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Business Model
Innovation
Sustainable & Inclusive



          © Confederation of Indian Industry
We live in a volatile world



                                             Financial markets
                                             Commodities
                                             Climate change
                                             Governance & Regimes
                                             Consumers




             © Confederation of Indian Industry
Every one seems to be falling short
of delivery




            © Confederation of Indian Industry
Future is what we create

 Pressure on
 the Planet    = f ( # of People) X (Quality of Life)
                     7 Billion                  Food, Energy, Water,
                                                Transportation, Housing, lifestyles




 Pressure on
 the Planet    = f ( # of People) X (Quality of Life)
                    9 Billion                  Respectable QoL for All




                  © Confederation of Indian Industry
Create value through transformation

                 +++
                                                                                            Transformative
                                                                                            New markets
                                                                                            BoP
                                                                                            Energy positive
                                                                                            buildings
                                                                                            Mobility solutions



                                                                        Radical
                                                                        Solutions for the
Sustainability                                                          poor
Value                                                                   IT@help
                                                                        Resource saving
                                            Incremental                 Electric cars
                                             Alignment with
                                             business
                                             Renewables
                     Reactive                Community initiatives
                         Reacting to         Resource conservation
                         outside pressure    Policies & systems
                         in an ad-hoc way
                 +


                     +                                               Business Value                              +++

                                              © Confederation of Indian Industry
NEW OPPORTUNITIES
NEW MODELS



           © Confederation of Indian Industry
Let’s farm the SI2 opportunity!




             © Confederation of Indian Industry
Math the energy & water wasted

That’s the SI2 opportunity!




                          © Confederation of Indian Industry
2bn energy connections




           © Confederation of Indian Industry
"I shall have to defend myself on one point, namely,
                           sanitary conveniences. I learnt 35 years ago that a
                           lavatory must be as clean as a drawing-room.”
                                                                     24 May 1925




India is ranked as the second worst country for sanitation




                              © Confederation of Indian Industry
600
  mn toilets




        Shit
        is good business




      © Confederation of Indian Industry
What?        1stW solns ≠ 3rdW needs               India, a
  Why?                                             world in itself


             potential = gap + challenge

                                     Next big export




          Poverty in the EU & the US
                                                            Show the way (process)
                 New biz models
                                                            Meet unmet needs (soln)
     Affordability thru scale for penetration
                                                   Energy, health, sanitation, water, education
              Energy, health, jobs



                                                                       Successes
                                         Infrastructure
                                                                       HUL-Shakti
                                           Experience
          Drivers                                                         Selco
                                            Networks
Shortages/deficits – scramble                                            NDDB
                                           Institutions
      Entrepreneurship                                                    HITW
                                         Collaborations
        Market opps                                                        ITC
                                           Recognition
                                                                       H2O purifier
                                             Finance
                                                                        M-banking




                                © Confederation of Indian Industry
© Confederation of Indian Industry
Four characteristics of SI2

• add value to the life of the people much beyond
  the immediate use of the product or service
• create a product or service of an
  uncompromising quality at a price that is
  affordable
• address the challenge of resource use efficiency
  to manage drastically low cost structures
• scalable and replicable to suit requirements of
  local circumstances and complexities

                 © Confederation of Indian Industry
Often, constraints to growth lie within


•   Policies/ regulations                    • Project approach
•   Infrastructure deficit                   • Iterative & not linear
•   Finance scarcity                         • Detached business
•   Customer knowledge                         strategy/ model
•   Cultural differences                     • High costs/ overheads
                                             • Need based

                 External                                   Internal



                     © Confederation of Indian Industry
Why is BMI important?

Constant need to find new ways to grow and remain competitive



New competition comes with radically different business models



Industry structures are transforming




                       © Confederation of Indian Industry
In which industry is




            © Confederation of Indian Industry
What industry are they in?




