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The business model of a soccer club offers fans an attractive soccer experience through winning games, exclusive VIP lounges, and a 360-degree event experience at matches. It reaches fans through the stadium, its website, cable and mobile TV channels. Relationships are built through a personalized website, team blog, and VIP events. Revenue comes from ticket sales, TV subscriptions, renting the stadium, and advertising. Infrastructure like the team, venue, and marketing generate costs.

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Business Model Generation Iskandar Muda Oct 18, 2012
change is the process by which the future invades our lives -> Alvin Toffler
first of all: what are YOUR concerns? (buzz groups)
what are YOUR biggest issues and fears you face in strategic management today?
where do YOU see the largest opportunities to improve strategic management today?
your expectations for today?
what is innovation?
tell me about the most important innovations in your company
types of innovation?
technology innovation
process innovation
product & service innovation
business model innovation
four rings of innovation business model innovation product & service innovation process innovation technology innovation
which one of your examples qualify as business model innovation?
“Business model innovation matters” and it is a top priority of CEOs
why talk about business models?
how do you describe a business model?
without a common language
how do you communicate a business model?
1% 18% Strategy 300% 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 Text Text 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 Text 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. Development plan • Quisque augue felis, commodo a, elementum id, faucibus id, sem. Aenean rutrum enim. Praesent pulvinar dignissim nisl. Cras a nunc. Donec tincidunt odio sit amet lacus. Pellentesque metus tortor, ullamcorper vitae, lobortis vel, euismod in, mi. Ut laoreet, tellus laoreet blandit mollis, massa purus posuere purus, quis molestie ligula massa eu metus. Duis placerat, nulla sit amet ornare interdum, neque nunc mollis leo, vitae porttitor mi orci sit amet neque. Donec at enim. In facilisis tellus gravida ligula. Phasellus ut lorem. Pellentesque ac tortor eget augue suscipit ullamcorper. Aenean eleifend porta orci. • Etiam at arcu. Vestibulum lacinia nunc in eros. Suspendisse potenti. Aliquam erat volutpat. Donec gravida. Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Maecenas vel enim et metus semper fringilla. Donec ornare arcu. Maecenas faucibus ligula convallis nibh. Mauris dui quam, congue eu, commodo nec, tristique in, enim. Nulla auctor semper urna. Quisque a elit eu purus iaculis vestibulum. Aliquam dictum risus at odio. Fusce at lorem et elit faucibus placerat. Aenean velit. Proin elit odio, blandit et, scelerisque quis, pulvinar a, dui. Nunc magna dolor, bibendum ut, accumsan congue, tincidunt sit amet, neque. Proin consequat tincidunt lacus. In urna dui, congue nec, tincidunt sit amet, facilisis imperdiet, lorem. • Morbi sed nibh. Vivamus vitae dolor. Ut bibendum volutpat mi. Pellentesque quis magna non lectus elementum pretium. Aliquam quis est vitae arcu consequat fringilla. Cras magna risus, placerat eget, egestas consectetuer, ornare vel, felis. Nam ornare justo id orci mattis ultricies. Morbi luctus. Ut pretium odio ac 12% libero. Nunc sollicitudin pharetra lorem. Aenean scelerisque, lacus eget ullamcorper scelerisque, ipsum urna viverra mi, eget viverra quam eros eget velit. Ut lacinia feugiat purus. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Etiam nunc nisl, aliquam blandit, luctus id, Words commodo laoreet, sem. Phasellus sit amet orci ut sapien vulputate pellentesque. Pellentesque dapibus purus et quam. Nam sit amet magna in neque dignissim sodales. Aenean non justo nec magna lobortis volutpat. through inappropriate means
Here Ok Here CEOs 10° Managers 60° Staff 360°
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
what is a business model?
