This document outlines a presentation on designing business models and business ecosystems. The presentation covers modeling your own business and common business models using frameworks like the business model canvas. It also discusses modeling your business ecosystem and provides key lessons. Sample slides are provided that define business model frameworks, compare different frameworks, and provide guiding questions for using the business model canvas to model a business. Common business models like one-time sales and subscription models are illustrated using the business model canvas.
“Software is eating the world” said Netscape founder Marc Andreessen in his Wall Street Journal 2011 op-ed to describe how digital technology has transformed the world of business. We divide the disruption into two stages; efficient pipelines disrupting inefficient pipelines and platforms disrupting pipelines. Most Internet applications during the 1990s involved the creation of highly efficient pipelines—online systems for distributing goods and services that out-competed incumbent industries. Online pipelines tended to have very low marginal costs of distribution—sometimes as low as zero. This allowed them to target and serve large markets with much smaller investment. We are now in stage two where platforms disrupt pipelines. They bring news sources of supply to market, change value consumption by facilitating new forms of consumer behavior, change quality control through crowd sourced curation, and bring new market middlemen by aggregating fragmented markets.
Die Präsentation zeigt die Anwendung des Konzepts der Produkt-Markt-Matrix nach Ansoff im Rahmen der Strategieanalyse und des Strategischen Managements zum Zwecke der Strategiefindung. Sie erklärt das Prinzip der Produkt-Markt-Matrix und enthält Beispiele für Produkt- und Servicebereiche sowie Templates für deren Bearbeitung.
Sustainable Product & Business Model InnovationThreebility
Lecture notes for the 2018 module Sustainable Product & Business Model Innovation at Steinbeis University Berlin.
The lecture presents established and novel methods for product and business model innovation with a focus on profitability and sustainability (triple bottom line). 38 sustainable business model examples in the are of the circular economy, collaborative & sharing economy and Internet of Things are included. A collaborative sustainable innovation method based on the Sustainable Business Model Canvas is presented as well.
The methods taught in this course have been applied and implemented in practice in a wide range of industries and can be downloaded for free at threebility.com.
The concepts taught in this course have been introduced in several other universities. If you are a university lecturers wishing to introduce these methods into your curriculum, please get in touch.
The Business Model Canvas is a strategic management and lean startup template for developing new or documenting existing business models. The presentation is a summary and explanation of key building blocks of the business model canvas.
This report provides an analysis regarding the identification and evaluation of the strategies that H&M might adopt for increasing its investments and growth by utilizing BCG model and for prioritizing the investments by exploiting GE McKinsey, Ashridge model and the analysis from the strategic review. Moreover, for the growth of the company, among the available frameworks, the one of Blue Ocean Strategy was implemented because a free space of innovation was identified. Furthermore, H&M’s internationalization opportunities were found by assessing the attractiveness of the market through PESTEL analysis, CAGE framework and competitive characteristics. Finally, the report provides a detailed analysis for areas of internal improvements, what the company should plan for developing them and how is going to supervise the process.
Platform Revolution - Ch 02 Network Effects: Power of the PlatformGeoff Parker
Contents: (1) Two sided market definitions (2) How demand- and supply-side economies of scale differ (3) Free goods: when and why to subsidize one side or the other (4) How switching and homing costs affect winner take all outcomes.
These slides provide course materials that complement the second chapter of Platform Revolution: How Networked Markets are Transforming the Economy and How to Make Them Work for You. The final slides provide additional reading suggestions for industry and academia.
“Software is eating the world” said Netscape founder Marc Andreessen in his Wall Street Journal 2011 op-ed to describe how digital technology has transformed the world of business. We divide the disruption into two stages; efficient pipelines disrupting inefficient pipelines and platforms disrupting pipelines. Most Internet applications during the 1990s involved the creation of highly efficient pipelines—online systems for distributing goods and services that out-competed incumbent industries. Online pipelines tended to have very low marginal costs of distribution—sometimes as low as zero. This allowed them to target and serve large markets with much smaller investment. We are now in stage two where platforms disrupt pipelines. They bring news sources of supply to market, change value consumption by facilitating new forms of consumer behavior, change quality control through crowd sourced curation, and bring new market middlemen by aggregating fragmented markets.
Die Präsentation zeigt die Anwendung des Konzepts der Produkt-Markt-Matrix nach Ansoff im Rahmen der Strategieanalyse und des Strategischen Managements zum Zwecke der Strategiefindung. Sie erklärt das Prinzip der Produkt-Markt-Matrix und enthält Beispiele für Produkt- und Servicebereiche sowie Templates für deren Bearbeitung.