            © Confederation of Indian Industry
© Confederation of Indian Industry
01 / Shaadi.com
For proving that marriage, Indian-style, works online as well as off. This year, the world's largest
matrimonial site plans to open retail sites for marriage counselors for its 20 million registered users.
02 / Tata Motors
For leveraging its knowledge of the Indian market. Since the launch of the Indica in 1999, Tata Motors
has launched products such as the Nano, Aria, Indigo and a host of commercial and utility vehicles that
meet the particular transport needs of Indian consumers and businesses.
03 / HarVa
For expanding India's outsourcing industry to rural areas. Created to "harness the value of rural India"--
and head off the loss of outsourcing businesses to even lower-cost locations than Bangalore or Mumbai--
HarVa is one of India's first rural business process outsourcing (BPO) operation. HarVa trains young rural
people, especially women, to develop technical skills, from data entry to software testing.
04 / Apollo Telemedicine Networking Foundation
For scaling telemedicine. With more than 150 telemedicine centers across the globe, Apollo offers mobile
telemedicine units in areas where there are no hospitals, remote consultations, and ICU monitoring. Its
web-enabled telemedicine app, Medintegra WEB, allows doctors, nursing homes, and hospitals to better
treat patients in rural areas.
05 / Gram Vaani (Village Talk)
For making community radio possible in villages and small towns. Gram Vaani's simple server and
software helps rural communities create their own radio stations. Twelve are broadcasting today, with
even more in the queue.
                                     © Confederation of Indian Industry
06 / Invention Labs
For giving a "voice" to speech-impaired children. The company's AVAZ device interprets the gross motor
movements of a child and uses predictive software to help users form sentences, which it then reads
aloud. It also includes a portable touch-screen voice synthesizer, which can be easily mounted on a
wheelchair.
07 / A Little World
For taking banking to the remotest of villages in India. Relying on biometric authentication, it connects
more than 3 million customers to 25 major banks, which allows them to expand without branches. It also
provides a means for disbursing various government payments to the poor.
08 / Digital Green
For crowdsourcing instructional videos. To reach the legions of Indian farmers that ignore instructional
media from the agriculture industry, Digital Green turned the camera over to a more trusted teacher: their
peers. The company lets select villagers film themselves demonstrating new agricultural techniques.
Then, after checking for accuracy, it screens them for the farmers using handheld projectors.
09 / Fabindia
For connecting more than 40,000 traditional craftspeople with the world's growing urban middle class.
Through its website and 136 retail stores (including one each in Rome, Kathmandu, and Dubai),
Fasbindia sells clothing and products for the home, all of which are sourced from villages across India.
10 / Godrej Group
For introducing refrigeration to India's rural masses. The Godrej ChotuKool costs roughly $70, does not
have a compressor and runs on batteries.
                                    © Confederation of Indian Industry
“Business model innovation it is a top priority of CEOs.”




                   © Confederation of Indian Industry
Why do Business Model Innovation?
         Benefits cited by business model innovators




Source: IBM Global CEO Study 2006
                                    © Confederation of Indian Industry
Why do Business Model Innovation?
         Profit outperformers focus on business model innovation




Source: IBM Global CEO Study 2006
                                    © Confederation of Indian Industry
Why do Business Model Innovation?
         Operating margin growth in excess of competitive peers




Source: IBM Global CEO Study 2006
                                    © Confederation of Indian Industry
Why do Business Model Innovation?
         Business model innovators outperform traditional innovators




Source: Businessweek / BCG Innovation Survey 2008
                                                    © Confederation of Indian Industry
WHAT IS A BUSINESS MODEL?




            © Confederation of Indian Industry
What is a business model?
Simplest form


                                 What




                How                                   Who



                 © Confederation of Indian Industry
How innovative is your business model?
         The Business Model Evaluation Spider


                       Dimension                                                Scale
                                           1                                                                                                      5
                       approach            traditional                                                                                 innovative
        Who            Customers           existing customers                                                             3rd tier noncustomers
                       Profitability       most profitable                                                                        least profitable
                       Satisfaction        most satisfied                                                                           least satisfied
                       Segmentation        differences                                                                             commonalities
                       Buyer               single buyer                                                                          chain of buyers
                       Attributes vs       attributes                                                                              circumstances
                       Circumstances
        What           Total Solution      single product                                                           total solution; experiences
                       Appeal              according to industry (either functional or emotional)                   against conventional logic
                       Product vs          product                                                                                     function
                       Function
                       Features            improve and raise                                             selectively raise, reduce, create, and
                                                                                                                                        eliminate
        How            Customer interface conventional logic                                            experiences; every element of buying
                                                                                                                                cycle addressed
                       Revenue streams     conventional logic                                                                       new streams
                       and pricing                                                                                               strategic pricing
                       Cost                not aligned with strategic price of the masses           aligned with strategic price of the masses
                       Activity system     low fit, me too logic                                            high fit, creative rearrangement of
                                                                                                                                        activities
                       Assets              existing assets                                                                            new assets



