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Digital Business Models 101
The document provides an overview of the business model canvas, emphasizing its role in deconstructing business systems and enhancing value creation and distribution. It outlines key components such as value propositions, customer relationships, revenue streams, and cost management, while referencing various business models through case studies and exercises. Additionally, it discusses innovative frameworks and strategies for analyzing and improving business profitability.
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Digital Business Models 101
- 1.
- 2.
- 3. A Business isa System It seems like a whole. But you can deconstruct it.
- 4. The Business ModelCanvas is a call-to-action. Execution vs abstraction.
- 5. 50,98% of innovationscome from business models* * * Science, technologie et industrie : Perspectives de lʼOCDE, 2008.
- 6.
- 7. Value DeliveringValue CreationValue Proposition 1 Business is a Journey KISS version. Goal: adding more value along the way
- 8. DistributionInput OutputProcess Customers 1 Detailedversion. Business is a Journey activity + ressources channels + customer relationships Goal: adding more value along the way suppliers + partners
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- 10. ! Finance Business Journey value (input) actualisationof the added value (clients)potential added value (output) revenuecosts financial flows Goal: Capturing some of the value added (revenue - costs)
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- 12. DistributionInput Output Costs Revenue ProcessCustomers activity + ressources channels + customer relationshipssuppliers + partners
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- 14. How to useit?4
- 15. Customers. How can youmake their lives better? Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships
- 16. Value proposition. Is therea real fit between the problem & the solution? Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships
- 17. Channels. What interfaces willyou use to communicate & sell? Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships
- 18. Customer relationships. How willyou interact? Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships Customer Relationships
- 19. Revenue. What will theypay? Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships Customer Relationships
- 20.
- 21. Activity. How will youbuild this VP? Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships Customer Relationships
- 22. Key Partners. Who areyour allies & suppliers? Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships Customer Relationships
- 23. Costs. What are themain sources of costs? Channels Key Partners Value Proposition Costs Revenue Activity Customer Segments Ressources Customer Relationships Customer Relationships
- 24. 5 * source Principal BusinessModel Inspired by the great work of Elton Pickford
- 25. A * theorized byChris Anderson in his book “The Long Tail“ The Long Tail* Eg: Amazon, eBay, Netflix, Lego
- 26. eBay.com Paypal Buying and selling first-or second- hand goods Platform creation & animation Platform Online profiles Case study: eBay Marketplace for niches Professional Sellers Anyone Niches segments Fees on the selling price Pay by postCosts of platform & HR
- 27. B * Also seethe book “Free“ by Chris Anderson (again) Multi-sided platforms* Eg: Viadeo, LinkedIn, Google, Sony, Microsoft, Apple, Facebook
- 28. google.com Free account Costs ofplatform & HR Platform management & services Platform Case study: Google Free research Advertisers Internautes Keywords bidding Content editor Content monetization FreeFree widgets
- 29. C Freemium* Eg: LinkedIn,Flickr, Evernote, Scoop.it * Also see the book “Free“ by Chris Anderson (again) Premium accounts Free accounts
- 30. LinkedIn.com Free account with standard features Costsof platform & HR Platform management & services Platform Case study: LinkedIn* Occasional users Advanced users Keywords bidding FreeFree Advanced features * it’s also a multi-sides platform you could add advertisers & HR companies Customized messages (auto+hand made)
- 31. D Inverted Freemium Eg:Axa, GMF Beneficiaries Subscribers
- 32. Website Phone Email Stores Insurance Ad + HR+ webplatform Client acquisition Platform Case study: GMF* Subscribers Beneficiaries 0 to excess payment * it’s also a multi-sides platform you could add advertisers & HR companies On timeManagement of the claims HR reimbursements Insurance premium Reinsurance companies
- 33. D Freebie marketing Eg:hp, Epson, Gillette
- 34. Distributors Inktjet printers Marketing +Fabrication + Logistics + R&D Marketing IP Case study: hp Ink cartridges * branding is always an asset but even more strategic in this kind of BM Fidelity Logistics Branding* R&D Clients Constraints Replacements of cartridges First buy
- 35. E Open BusinessModel Eg: P&G
- 36. R&D inside thecompany Case study: P&G * branding is always an asset but even more strategic in this kind of BM R&D inside R&D inside Innocentive (web) yourEncore.com IP from other firms Researcher outside the company Retired Researcher increase of R&D productivity: 85% tiny increase of R&D costs
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- 39. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Casestudy: Amazon Exercise: Map out the BM with at least 3 value propositions
- 40. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Casestudy: Facebook Exercise: Map out the BM with at least 3 value propositions
- 41. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Casestudy: Meninvest Exercise: Map out the BM with at least 3 value propositions
- 42. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Casestudy: Twitter Exercise: Map out the BM using their growth strategy (check their S1)
- 43. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Casestudy: Angrybirds Exercise: Map out the BM with at least 3 value propositions
- 44. Financial viability &projectionB
- 45. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Casestudy: Viadeo Exercise: Map out the BM & try to figure out their revenue Assumptions: 50M users, 15% premium users with 20% churn rate of PU //revenue split=50% premium user, 35% HR firms, 15% ads
- 46. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Casestudy: HelloMentor Exercise: Map out the BM Determine how many users they should get to be profitable (average 25€, 15% fees). Assumptions: team of 10 employees (each costs 60K), 2K€ RE.
- 47. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Casestudy: scoop.it Exercise: Map out the BM Determine how many users they should get to be profitable (check their pricing). Same assumptions as before, highlight yours.
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- 49. Channels Key Partners Value Proposition Costs Benefit Activity Customer Segments Ressources Customer Relationships Whatabout you? Exercise: Map out the BM of your project or someone from the class Determine how many users they should get to be profitable (check their pricing). Highlight your assumptions.