Alexander Osterwalder, PhD.
business model framework 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 [Osterwalder (2004) The Business Model Ontology]
Value Proposition
The Channel
Customer Relationship
Revenue Stream
Key Resources
Key Activities
Key Partnership
Cost Structure
the big picture Key Partner Key Activities Value Proposition Customer Relationship Target Customer Key Resources Channel … Cost Structure Revenue Stream
value create revenue Key Partner Key Activities Value Proposition Customer Relationship Target Customer Key Resources Channel … Cost Structure Revenue Stream
creating value requires infrastructure Key Partner Key Activities Value Proposition Customer Relationship Target Customer Key Resources Channel … Cost Structure Revenue Stream
Infrastructure generating costs Key Partner Key Activities Value Proposition Customer Relationship Target Customer Key Resources Channel … Cost Structure Revenue Stream
The profit zone Key Partner Key Activities Value Proposition Customer Relationship Target Customer Key Resources Channel … Cost Structure Revenue Stream <
case study
you become the new owner of a soccer club …
describe YOUR club’s business model
what value proposition do you offer, to which customer segments? describing how a wealth management bank acquires its clients
what value proposition do you offer, to which customer segments? (model) OFFER CUSTOMER VALUE CUSTOMER PROPOSITION SEGMENTS value proposition 1 target customer 1 value proposition 2 target customer 2 … …
what value proposition do you offer, to which customer segments? (example) OFFER CUSTOMER spectacular fans offensive football advertising space & advertisers high visibility … …
how do you reach your customers?
how do you reach your customers? (model) OFFER CUSTOMER COMMUNICATION VALUE CUSTOMER & DISTRIBUTION PROPOSITION SEGMENTS CHANNELS value proposition 1 channel 1 target customer 1 value proposition 2 channel 2 target customer 2 … … …
how do you reach your customers? (example) OFFER CUSTOMER stadium & box office spectacular club owned TV fans offensive football channel mobile phone TV advertising space & sales force advertisers high visibility
how do you build relationships?
how do you build relationships with your customers? (model) OFFER CUSTOMER VALUE CUSTOMER CUSTOMER PROPOSITION RELATIONSHIP SEGMENTS value proposition 1 mechanism 1 target customer 1 value proposition 2 mechanism 2 target customer 2 … … …
how do you build relationships with your customers? (example) OFFER CUSTOMER personalized website (ticketing) spectacular team blog (RSS) fans offensive football …
how do you earn your money with this business model?
how do you earn your money with this business model? (model) OFFER FINANCE VALUE REVENUE CUSTOMER PROPOSITION STREAMS SEGMENTS value proposition 1 revenue stream 1 target customer 1 value proposition 2 revenue stream 2 target customer 2 … … …
how do you earn your money with this business model? (example) OFFER FINANCE ticket sales spectacular TV channel fans offensive football subscriber fees mobile phone TV subscriber fees advertising space & advertising revenues advertisers high visibility
the business models place in a company
STRATEGY BUSINESS MODEL ORGANIZATION TECHNOLOGY the business model’s place in the company
external forces
5 forces customer technological needs change BUSINESS MODEL legal social environment environment competition
the big picture (business model)
the big picture Partner Network Customer Relationship • food & beverages • personalized web profile • ticketing services • newsletter • promoters • team blog (RSS) • ad placement • VIP events with team • telecom operator • … • TV operator • … Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer • play attractive & win • team management • attractive soccer • stadium • fans (families, etc.) games • event management • 360º event (match, • POS networks • fan groups • brand management • venue management dining, shopping) • club website (+online TV) • companies • video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers • channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers management • renting out stadium • … • … • video crew •… •… Cost Structure Revenue Model • team & maintenance • Ticket fees & season tickets • infrastructure management • online TV subscription revenues • marketing • revenue sharing cable & mobile phone TV • video • renting out stadium for events • advertising revenues • merchandising revenues
value creates revenues Partner Network Customer Relationship • food & beverages • personalized web profile • ticketing services • newsletter • promoters • team blog (RSS) • ad placement • VIP events with team • telecom operator • … • TV operator • … Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer • play attractive & win • team management • attractive soccer • stadium • fans (families, etc.) games • event management • 360º event (match, • POS networks • fan groups • brand management • venue management dining, shopping) • club website (+online TV) • companies • video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers • channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers management • renting out stadium • … • … • video crew •… •… Cost Structure Revenue Model • team & maintenance • Ticket fees & season tickets • infrastructure management • online TV subscription revenues • marketing • revenue sharing cable & mobile phone TV • video • renting out stadium for events • advertising revenues • merchandising revenues