Sustainable Product & Business Model InnovationThreebility
Lecture notes for the 2018 module Sustainable Product & Business Model Innovation at Steinbeis University Berlin.
The lecture presents established and novel methods for product and business model innovation with a focus on profitability and sustainability (triple bottom line). 38 sustainable business model examples in the are of the circular economy, collaborative & sharing economy and Internet of Things are included. A collaborative sustainable innovation method based on the Sustainable Business Model Canvas is presented as well.
The methods taught in this course have been applied and implemented in practice in a wide range of industries and can be downloaded for free at threebility.com.
The concepts taught in this course have been introduced in several other universities. If you are a university lecturers wishing to introduce these methods into your curriculum, please get in touch.
The Business Model Canvas is a strategic management and lean startup template for developing new or documenting existing business models. The presentation is a summary and explanation of key building blocks of the business model canvas.
This report provides an analysis regarding the identification and evaluation of the strategies that H&M might adopt for increasing its investments and growth by utilizing BCG model and for prioritizing the investments by exploiting GE McKinsey, Ashridge model and the analysis from the strategic review. Moreover, for the growth of the company, among the available frameworks, the one of Blue Ocean Strategy was implemented because a free space of innovation was identified. Furthermore, H&M’s internationalization opportunities were found by assessing the attractiveness of the market through PESTEL analysis, CAGE framework and competitive characteristics. Finally, the report provides a detailed analysis for areas of internal improvements, what the company should plan for developing them and how is going to supervise the process.
Platform Revolution - Ch 02 Network Effects: Power of the PlatformGeoff Parker
Contents: (1) Two sided market definitions (2) How demand- and supply-side economies of scale differ (3) Free goods: when and why to subsidize one side or the other (4) How switching and homing costs affect winner take all outcomes.
These slides provide course materials that complement the second chapter of Platform Revolution: How Networked Markets are Transforming the Economy and How to Make Them Work for You. The final slides provide additional reading suggestions for industry and academia.
What is an innovation?
Why the case for innovation is even stronger today?
Product innovation
Explain why some product innovations are unsuccessful.
Examine the process of product innovation.
New Product Development (NPD) framework.
Evaluate the merits of NPD framework.
Why some innovations are popular/unpopular?
Chapter 4 - Standards Battles and Design DominanceWahyu Yudistira
Dominant design A single product or process architecture that dominates a product category—usually 50 percent or more of the market. A dominant design is a “de facto standard,” meaning that while it may not be officially enforced or acknowledged, it has become a standard for the industry.
CEO's need to change the way their companies do business. Why? How? and... Do it Different! Check out these 3 key messages in detail. This presentation was held at the CEO Forum in Taipei, Taiwan.
Solution manual for marketing real people, real choices [rental edition], 10t...Salehkhanovic
SOLUTION MANUAL FOR MARKETING: REAL PEOPLE, REAL CHOICES – RENTAL 10TH EDITION
AUTHOR(S) : MICHAEL R. SOLOMON, GREG W. MARSHALL, ELNORA W. STUART
This Solution Manual include all chapters of textbook.
Organisational ambidexterity is key to driving long-term growth and success within any business. We explore what organisational ambidexterity is, what it means for you, and how you can achieve it.
Communication & Technology Companies - Ecosystem vs. Ecosystemaccenture
Winners broker capability via ecosystem-based platforms. Business success goes to the ecosystem that best directs its capabilities and talent to co-create solutions consumers love, creating a platform to meet their ever-changing needs. Learn more: http://bit.ly/1Ts1ISY.
Introduction to a methodology and mindset @ Design Thinking Week Warsaw 2015, Centrum Zarządzania Innowacjami i Transferem Technologii Politechniki Warszawskiej
What is an innovation?
Why the case for innovation is even stronger today?
Product innovation
Explain why some product innovations are unsuccessful.
Examine the process of product innovation.
New Product Development (NPD) framework.
Evaluate the merits of NPD framework.
Why some innovations are popular/unpopular?
Chapter 4 - Standards Battles and Design DominanceWahyu Yudistira
Dominant design A single product or process architecture that dominates a product category—usually 50 percent or more of the market. A dominant design is a “de facto standard,” meaning that while it may not be officially enforced or acknowledged, it has become a standard for the industry.
