses business models in private banking. It describes 9 components that make up a business model: clients, client segments, offer, client relationships, revenue flows, key resources, key activities, partner network, and cost structure. It then outlines a 5 step process for business model design and innovation: visualize, assess, innovate, plan, and implement. The goal is to understand existing business models, identify strengths and weaknesses, develop improvements and new opportunities, create a project roadmap, and execute the new business model.
The document discusses the importance of customer orientation and customer relationship management (CRM) for business success. It states that customers are the only reason businesses operate and the only source of value. Effective CRM requires understanding customers, maintaining relationships, communication, and maximizing customer value. CRM involves collecting detailed customer data, analyzing it to develop relationship strategies, and communicating with customers through all touchpoints to increase loyalty over the long term.
CRM in the retail industry focuses on optimizing profitability, revenue, and customer satisfaction through a customer-centric strategy. Effective CRM requires collecting customer data from various touchpoints, including in-store, online, and mobile. It also involves analyzing customer behavior to segment customers and determine their lifetime value. Advanced CRM uses technology like mobile apps, social media integration, and data mashups to gain a holistic view of customers and enable personalized multi-channel engagement. This helps retailers address challenges like identifying individual customers, maintaining high customer expectations, and using customer data in real-time.
This document discusses business models and how to innovate them. It provides a business model framework with four sections: operations, value, customer, and financial. Examples like Netflix and Dell are analyzed. The document suggests assessing your own business model by answering 10 questions. Scoring your answers indicates how "ugly" your baby (business model) is. Overall, the document aims to show that innovation is not just for technologists and provides a model for innovating your existing business model.
Clever Grab Solutions is a manpower recruitment consulting firm that provides staffing solutions and recruitment services to various industries across India and the United Arab Emirates. The company aims to source competent candidates and place them in right jobs while providing a professional service tailored to clients' needs. Clever Grab focuses on industries including ITES/BPO, FMCG, oil and gas, insurance, and events to source qualified candidates and fill roles for clients.
Presentation To Association Of Strategic Alliance Professionals Feb 12 2009Mike Bowes
Presentation made to 2009 ASAP Global Alliance Summit in Fort Lauderdale. Describes a joint venture of 5 metalworking competitors to seek new markets and business. Explores elements of innovation in business model in manufacturing. For PPT contact directly.
Cisco is positioning itself as a major player in education and learning through its integrated communication and collaboration platform. This includes high-end audio and video conferencing systems like Cisco Telepresence used by universities, as well as video-conferencing products. Cisco also offers WebEx Social, a private social network for educational institutions that enables asynchronous and real-time communication through features like chat, audio, video, and desktop sharing. Cisco aims to address issues with current decentralized and email-reliant systems through an intuitive interface on its platform.
The document outlines a workshop on developing new business model ideas through creativity exercises. The workshop encourages participants to:
1) Brainstorm multiple versions of their current business model by focusing on different elements and using creativity tools.
2) Use techniques like brainwriting and associating random images with business model ideas to generate new concepts.
3) Select the most promising ideas based on investment needs versus business potential and develop three new business model versions.
4) Recognize that the new ideas are still untested hypotheses until validated with customers, so the next step is to prototype and get feedback from potential customers.
The document discusses Joseph Schumpeter's concept of "Creative Destruction" and how it is the essential fact of capitalism. It argues that invention and innovation are different, with innovation involving developing the entire business model that delivers the new invention. The document then presents the idea that businesses should be viewed and designed as systems, with all components working together towards a common vision. It provides a framework for systematically designing the key components of a business system, and suggests using a bookcase to map out business goals and plans over multiple time periods.
The document is a lecture on design and product development. It covers topics like integrated product development, product-service systems, open design, crowdsourcing, open source design, and open hardware. The agenda includes exercises and discussions on these topics. It defines open innovation, crowdsourcing types, and discusses how crowdsourcing can be used for funding, innovation, labor, and aesthetics & branding. Open source design is compared to open source software. Different open licenses are outlined. Open design is presented as empowering people and driving innovation, with open hardware as an emerging paradigm that benefits society.