creating value requires infrastructure Partner Network Customer Relationship • food & beverages • personalized web profile • ticketing services • newsletter • promoters • team blog (RSS) • ad placement • VIP events with team • telecom operator • … • TV operator • … Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer • play attractive & win • team management • attractive soccer • stadium • fans (families, etc.) games • event management • 360º event (match, • POS networks • fan groups • brand management • venue management dining, shopping) • club website (+online TV) • companies • video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers • channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers management • renting out stadium • … • … • video crew •… •… Cost Structure Revenue Model • team & maintenance • Ticket fees & season tickets • infrastructure management • online TV subscription revenues • marketing • revenue sharing cable & mobile phone TV • video • renting out stadium for events • advertising revenues • merchandising revenues
infrastructure generates costs Partner Network Customer Relationship • food & beverages • personalized web profile • ticketing services • newsletter • promoters • team blog (RSS) • ad placement • VIP events with team • telecom operator • … • TV operator • … Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer • play attractive & win • team management • attractive soccer • stadium • fans (families, etc.) games • event management • 360º event (match, • POS networks • fan groups • brand management • venue management dining, shopping) • club website (+online TV) • companies • video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers • channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers management • renting out stadium • … • … • video crew •… •… Cost Structure Revenue Model • team & maintenance • Ticket fees & season tickets • infrastructure management • online TV subscription revenues • marketing • revenue sharing cable & mobile phone TV • video • renting out stadium for events • advertising revenues • merchandising revenues
the profit zone Partner Network Customer Relationship • food & beverages • personalized web profile • ticketing services • newsletter • promoters • team blog (RSS) • ad placement • VIP events with team • telecom operator • … • TV operator • … Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer • play attractive & win • team management • attractive soccer • stadium • fans (families, etc.) games • event management • 360º event (match, • POS networks • fan groups • brand management • venue management dining, shopping) • club website (+online TV) • companies • video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers • channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers management • renting out stadium • … • … • video crew •… •… Cost Structure Revenue Model • team & maintenance • Ticket fees & season tickets • infrastructure management • online TV subscription revenues • • • marketing video < • revenue sharing cable & mobile phone TV renting out stadium for events • advertising revenues • merchandising revenues
the process of designing innovative business models
the focus of the business model innovator & designer
user-centered
PARTNER CUSTOMER NETWORK RELATIONSHIPS CORE VALUE CUSTOMER CAPABILITIES PROPOSITION SEGMENTS ACTIVITY DISTRIBUTION CONFIGURATION CHANNELS COST REVENUE STRUCTURE STREAMS
creativity & exploration
Googleplex
70:20:10
PARTNER CUSTOMER NETWORK RELATIONSHIPS CORE VALUE CUSTOMER CAPABILITIES PROPOSITION SEGMENTS ACTIVITY DISTRIBUTION CONFIGURATION CHANNELS COST REVENUE STRUCTURE STREAMS
continuous innovation
interdisciplinary approach
Grameen Phone Bangladesh
Grameen Bank customer relationships telecom operators micro-credit village phone ladies villager telephony mobile activity telephony configuration source of Grameen phone ladies revenue Bank (billing) billing telecom mobile phone infrastructure revenues
holistic design
Apple iTunes & iPod
content producers lifestyle brand hardware suppliers hardware & prod. & softw. softw. dev. design iPod Apple stores e-commerce brand management dealer “high-end” iBook network consumer multimedia hardware rights mgmt distribution multimedia iTunes downloads content content distribution hardware revenues cost structure multimedia revenues
strategic fit
the Amazon.com you know
Amazon Simple Storage Services (S3)
customer partners relationships product selection content selling stuff mass Amazon.com management on the Web customer distribution warehousing Web2.0 Amazon S3 Internet API & distribution companies product search A9 product e-commerce data services Internet search sites Amazon.com data grid selling stuff IT infra data storage fees marketing search engine revenues
the business modeler’s toolbox