CEO's need to change the way their companies do business. Why? How? and... Do it Different! Check out these 3 key messages in detail. This presentation was held at the CEO Forum in Taipei, Taiwan.
Solution manual for marketing real people, real choices [rental edition], 10t...Salehkhanovic
SOLUTION MANUAL FOR MARKETING: REAL PEOPLE, REAL CHOICES – RENTAL 10TH EDITION
AUTHOR(S) : MICHAEL R. SOLOMON, GREG W. MARSHALL, ELNORA W. STUART
This Solution Manual include all chapters of textbook.
Organisational ambidexterity is key to driving long-term growth and success within any business. We explore what organisational ambidexterity is, what it means for you, and how you can achieve it.
Communication & Technology Companies - Ecosystem vs. Ecosystemaccenture
Winners broker capability via ecosystem-based platforms. Business success goes to the ecosystem that best directs its capabilities and talent to co-create solutions consumers love, creating a platform to meet their ever-changing needs. Learn more: http://bit.ly/1Ts1ISY.
Introduction to a methodology and mindset @ Design Thinking Week Warsaw 2015, Centrum Zarządzania Innowacjami i Transferem Technologii Politechniki Warszawskiej
Parts Without a Whole? – The Current State of Design Thinking Practice in Org...Jan Schmiedgen
A presentation I gave in November 2015 at the "Warsaw Design Thinking Week" in Poland: It introduces our study of the same title and also gives some information beyond that.
Some of the key headings of this presentation:
Ecosystem business models are behind most startups
Apple GDP: The iOS ecosystem has grown to $180B
Android GDP: an ecosystem valued at $260B
How did Apple, Google build ecosystem empires? What can history teach us?
Apple, Google emerged out of the ashes of 20+ dead platforms.
- Apple / Google built ecosystems, not just platforms
- iOS, Android built app ecosystems with superior economics
To compete, challengers have to achieve the impossible...
Es gibt keine 'Produkte', es gibt nur 'Service': Unternehmensstrategie neu de...Jan Schmiedgen
Slides zu meinem Talk zum UX-DAY 2017 (http://ux-day.de):
Eine Fortsetzung industrieller ‘Produktstrategiedenke’ könnte zur Achillesferse der deutschen Wirtschaft werden. Ein möglicher Ausweg aus unserem ingenieurskulturellen Dilemma wäre eine stringente Service-Logik des Wirtschaftens. Denn auch im Land der Maschinenverehrer gilt: Menschen kaufen keine Produkte, sie suchen Lösungen! Unternehmen sollten wissen ‚welche’, denn es gilt die Maxime: ‚Bevor Du die Dinge richtig baust, bau erst mal die richtigen Dinge!’ Die Linse der Service-Dominanten Logik kann dabei sehr hilfreich sein.
Intro to Product Management and Business Model Canvas (BMC)Mulyadi Oey
A set of slides that I had used to describe what Product Management in general is and how to utilize Business Model Canvas (BMC) to help organizations / startups in finding their product-market fit.
Alex Osterwalder has given the world the most innovative yet simple model to Design a Business Model. This presentation is based on his classic book Business Model Generation.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Business Model Canvas is a Strategic Management and Lean Startup template for developing new or redesigning existing business models to create competitive advantage.
Based on the framework developed by Strategyzer, the canvas is presented as a visual chart with 9 building blocks. These elements cover the areas of the organization's core offering, infrastructure, customers, and finances. They include: Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships and Cost Structure.
This innovative and increasingly popular tool can be used in a collaborative setting such as a strategy planning workshop. It helps organizations to align their activities by illustrating and discussing potential trade-offs in a structured manner. It is a hands-on tool that fosters understanding, discussion, creativity, and analysis.
This presentation provides a basic overview of the Business Model Canvas. It is intended to provide users with basic knowledge of the approach to business modeling. It is most suitable for a half-day or one-day workshop to familiarize participants with the Business Model Canvas, and its other concepts and tools, e.g. Design Thinking, Value Proposition Canvas.
