![[sources: Henry Chesbrough, photo: life.com]](https://image.slidesharecdn.com/businessmodel-111120104933-phpapp01/85/Business-Model-Innovation-9-320.jpg)
![[source: Sony Pictures]](https://image.slidesharecdn.com/businessmodel-111120104933-phpapp01/85/Business-Model-Innovation-55-320.jpg)
![[source: Sony Pictures]](https://image.slidesharecdn.com/businessmodel-111120104933-phpapp01/85/Business-Model-Innovation-57-320.jpg)
![[source: Sony Pictures]](https://image.slidesharecdn.com/businessmodel-111120104933-phpapp01/85/Business-Model-Innovation-59-320.jpg)
![uncertainty/patterns/insight clarity/focus
research designing business model business model design to
& understand prototypes be implemented
[Source:
adapted
from
Damien
Newman,
Central] 81](https://image.slidesharecdn.com/businessmodel-111120104933-phpapp01/85/Business-Model-Innovation-81-320.jpg)
Uploaded byYves Pigneur
Business Model Innovation
This document discusses business model innovation. It begins by describing business model environment assessment and patterns. It then discusses service innovation, process innovation, and business model innovation. Examples are given of Flickr innovating its business model. The talk will cover scenario and storytelling, task analysis, prototyping, service blueprints, and process management for service design. It will also discuss measuring innovation and moving from service to business models.
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Business Model Innovation
- 1. ess model b usin innovation ed a ta lk prepar er by alex osterwald r and yv es pigneu mber 2011 HEC Nove
- 2. n service desig ytelling scenario & stor task analysis prototyping s from servi ce to busines servi ce blueprint t proces s managemen measuring ness model innovation busi ‣busin ess model ronment as sessment envi patterns busi ness model
- 4.
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- 7.
- 8.
- 9. [sources: Henry Chesbrough,photo: life.com]
- 10.
- 11.
- 13. ? what do both examples have in common?
- 14. 1 they focused on product innova8on alone they empower the product through the business model
- 15. 2 they simply copied from compe8tors they invented a new business model
- 16. 3 they could prove in advance that the model would work they had to take some risk and experiment
- 17. “ The enemy of innovation are two words - prove it - you can not prove ” any new idea Roger Martin, Dean Rotman School
- 18. ? So how does one come up with successful business models?
- 19. 123 going beyond business going beyond design going beyond ongoing product copying wai8ng model innova8on thinking compe8tors process for proof
- 20. business 1 model
- 22.
- 23.
- 24. to describe, challenge, design,and invent business models more systematically
- 25. CUSTOMER SEGMENTS DESCRIBING WHOA COMPANY OFFERS VALUE TO images by JAM
- 26. VALUE PROPOSITIONS DESCRIBING ACOMPANY’S OFFER images by JAM
- 27. CHANNELS DESCRIBING HOW ACOMPANY REACHES ITS CUSTOMERS images by JAM
- 28. CUSTOMER RELATIONSHIPS DESCRIBING THERELATIONSHIPS A COMPANY BUILDS images by JAM
- 29. REVENUE STREAMS DESCRIBING HOWA COMPANY MAKES MONEY images by JAM
- 30. KEY RESOURCES DESCRIBING WHATCAPABILITIES ARE REQUIRED images by JAM
- 31. KEY ACTIVITIES DESCRIBING WHATACTIVITIES ARE REQUIRED images by JAM
- 32. KEY PARTNERS THE PARTNERSTHAT LEVERAGE THE BUSINESS MODEL images by JAM
- 33. COST STRUCTURE DESCRIBING THECOSTS OF A BUSINESS MODEL images by JAM
- 34. key value customer activities proposition relationships key customer partners segments cost revenue structure key streams resources channels images by JAM
- 35. The Business ModelCanvas KEY KEY OFFER CUSTOMER CUSTOMER PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS KEY CHANNELS RESOURCES COST STRUCTURE REVENUE STREAMS 35
- 36. building building block block building building block building building block block block building block building block building block build ing bu ilding bloc building k block block
- 37.
- 40. “the wall isthe desk of the future” (Dave Gray) 40
- 42.
- 43.
- 44. Cirque du soleil nage recruit talents stage & ma spectacle & eliminate logistics theater & star & animal shows opera visitors artistic circus new untapped ns market without lio artistic feel & internet atmosphere booking higher ticket increase prices price
- 45.
- 47. ? describe the Nespresso’s business model using the canvas
- 48. ? ? ? ? ? ? ? ? ? 48
- 49. take-‐away 1 Focusing on product innova8on is not enough anymore, empower the product through a business model
- 50. design 2 thinking
- 51. analytical intuitive thinking thinking thin king design
- 52. “ business people don’t just need to understand designers better; they need to become designers ” Roger Martin, Dean Rotman School
- 53. the desig ner’s t ool kit ...
- 54.
- 55.
- 57.
- 59.
- 60. ? what does that have to do with business models and organiza8on?
- 62.
- 64.
- 66.
- 67. analyze from thecustomer perspective PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
- 68. Jan Chipchase (Nokia)
- 69.
- 70. India mobile study
- 71.
- 72.
- 74.
- 75. ? where is solar energy par8cularly useful?
- 76. in the contextof shopping centers 76
- 77. ? brainstorm and describe a business model for a solar company
- 78. 1 m shid- in opp to large g solar pananel el center solar p s organizatio ns tion installatio n installa 78
- 79. take-‐away 2 don’t fall in love with your first idea, because it will become difficult to con8nue exploring
- 80. ongoing 3 process
- 81. uncertainty/patterns/insight clarity/focus research designing business model business model design to & understand prototypes be implemented [Source: adapted from Damien Newman, Central] 81
- 82.
- 83.
- 84. a business model might look great on paper... building block building buildin block g blo block ck building block building block build in block g building building block .. but aUer all it block build in block g is only a... building buil d block blo ing ck buildin g block
- 85. ... a setof hypotheses guess guess guess guess guess guess guess guess guess gues guess s guess
- 86. you needs to get out of the building and ...
- 87. test each hypothesis (e.g. with customers)
- 88.
- 89. ... adapt the business model un8l you can prove it works customer customer customer company discovery validation creation building pivot
- 90. only then should you build your company or launch the project, else you’ll risk...
- 91. burning your cash while searching for a business model
- 93. take-‐away 3 un8l it’s in the market there is no proof that even the best business model on paper will work
- 94.
- 95. Pascal Meyer 95
- 96. ? using the canvas describe the business model for
- 98. business design ongoing model thinking process
- 99. business model r eview ✓ common language ✓ 9 blocks ✓ managing as designing ✓ entrepreneurial spirit
- 100. Thank you ... contact@alexosterwalder.com yves.pigneur@unil.ch