co-creation
ideation
visualization
prototyping
the design process
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
various starting points / depending on context PARTNER CUSTOMER NETWORK RELATIONSHIPS CORE VALUE CUSTOMER CAPABILITIES PROPOSITION SEGMENTS ACTIVITY DISTRIBUTION CONFIGURATION CHANNELS COST REVENUE STRUCTURE STREAMS [Osterwalder (2004) The Business Model Ontology]
3. suspend reality -> ideate
4. bring back reality -> prototype
5. chose suitable design -> decide
6. sketch out projects & workload -> draw implementation plan
Project Estimated Area name workload 10 Project V1 Value man/days Proposition 120 Project V2 man/days Distribution 38 Project C1 Channels man/days …
7. outline key indicators to follow -> choose measures
Project Estimated KPI Target Area name workload (measure) level 10 Project V1 Value man/days Proposition 120 Project V2 man/days Distribution 38 Project C1 Channels man/days …
8. select the right teams and people -> make responsible
Project Estimated KPI Target Area leader name workload (measure) level 10 Project V1 Mr. Jan Value man/days Proposition 120 Project V2 Ms. Tee man/days Distribution 38 Project C1 Channels man/days …
9. execute the plan -> manage implementation & change
10. evaluate, learn and redesign -> manage improvement
Exercise
Google’s Business Model Key Partner Key Activities Value Proposition Customer Relationship Target Customer • Platform Management • Managing Services • Expanding Search designing blue Key Resources • Targeted Ads • Free search • Monetizing Content Channel • Advertisers • Web Surfers • Content Owners oceans • Search Platform Cost Structure Revenue Stream • Keyword Auctions • Platform Costs • Free
from bloated head to the long tail
> market boundaries are not given > they are reconstructed by the actions & beliefs of industry players
RED OCEAN BLUE OCEAN • compete in existing markets • create uncontested markets • beat the competition • make competition irrelevant • explore existing demand • create & capture new demand • make the value/cost trad-off • break value/cost trad-off • align with differentiation OR • align with differentiation low cost AND low cost
differentiate your value proposition
working definition value proposition • a customer value proposition gives an overall view of a company's bundle of products, services and client advice. • it is the sum of the total benefits a customer is promised to receive in return for a payment (or other value transfer)
group warm-up what are the 5 most important competitive attributes that characterize a game console’s offer? (e.g. price, performance, design) attribute 1 attribute 2 e.g. performance e.g. price
5 attributes 1 2 1. most important attribute 2. second most important 3. … 3 4. … 4 - -
1. … 2. … 3. … 4. … 5. …
draw a value proposition 5 - high bank’s performance 3 - medium 1 - low [Kim & Mauborgne (2002) Charting Your Company's Future]
live Excel
eliminate raise reduce create
strong & valuable approach, but limited view
PARTNER CUSTOMER NETWORK RELATIONSHIPS CORE VALUE CUSTOMER CAPABILITIES PROPOSITION SEGMENTS ACTIVITY DISTRIBUTION CONFIGURATION CHANNELS COST REVENUE STRUCTURE STREAMS
examples
Goldcorp “geology prize” CUSTOMER 500’000 $US RELATIONSHIPS exploiting CUSTOMER mining mines SEGMENTS DISTRIBUTION research CHANNELS low costs through REVENUE open exploration STREAMS Goldcorp publicly shared all of its geological data and offered US$ 500’000 in prizes for determining where they might find the next 6 million ounces of gold
from copyright to creative commons
Skype “eBay” website deliver voice & free VoIP & value global video quality added services (non segmented) software internet development software large scale development low margin free voice-over-IP VoIP telephony & value-added services
1291 Cityhomes low-cost hotel/rental in New York City young curious Swiss CUSTOMER RELATIONSHIPS apartment owners keep down low cost costs renting out DISTRIBUTION the cost accommodation rooms CHANNELS sensible New York find demand low cost rents
Tecnovate “import” young curious CUSTOMER Europeans to RELATIONSHIPS India to work low-cost multi- keep down ACTIVITY lingual call DISTRIBUTION European costs CONFIGURATION center CHANNELS corporations outsourcing REVENUE low cost STREAMS business process outsourcing “up-side down” in India
Netflix independent profile films large movie (niche) movies specialized database over the clientele ACTIVITY Internet Web CONFIGURATION COST REVENUE STRUCTURE STREAMS online movie rental (with large niche movie database)
Business model canvas ism

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Business model canvas ism

  • 1.
    Business Model Generation Iskandar Muda Oct 18, 2012
  • 2.
    change is theprocess by which the future invades our lives -> Alvin Toffler
  • 3.
    first of all:what are YOUR concerns? (buzz groups)
  • 4.
    what are YOURbiggest issues and fears you face in strategic management today?
  • 5.
    where do YOUsee the largest opportunities to improve strategic management today?
  • 6.
  • 7.
  • 8.
    tell me aboutthe most important innovations in your company
  • 9.
  • 10.
  • 11.
  • 12.