LEARNING OBJECTIVES
1. Understand the key concepts of business model thinking.
2. Acquire knowledge of the 9 building blocks of the Business Model Canvas for value creation.
3. Learn how to apply the Business Model Canvas to map out your current business model for understanding and analysis.
4. Gain basic knowledge of the Business Model design process and related frameworks.
CONTENTS
1. Introduction to Business Model Thinking
2. The 9 Building Blocks
3. The Business Model Canvas
4. Business Model Design Process
5. Basics of Design Thinking
6. The Value Proposition Canvas
7. Presenting the Business Model Canvas - Do's and Don'ts
Appendix: Additional Slides & Templates
To download this complete presentation, visit:
http://www.oeconsulting.com.sg
Speaker: Don Duval, Vice President, Business Services, MaRS
Using a case study example, Don discusses the importance of understanding and refining your business model in order to grow your business and maintain a sustainable competitive advantage in the marketplace.
Part of the MaRS CIBC Presents Entrepeneurship 101 lecture series: http://www.marsdd.com/ent101
10 steps to product market fit - Ash MauryaStartupfest
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Putting the SPARK into Virtual Training.pptxCynthia Clay
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
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Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
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VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
The effects of customers service quality and online reviews on customer loyal...
Business models and ecosystems
1. Designing Business Models
(& Business Ecosystems)
Michael Weiss
Carleton University
TIM Program
michael_weiss@carleton.ca
Slide 1 Lead to Win
2. Objective
• Upon completion of this session, you will know about:
– Building blocks of a business model
– Modeling a business ecosystem
• And you will be able to:
– Create a model of your business and your ecosystem
Slide 2 Lead to Win
3. Agenda
1. Modeling your business
2. Common business models
3. Modeling your ecosystem
4. Key lessons
Slide 3 Lead to Win
4. 1. Modeling your business
• What is a business model?
Slide 4 Lead to Win
5. 1. Modeling your business
• What is a business model?
Slide 5 Lead to Win
6. Business model frameworks
• Business model frameworks
– Provide a shared vocabulary and structure for describing and
comparing business models
– Aim to be intuitive, yet comprehensive enough to capture the
nuances of business operations and strategy
• Examples of business model frameworks
– Four-box framework (Johnson, 2010)
– Six-function framework (Chesbrough & Rosenbloom, 2002)
– Four-factor framework (Muegge, 2012)
– Business model canvas (Osterwalder & Pigneur, 2010)
Read the article on Business Model Discovery in the TIM
Review, http://www.timreview.ca/article/545
Slide 6 Lead to Win
7. Comparison (1)
Four-box framework: Six-function framework:
Seizing the White Space Open Innovation
1) Customer value proposition 1) Value proposition
2) Profit formula 2) Market segment
3) Key resources 3) Value chain
4) Key processes 4) Cost structure/profit potential
5) Value network
6) Competitive strategy
Slide 7 Lead to Win
8. Comparison (2)
Nine building blocks: Four-factor framework:
Business Model Canvas Business Model Discovery
1) Customer segments 1) Importance (pain point)
2) Value propositions 2) Stakeholder value propositions
3) Channels 3) Profit formula
4) Customer relationships 4) Capabilities (these include
resources and processes)
5) Revenue streams
6) Key resources
7) Key activities
8) Key partnerships
9) Cost structure
Slide 8 Lead to Win
9. Business model canvas
Key partners Key activities Value Customer Customer
proposition relationships segments
Key Channels
resources
Cost structure Revenue streams
Slide 9 Lead to Win
10. Guiding questions (1)
Offer • What value do your deliver to the customer?
• Value • What customer problem are you solving?
proposition • Which jobs are you helping them get done?
• Which customer segments do you serve? What
products and services do you offer to each?
Customers • Who are you creating value for?
• Customer • How do you segment your market and which
segments segment (“niche”) do you focus on initially?
• Customer • How do you acquire, keep, and grow your
customer base (customer relationships)?
relationships
• How do you reach those customers?
• Channels
Slide 10 Lead to Win
11. Guiding questions (2)
Profit Formula • What value are customers willing to pay for?
• Revenue • What revenue streams do you have, and how
streams much does each stream contribute?
• Cost structure • What are your most are most expensive?
activities/resources
important costs? Which
• Is your business model cost- or value-driven?
Infrastructure • What resources/activities are required in order
to deliver the value to the customer?
• Key
resources • Examine your distribution channels, customer
relationships, and revenue streams!
• Key activities • Who are your key suppliers and partners (eg
• Key partners intermediaries, complementors)?
• Which resources/activities do you acquire?
Slide 11 Lead to Win
12. Business model canvas tools
• Most common way of using the canvas is the paper
version: describe your business model in 15 min
– A PDF version of the canvas can be downloaded here: http://
businessmodelgeneration.com/canvas
• There are various online tools that support editing and
collaboration of business model canvases
– A Google Docs version is here: http://agile.dzone.com/news/
how-create-business-model (go to File | Make a copy...)