                                                      © Confederation of Indian Industry
Source: Marc Sniukas
How innovative is your business model?
         The Business Model Evaluation Spider



                                                                       Assets
                                                                       5
                                                     Activity System                   Customers

                                                                       4
                                                    Cost                                           Profitability

                                                                       3

                              Revenue Streams                                                              Satisfaction
                                                                       2


                                                                       1
                           Customer Interface                                                                Segmentation




                                         Features                                                       Buyer




        1 = conventional me too                  Function                                    Circumstances
        2 = imitative innovation
                                                               Appeal         Total Solution
        3 = slightly innovative; some new ideas; not too risky
        4 = innovative; risky new ideas
        5 = radically different
                                                      © Confederation of Indian Industry
Source: Marc Sniukas
What is the
Business model

for the
next gen enterprise




              © Confederation of Indian Industry
Business model for the next gen enterprise



                              Return




                                                       Target
          Enablers
                                                      Segment

                        Value Creation




               Investme
                                           Delivery
                  nts




                 © Confederation of Indian Industry
THANK YOU!

Sachin Joshi
Em: sachin.joshi@cii.in
Tw: sachin_joshi




                     © Confederation of Indian Industry

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Business Model Innovation for Next Generation Enterprise

  • 1. Business Model Innovation Sustainable & Inclusive © Confederation of Indian Industry
  • 2. We live in a volatile world Financial markets Commodities Climate change Governance & Regimes Consumers © Confederation of Indian Industry
  • 3. Every one seems to be falling short of delivery © Confederation of Indian Industry
  • 4. Future is what we create Pressure on the Planet = f ( # of People) X (Quality of Life) 7 Billion Food, Energy, Water, Transportation, Housing, lifestyles Pressure on the Planet = f ( # of People) X (Quality of Life) 9 Billion Respectable QoL for All © Confederation of Indian Industry
  • 5. Create value through transformation +++ Transformative New markets BoP Energy positive buildings Mobility solutions Radical Solutions for the Sustainability poor Value IT@help Resource saving Incremental Electric cars Alignment with business Renewables Reactive Community initiatives Reacting to Resource conservation outside pressure Policies & systems in an ad-hoc way + + Business Value +++ © Confederation of Indian Industry
  • 6. NEW OPPORTUNITIES NEW MODELS © Confederation of Indian Industry
  • 7. Let’s farm the SI2 opportunity! © Confederation of Indian Industry
  • 8. Math the energy & water wasted That’s the SI2 opportunity! © Confederation of Indian Industry
  • 9. 2bn energy connections © Confederation of Indian Industry
  • 10. "I shall have to defend myself on one point, namely, sanitary conveniences. I learnt 35 years ago that a lavatory must be as clean as a drawing-room.” 24 May 1925 India is ranked as the second worst country for sanitation © Confederation of Indian Industry
  • 11. 600 mn toilets Shit is good business © Confederation of Indian Industry
  • 12. What? 1stW solns ≠ 3rdW needs India, a Why? world in itself potential = gap + challenge Next big export Poverty in the EU & the US Show the way (process) New biz models Meet unmet needs (soln) Affordability thru scale for penetration Energy, health, sanitation, water, education Energy, health, jobs Successes Infrastructure HUL-Shakti Experience Drivers Selco Networks Shortages/deficits – scramble NDDB Institutions Entrepreneurship HITW Collaborations Market opps ITC Recognition H2O purifier Finance M-banking © Confederation of Indian Industry
  • 13. © Confederation of Indian Industry
  • 14. Four characteristics of SI2 • add value to the life of the people much beyond the immediate use of the product or service • create a product or service of an uncompromising quality at a price that is affordable • address the challenge of resource use efficiency to manage drastically low cost structures • scalable and replicable to suit requirements of local circumstances and complexities © Confederation of Indian Industry
  • 15. Often, constraints to growth lie within • Policies/ regulations • Project approach • Infrastructure deficit • Iterative & not linear • Finance scarcity • Detached business • Customer knowledge strategy/ model • Cultural differences • High costs/ overheads • Need based External Internal © Confederation of Indian Industry
  • 16. Why is BMI important? Constant need to find new ways to grow and remain competitive New competition comes with radically different business models Industry structures are transforming © Confederation of Indian Industry
  • 17. In which industry is © Confederation of Indian Industry
  • 18. What industry are they in? © Confederation of Indian Industry
  • 19. © Confederation of Indian Industry