The document outlines an agenda for a guest lecture on design and product development. It includes sessions on integrated product development, product/service-systems (PSS), open design, and protovation. It defines products as transferring ownership from one stakeholder to the next, while services involve one stakeholder carrying out an activity for another. PSS is defined as a system that supports a product through its life by providing services, allowing the provider to extend revenue sources beyond initial sale. Examples of Rolls-Royce and Danfoss shifting from product to service-based models are provided.
Here are some potential ways to prototype answers to the market feasibility questions:
1. SPF variety required: Create sample packaging/labeling with a range of SPF options (15, 30, 50). Conduct surveys at beaches to assess which SPFs are most popular.
2. Primary locations for sales: Partner with local shops/cafes near beaches to display and sell prototype packaging. Track sales data to see which locations are most successful.
3. Changing mindsets: Create a basic mockup of the on-demand system (e.g. button to request delivery). Conduct interviews/focus groups at beaches to get feedback on concept and willingness to change habits.
The key is to create simple,
This document provides an overview of considerations for setting up business operations in Silicon Valley, including establishing a presence through an agency, joint venture, branch office, or subsidiary corporation. It discusses management and governance structures, typical costs, taxation issues, employment laws, accessing local capital, and factors considered by venture capitalists when evaluating investment opportunities.
6. ARE YOU
SOLVING THE RIGHT
PROBLEM?
Most firms are not and that undermines their
innovation efforts…
Indeed, when developing new products, processes, or even businesses, most
companies aren’t sufficiently rigorous in defining the problems they’re attempting
to solve and articulating why those issues are important. Without that rigor,
organizations miss opportunities, waste resources, and end up pursuing innovation
initiatives that aren’t aligned with their strategies.
“If I were given one hour to save the planet, I would
spend 59 minutes defining the problem and one
minute resolving it,” Albert Einstein said.
8. Who?
Which new customer segments will emerge in
the next 5 years?
YUPPIES Youg Urban Professionals
YUFFIES Young Urban Failures
MOBY/DOBY Mom/Dad Older – Baby Younger
WOOFS Well Off Older Folks
SKIPPIES School Kids with Income + Purchaing
Power
SANDWICHERS Adults caught between caring their children
and their older parents
12. Customer Discovery, Phase Two:
"Get Out of the Building" to Test the
Problem: "Do Customers Care?"
Get your team "out of the building" to test the problem and
to answer three key questions:
•Do we really understand the customer's problem?
•Do enough people really care enough about the problem
for this to become a huge business?
•And will they care enough to tell their friends?
19. Business Model
Business Model Determines Value
of the Product or Service.
Business Model Innovation
Transforms Technology into
Money
Business Model Functions:
1.Value Creation
2.Value Capture
20.
21. Focus in Business Model
A business model is a conceptual tool that contains a big set of elements and their
relationships and allows expressing the business logic of a specific firm. It is a
description of the value a company offers to one or several segments of customers and of
the architecture of the firm and its network of partners for creating, marketing, and
delivering this value and relationship capital, to generate profitable and sustainable
revenue streams.
Osterwalder, Pigneur and Tucci (2005)
41. The business model system
PARTNERSHIP CAPABILITIES OFFER – VALUE CUSTOMER TARGETED
NETWORK PROPOSITION RELATIONSHIPS CUSTOMER
marketing offee SEGMENTS
Nespresso c
production machines
club
distribut Nespresso
ion
households
machine manufacturer
KEY DISTRIBUTION
RESOURCES CHANNELS
patents espresso Nespres
es so
faciliti capsules stores
business
production retail outeets
tl
c pr c en r
Nesall esso.com
distribution
channels
COST STRUCTURE REVENUE MODEL
retail logis machine
marketing
production tics capsule sales
sales