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  • 14.
    four rings ofinnovation business model innovation product & service innovation process innovation technology innovation
  • 15.
    which one ofyour examples qualify as business model innovation?
  • 16.
    “Business model innovationmatters” and it is a top priority of CEOs
  • 17.
  • 18.
    how do youdescribe a business model?
  • 19.
  • 20.
    how do youcommunicate a business model?
  • 21.
    1% 18% Strategy 300% 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 Text Text 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 Text 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. Development plan • Quisque augue felis, commodo a, elementum id, faucibus id, sem. Aenean rutrum enim. Praesent pulvinar dignissim nisl. Cras a nunc. Donec tincidunt odio sit amet lacus. Pellentesque metus tortor, ullamcorper vitae, lobortis vel, euismod in, mi. Ut laoreet, tellus laoreet blandit mollis, massa purus posuere purus, quis molestie ligula massa eu metus. Duis placerat, nulla sit amet ornare interdum, neque nunc mollis leo, vitae porttitor mi orci sit amet neque. Donec at enim. In facilisis tellus gravida ligula. Phasellus ut lorem. Pellentesque ac tortor eget augue suscipit ullamcorper. Aenean eleifend porta orci. • Etiam at arcu. Vestibulum lacinia nunc in eros. Suspendisse potenti. Aliquam erat volutpat. Donec gravida. Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Maecenas vel enim et metus semper fringilla. Donec ornare arcu. Maecenas faucibus ligula convallis nibh. Mauris dui quam, congue eu, commodo nec, tristique in, enim. Nulla auctor semper urna. Quisque a elit eu purus iaculis vestibulum. Aliquam dictum risus at odio. Fusce at lorem et elit faucibus placerat. Aenean velit. Proin elit odio, blandit et, scelerisque quis, pulvinar a, dui. Nunc magna dolor, bibendum ut, accumsan congue, tincidunt sit amet, neque. Proin consequat tincidunt lacus. In urna dui, congue nec, tincidunt sit amet, facilisis imperdiet, lorem. • Morbi sed nibh. Vivamus vitae dolor. Ut bibendum volutpat mi. Pellentesque quis magna non lectus elementum pretium. Aliquam quis est vitae arcu consequat fringilla. Cras magna risus, placerat eget, egestas consectetuer, ornare vel, felis. Nam ornare justo id orci mattis ultricies. Morbi luctus. Ut pretium odio ac 12% libero. Nunc sollicitudin pharetra lorem. Aenean scelerisque, lacus eget ullamcorper scelerisque, ipsum urna viverra mi, eget viverra quam eros eget velit. Ut lacinia feugiat purus. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Etiam nunc nisl, aliquam blandit, luctus id, Words commodo laoreet, sem. Phasellus sit amet orci ut sapien vulputate pellentesque. Pellentesque dapibus purus et quam. Nam sit amet magna in neque dignissim sodales. Aenean non justo nec magna lobortis volutpat. through inappropriate means
  • 22.
    Here Ok Here CEOs 10° Managers 60° Staff 360°
  • 23.
    how do youimplement a business model?
  • 24.
  • 25.
    how do youmeasure the success of a business model?
  • 26.
  • 27.
    how do youchange a business model and innovate?
  • 28.
  • 29.
    what is abusiness model?
  • 30.
  • 31.
    business model framework 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 [Osterwalder (2004) The Business Model Ontology]
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38.
  • 39.
  • 40.
    the big picture Key Partner Key Activities Value Proposition Customer Relationship Target Customer Key Resources Channel … Cost Structure Revenue Stream
  • 41.
    value create revenue Key Partner Key Activities Value Proposition Customer Relationship Target Customer Key Resources Channel … Cost Structure Revenue Stream
  • 42.
    creating value requiresinfrastructure Key Partner Key Activities Value Proposition Customer Relationship Target Customer Key Resources Channel … Cost Structure Revenue Stream
  • 43.
    Infrastructure generating costs Key Partner Key Activities Value Proposition Customer Relationship Target Customer Key Resources Channel … Cost Structure Revenue Stream
  • 44.
    The profit zone Key Partner Key Activities Value Proposition Customer Relationship Target Customer Key Resources Channel … Cost Structure Revenue Stream <
  • 45.
  • 46.
    you become thenew owner of a soccer club …
  • 47.