  • 20. 01 / Shaadi.com For proving that marriage, Indian-style, works online as well as off. This year, the world's largest matrimonial site plans to open retail sites for marriage counselors for its 20 million registered users. 02 / Tata Motors For leveraging its knowledge of the Indian market. Since the launch of the Indica in 1999, Tata Motors has launched products such as the Nano, Aria, Indigo and a host of commercial and utility vehicles that meet the particular transport needs of Indian consumers and businesses. 03 / HarVa For expanding India's outsourcing industry to rural areas. Created to "harness the value of rural India"-- and head off the loss of outsourcing businesses to even lower-cost locations than Bangalore or Mumbai-- HarVa is one of India's first rural business process outsourcing (BPO) operation. HarVa trains young rural people, especially women, to develop technical skills, from data entry to software testing. 04 / Apollo Telemedicine Networking Foundation For scaling telemedicine. With more than 150 telemedicine centers across the globe, Apollo offers mobile telemedicine units in areas where there are no hospitals, remote consultations, and ICU monitoring. Its web-enabled telemedicine app, Medintegra WEB, allows doctors, nursing homes, and hospitals to better treat patients in rural areas. 05 / Gram Vaani (Village Talk) For making community radio possible in villages and small towns. Gram Vaani's simple server and software helps rural communities create their own radio stations. Twelve are broadcasting today, with even more in the queue. © Confederation of Indian Industry
  • 21. 06 / Invention Labs For giving a "voice" to speech-impaired children. The company's AVAZ device interprets the gross motor movements of a child and uses predictive software to help users form sentences, which it then reads aloud. It also includes a portable touch-screen voice synthesizer, which can be easily mounted on a wheelchair. 07 / A Little World For taking banking to the remotest of villages in India. Relying on biometric authentication, it connects more than 3 million customers to 25 major banks, which allows them to expand without branches. It also provides a means for disbursing various government payments to the poor. 08 / Digital Green For crowdsourcing instructional videos. To reach the legions of Indian farmers that ignore instructional media from the agriculture industry, Digital Green turned the camera over to a more trusted teacher: their peers. The company lets select villagers film themselves demonstrating new agricultural techniques. Then, after checking for accuracy, it screens them for the farmers using handheld projectors. 09 / Fabindia For connecting more than 40,000 traditional craftspeople with the world's growing urban middle class. Through its website and 136 retail stores (including one each in Rome, Kathmandu, and Dubai), Fasbindia sells clothing and products for the home, all of which are sourced from villages across India. 10 / Godrej Group For introducing refrigeration to India's rural masses. The Godrej ChotuKool costs roughly $70, does not have a compressor and runs on batteries. © Confederation of Indian Industry
  • 22. “Business model innovation it is a top priority of CEOs.” © Confederation of Indian Industry
  • 23. Why do Business Model Innovation? Benefits cited by business model innovators Source: IBM Global CEO Study 2006 © Confederation of Indian Industry
  • 24. Why do Business Model Innovation? Profit outperformers focus on business model innovation Source: IBM Global CEO Study 2006 © Confederation of Indian Industry
  • 25. Why do Business Model Innovation? Operating margin growth in excess of competitive peers Source: IBM Global CEO Study 2006 © Confederation of Indian Industry
  • 26. Why do Business Model Innovation? Business model innovators outperform traditional innovators Source: Businessweek / BCG Innovation Survey 2008 © Confederation of Indian Industry
  • 27. WHAT IS A BUSINESS MODEL? © Confederation of Indian Industry
  • 28. What is a business model? Simplest form What How Who © Confederation of Indian Industry
  • 29. How innovative is your business model? The Business Model Evaluation Spider Dimension Scale 1 5 approach traditional innovative Who Customers existing customers 3rd tier noncustomers Profitability most profitable least profitable Satisfaction most satisfied least satisfied Segmentation differences commonalities Buyer single buyer chain of buyers Attributes vs attributes circumstances Circumstances What Total Solution single product total solution; experiences Appeal according to industry (either functional or emotional) against conventional logic Product vs product function Function Features improve and raise selectively raise, reduce, create, and eliminate How Customer interface conventional logic experiences; every element of buying cycle addressed Revenue streams conventional logic new streams and pricing strategic pricing Cost not aligned with strategic price of the masses aligned with strategic price of the masses Activity system low fit, me too logic high fit, creative rearrangement of activities Assets existing assets new assets © Confederation of Indian Industry Source: Marc Sniukas
  • 30. How innovative is your business model? The Business Model Evaluation Spider Assets 5 Activity System Customers 4 Cost Profitability 3 Revenue Streams Satisfaction 2 1 Customer Interface Segmentation Features Buyer 1 = conventional me too Function Circumstances 2 = imitative innovation Appeal Total Solution 3 = slightly innovative; some new ideas; not too risky 4 = innovative; risky new ideas 5 = radically different © Confederation of Indian Industry Source: Marc Sniukas
  • 31. What is the Business model for the next gen enterprise © Confederation of Indian Industry
  • 32. Business model for the next gen enterprise Return Target Enablers Segment Value Creation Investme Delivery nts © Confederation of Indian Industry
  • 33. THANK YOU! Sachin Joshi Em: sachin.joshi@cii.in Tw: sachin_joshi © Confederation of Indian Industry