  • 48.
    what value propositiondo you offer, to which customer segments? describing how a wealth management bank acquires its clients
  • 49.
    what value propositiondo you offer, to which customer segments? (model) OFFER CUSTOMER VALUE CUSTOMER PROPOSITION SEGMENTS value proposition 1 target customer 1 value proposition 2 target customer 2 … …
  • 50.
    what value propositiondo you offer, to which customer segments? (example) OFFER CUSTOMER spectacular fans offensive football advertising space & advertisers high visibility … …
  • 52.
    how do youreach your customers?
  • 53.
    how do youreach your customers? (model) OFFER CUSTOMER COMMUNICATION VALUE CUSTOMER & DISTRIBUTION PROPOSITION SEGMENTS CHANNELS value proposition 1 channel 1 target customer 1 value proposition 2 channel 2 target customer 2 … … …
  • 54.
    how do youreach your customers? (example) OFFER CUSTOMER stadium & box office spectacular club owned TV fans offensive football channel mobile phone TV advertising space & sales force advertisers high visibility
  • 55.
    how do youbuild relationships?
  • 56.
    how do youbuild relationships with your customers? (model) OFFER CUSTOMER VALUE CUSTOMER CUSTOMER PROPOSITION RELATIONSHIP SEGMENTS value proposition 1 mechanism 1 target customer 1 value proposition 2 mechanism 2 target customer 2 … … …
  • 57.
    how do youbuild relationships with your customers? (example) OFFER CUSTOMER personalized website (ticketing) spectacular team blog (RSS) fans offensive football …
  • 58.
    how do youearn your money with this business model?
  • 59.
    how do youearn your money with this business model? (model) OFFER FINANCE VALUE REVENUE CUSTOMER PROPOSITION STREAMS SEGMENTS value proposition 1 revenue stream 1 target customer 1 value proposition 2 revenue stream 2 target customer 2 … … …
  • 60.
    how do youearn your money with this business model? (example) OFFER FINANCE ticket sales spectacular TV channel fans offensive football subscriber fees mobile phone TV subscriber fees advertising space & advertising revenues advertisers high visibility
  • 61.
  • 62.
    STRATEGY BUSINESS MODEL ORGANIZATION TECHNOLOGY the business model’s place in the company
  • 63.
  • 64.
    5 forces customer technological needs change BUSINESS MODEL legal social environment environment competition
  • 65.
    the big picture(business model)
  • 66.
    the big picture Partner Network Customer Relationship • food & beverages • personalized web profile • ticketing services • newsletter • promoters • team blog (RSS) • ad placement • VIP events with team • telecom operator • … • TV operator • … Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer • play attractive & win • team management • attractive soccer • stadium • fans (families, etc.) games • event management • 360º event (match, • POS networks • fan groups • brand management • venue management dining, shopping) • club website (+online TV) • companies • video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers • channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers management • renting out stadium • … • … • video crew •… •… Cost Structure Revenue Model • team & maintenance • Ticket fees & season tickets • infrastructure management • online TV subscription revenues • marketing • revenue sharing cable & mobile phone TV • video • renting out stadium for events • advertising revenues • merchandising revenues
  • 67.
    value creates revenues Partner Network Customer Relationship • food & beverages • personalized web profile • ticketing services • newsletter • promoters • team blog (RSS) • ad placement • VIP events with team • telecom operator • … • TV operator • … Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer • play attractive & win • team management • attractive soccer • stadium • fans (families, etc.) games • event management • 360º event (match, • POS networks • fan groups • brand management • venue management dining, shopping) • club website (+online TV) • companies • video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers • channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers management • renting out stadium • … • … • video crew •… •… Cost Structure Revenue Model • team & maintenance • Ticket fees & season tickets • infrastructure management • online TV subscription revenues • marketing • revenue sharing cable & mobile phone TV • video • renting out stadium for events • advertising revenues • merchandising revenues
  • 68.
    creating value requiresinfrastructure Partner Network Customer Relationship • food & beverages • personalized web profile • ticketing services • newsletter • promoters • team blog (RSS) • ad placement • VIP events with team • telecom operator • … • TV operator • … Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer • play attractive & win • team management • attractive soccer • stadium • fans (families, etc.) games • event management • 360º event (match, • POS networks • fan groups • brand management • venue management dining, shopping) • club website (+online TV) • companies • video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers • channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers management • renting out stadium • … • … • video crew •… •… Cost Structure Revenue Model • team & maintenance • Ticket fees & season tickets • infrastructure management • online TV subscription revenues • marketing • revenue sharing cable & mobile phone TV • video • renting out stadium for events • advertising revenues • merchandising revenues
  • 69.
    infrastructure generates costs Partner Network Customer Relationship • food & beverages • personalized web profile • ticketing services • newsletter • promoters • team blog (RSS) • ad placement • VIP events with team • telecom operator • … • TV operator • … Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer • play attractive & win • team management • attractive soccer • stadium • fans (families, etc.) games • event management • 360º event (match, • POS networks • fan groups • brand management • venue management dining, shopping) • club website (+online TV) • companies • video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers • channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers management • renting out stadium • … • … • video crew •… •… Cost Structure Revenue Model • team & maintenance • Ticket fees & season tickets • infrastructure management • online TV subscription revenues • marketing • revenue sharing cable & mobile phone TV • video • renting out stadium for events • advertising revenues • merchandising revenues
  • 70.
    the profit zone Partner Network Customer Relationship • food & beverages • personalized web profile • ticketing services • newsletter • promoters • team blog (RSS) • ad placement • VIP events with team • telecom operator • … • TV operator • … Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer • play attractive & win • team management • attractive soccer • stadium • fans (families, etc.) games • event management • 360º event (match, • POS networks • fan groups • brand management • venue management dining, shopping) • club website (+online TV) • companies • video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers • channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers management • renting out stadium • … • … • video crew •… •… Cost Structure Revenue Model • team & maintenance • Ticket fees & season tickets • infrastructure management • online TV subscription revenues • • • marketing video < • revenue sharing cable & mobile phone TV renting out stadium for events • advertising revenues • merchandising revenues
  • 71.
    the process of designinginnovative business models
  • 72.
    the focus ofthe business model innovator & designer
  • 73.
  • 74.
    PARTNER CUSTOMER NETWORK RELATIONSHIPS CORE VALUE CUSTOMER CAPABILITIES PROPOSITION SEGMENTS ACTIVITY DISTRIBUTION CONFIGURATION CHANNELS COST REVENUE STRUCTURE STREAMS
  • 75.
  • 76.
  • 77.
  • 78.
    PARTNER CUSTOMER NETWORK RELATIONSHIPS CORE VALUE CUSTOMER CAPABILITIES PROPOSITION SEGMENTS ACTIVITY DISTRIBUTION CONFIGURATION CHANNELS COST REVENUE STRUCTURE STREAMS
  • 79.
  • 80.
  • 81.
  • 82.
    Grameen Bank customer relationships telecom operators micro-credit village phone ladies villager telephony mobile activity telephony configuration source of Grameen phone ladies revenue Bank (billing) billing telecom mobile phone infrastructure revenues
  • 83.
  • 84.
  • 85.
    content producers lifestyle brand hardware suppliers hardware & prod. & softw. softw. dev. design iPod Apple stores e-commerce brand management dealer “high-end” iBook network consumer multimedia hardware rights mgmt distribution multimedia iTunes downloads content content distribution hardware revenues cost structure multimedia revenues
  • 86.
  • 87.
  • 88.
    Amazon Simple StorageServices (S3)
  • 89.
    customer partners relationships product selection content selling stuff mass Amazon.com management on the Web customer distribution warehousing Web2.0 Amazon S3 Internet API & distribution companies product search A9 product e-commerce data services Internet search sites Amazon.com data grid selling stuff IT infra data storage fees marketing search engine revenues
  • 90.
  • 91.
  • 92.
  • 93.
  • 94.
  • 95.
  • 96.
    1. identify interdisciplinarystakeholders -> set-up team
  • 97.
    do you haveto get the IT team out of their cubicles?
  • 98.
    2. understand (business)environment –> frame problem
  • 99.
    various starting points/ depending on context PARTNER CUSTOMER NETWORK RELATIONSHIPS CORE VALUE CUSTOMER CAPABILITIES PROPOSITION SEGMENTS ACTIVITY DISTRIBUTION CONFIGURATION CHANNELS COST REVENUE STRUCTURE STREAMS [Osterwalder (2004) The Business Model Ontology]
  • 100.
  • 101.
    4. bring backreality -> prototype
  • 102.
    5. chose suitabledesign -> decide
  • 103.