Editor's Notes

  1. Firstly, companies need to find new ways to grow and stay competitive. If a corporation with 50 billion Euro turnover wants to grow 5% every year that means generating 2.5 billion in new revenues every year. Traditionally, this has been achieved through technology, product, and service innovation. Since, these types of innovation are increasingly difficult to sustain companies are looking towards the next level and that is business model innovation.Secondly, industries are increasingly transforming because of new trends and new insurgents that compete with totally new business models. Think of the music industry. The major record companies were not prepared for the digitization of music and new players like Apple with their iPod/iTunes business model occupied their space. As a company you need to be prepared for those industry shifts.Thirdly, traditional industry boundaries are disappearing. In which industry is Apple? Is it hardware, is it software, is it entertainment, is it logistics? Well, Apple has to master parts of all those industries. The unit of analysis is not the industry anymore, but the business model. That’s a totally different kind of thinking.
  2. In which industry is Apple? Is it hardware, is it software, is it entertainment, is it logistics? Well, Apple has to master parts of all those industries. The unit of analysis is not the industry anymore, but the business model. That’s a totally different kind of thinking.4:02 p.m. | Updated At the end of regular trading Tuesday, Exxon was again the most valuable company. Apple’s market cap was $346.74 billion vs. Exxon’s $348.32 billion.In 1996, Apple Computer, the venerable founder of the personal computer,was struggling to stay afloat.Now, 15 years later, Apple is the most valuable company in the world in terms of market capitalization.On Tuesday, the maker of iPhones, iPads and Macs, passed Exxon Mobil, the energy company, to take the title as the stock market’s most valued company. At 2:30 p.m., Apple’s stock was $366.62, up $10.66, or 3.02 percent, giving it a market valuation of $337.11 billion. Exxon Mobil was $68.90, down $1.45, or 2.07 percent, with a market valuation of $333.54 billion, nearly $4 billion less than Apple.Just three weeks ago Apple was $50 billion shy of  being crowned with the title of the world’s most valuable company. But that was before oil prices started falling and a broad stock market sell-off that drove Exxon’s stock price down faster than Apple’s fell.“This all goes back to Apple’s distillation when it changed its name from Apple Computer, to Apple, and their role as a technology influencer in everything we touch,” said Charles Golvin, an analyst specializing in mobile technology for Forrester Research. “Over the years Apple has become a massive force on our digital lifestyles, and they way that we connect with each other.”Much of Apple’s revival can be credited to Steven P. Jobs, the company’s co-founder and chief executive. Mr. Jobs, who left Apple in 1985 to start NeXT Computers, rejoined Apple in 1997, reorganizing the company’s focus, product line and management team.