    6. sketch outprojects & workload -> draw implementation plan
  • 104.
    Project Estimated Area name workload 10 Project V1 Value man/days Proposition 120 Project V2 man/days Distribution 38 Project C1 Channels man/days …
  • 105.
    7. outline keyindicators to follow -> choose measures
  • 106.
    Project Estimated KPI Target Area name workload (measure) level 10 Project V1 Value man/days Proposition 120 Project V2 man/days Distribution 38 Project C1 Channels man/days …
  • 107.
    8. select theright teams and people -> make responsible
  • 108.
    Project Estimated KPI Target Area leader name workload (measure) level 10 Project V1 Mr. Jan Value man/days Proposition 120 Project V2 Ms. Tee man/days Distribution 38 Project C1 Channels man/days …
  • 109.
    9. execute theplan -> manage implementation & change
  • 110.
    10. evaluate, learnand redesign -> manage improvement
  • 111.
  • 112.
    Google’s Business Model Key Partner Key Activities Value Proposition Customer Relationship Target Customer • Platform Management • Managing Services • Expanding Search designing blue Key Resources • Targeted Ads • Free search • Monetizing Content Channel • Advertisers • Web Surfers • Content Owners oceans • Search Platform Cost Structure Revenue Stream • Keyword Auctions • Platform Costs • Free
  • 113.
    from bloated headto the long tail
  • 115.
    > market boundariesare not given > they are reconstructed by the actions & beliefs of industry players
  • 116.
    RED OCEAN BLUE OCEAN • compete in existing markets • create uncontested markets • beat the competition • make competition irrelevant • explore existing demand • create & capture new demand • make the value/cost trad-off • break value/cost trad-off • align with differentiation OR • align with differentiation low cost AND low cost
  • 117.
  • 118.
    working definition valueproposition • a customer value proposition gives an overall view of a company's bundle of products, services and client advice. • it is the sum of the total benefits a customer is promised to receive in return for a payment (or other value transfer)
  • 119.
    group warm-up whatare the 5 most important competitive attributes that characterize a game console’s offer? (e.g. price, performance, design) attribute 1 attribute 2 e.g. performance e.g. price
  • 120.
    5 attributes 1 2 1. most important attribute 2. second most important 3. … 3 4. … 4 - -
  • 121.
    1. … 2. … 3.… 4. … 5. …
  • 123.
    draw a valueproposition 5 - high bank’s performance 3 - medium 1 - low [Kim & Mauborgne (2002) Charting Your Company's Future]
  • 124.
  • 126.
    eliminate raise reduce create
  • 129.
    strong & valuableapproach, but limited view
  • 130.
    PARTNER CUSTOMER NETWORK RELATIONSHIPS CORE VALUE CUSTOMER CAPABILITIES PROPOSITION SEGMENTS ACTIVITY DISTRIBUTION CONFIGURATION CHANNELS COST REVENUE STRUCTURE STREAMS
  • 131.
  • 132.
    Goldcorp “geology prize” CUSTOMER 500’000 $US RELATIONSHIPS exploiting CUSTOMER mining mines SEGMENTS DISTRIBUTION research CHANNELS low costs through REVENUE open exploration STREAMS Goldcorp publicly shared all of its geological data and offered US$ 500’000 in prizes for determining where they might find the next 6 million ounces of gold
  • 134.
    from copyright tocreative commons
  • 135.
    Skype “eBay” website deliver voice & free VoIP & value global video quality added services (non segmented) software internet development software large scale development low margin free voice-over-IP VoIP telephony & value-added services
  • 136.
    1291 Cityhomes low-cost hotel/rental in New York City young curious Swiss CUSTOMER RELATIONSHIPS apartment owners keep down low cost costs renting out DISTRIBUTION the cost accommodation rooms CHANNELS sensible New York find demand low cost rents
  • 137.
    Tecnovate “import” young curious CUSTOMER Europeans to RELATIONSHIPS India to work low-cost multi- keep down ACTIVITY lingual call DISTRIBUTION European costs CONFIGURATION center CHANNELS corporations outsourcing REVENUE low cost STREAMS business process outsourcing “up-side down” in India
  • 138.
    Netflix independent profile films large movie (niche) movies specialized database over the clientele ACTIVITY Internet Web CONFIGURATION COST REVENUE STRUCTURE STREAMS online movie rental (with large niche movie database)