• There are also mobile apps that help you capture and
share your business model designs
– http://businessmodelgeneration.com/toolbox
– http://www.businesscanvas.co/app-tour (a LTW company!)
Slide 12 Lead to Win
13. 2. Common business models
• Examples of using the canvas
– One-time sales model
– Subscription model
– Multi-sided platform model
– Freemium model
• Legend
– Flow of value to customers V
– Flow of value to company $
Slide 13 Lead to Win
14. One-time sales model
Design
ld
an d bui
pro duct
rs er
Supplie Value Custo m
ion t
pro posit segmen
rs
Eng inee t
& sales Interne
IP Sales
force
Pro duct Hu man Pro duct
es
develo p
ment reso urc sales
Slide 14 Lead to Win
15. Subscription model
Design
an d bui
ld Access
y
ser vice capabilit
er
d Custo m
eg Clo u segmen
t
r
pro vi de
e rs Access
Develo p
nt/
to conte
Ser vice ser vice
hosting
Salaries
d ng
Ser vice eg Clo u Ba se Recurri
ment fee fee fee
develo p
cost
Slide 15 Lead to Win
16. Multi-sided platform model
k er
Develo p Value Networ Custo m
ain ion effect segmen
t
& maint pro posit
platfor m #1 #1
er
Platfor m Value Custo m
t
pro posit
ion segmen
#2 #2
Platfor m Revenue Revenue
ment
develo p flo w #1 flo w #2
& mgmt
Slide 16 Lead to Win
17. Freemium model
Develo p Free ba
sic Large
ain base of
& maint ser vice
platfor m e rs
free us
ase
Platfor m Premiu m Small b
g
ser vice of payin
users
Fixe d Cost of Cost of Free ba
sic Pai d
costs free premiu m ser vice premiu m
ser vice ser vice ser vice
Slide 17 Lead to Win
19. FixMyStreet.com canvas
Develo p ls
urce & maint
ain re d Referra Resi den
ts
Open so ize Empowe
co m mun
ity platforCusto m
m
citizens
(platfor
m) platfor m
ts urce d City
Resi den Open so Re duce Web & s
(reports
)
platfor m costs mobile a
pp Co uncil
ation Sales
Platfor m Custo miz
ment Free Ser vice
develo p access fees
& mgmt
Slide 19 Lead to Win
20. 3. Modeling your ecosystem
• Strategy traditionally focused on execution
• Execution focus is on developing value proposition,
operations, and monitoring competition
• Creates a blind spot that hides dependencies
• Wide-lens perspective: expand your focus to your
entire ecosystem (partners and environment)
• Delivery of your value proposition depends on your
ability to align your strategy with your partners
Slide 20 Lead to Win
21. Ecosystem risks
• Co-innovation risk: who else needs to innovate in
order to your innovation to succeed?
– Success of an innovation depends on complementors
(technology, procedure, or organization)
– Help your weakest complementor to succeed
• Adoption chain risk: who else needs to adopt your
innovation before end-consumers can assess it?
– Uncertainty of market success increases with number of
intermediaries that must adopt innovation
– Identify bottleneck partner in adoption chain and either i)
subsidize them, ii) focus on a niche and provide exclusivity, or
iii) circumvent them via an alternative path
Slide 21 Lead to Win
22. Value blueprint
• Value blueprint is about constructing a picture of your
entire ecosystem at the start
• Judge risk of all required ecosystem elements as red
(show stopper), yellow, or green
• Need to move a cohort of partners in the same
direction: need to reassign value captured to the
weakest link in your ecosystem
• Value blueprint is a map that makes your ecosystem
and dependencies explicit
Slide 22 Lead to Win
23. What a value blueprint shows
• End customer (who ultimately adopts?)
• Your own project (what do you need to deliver?)
• Suppliers (what inputs do you need?)
• Intermediaries (what stands between you and your
end customer? who touches your offer?)
• Complementors (what else is required before each
intermediary adopts the offer & moves forward?)
• Co-innovation and adoption chain risks
Slide 23 Lead to Win
24. Value blueprint (template)
Supplier 1
You Intermediary End
Supplier 2 Customer
Supplier 3
Supplier to
Complementor 1
Complementor
Supplier to
Complementor 1 24
Supplier to
Complementor 2 Complementor 2
Slide 24 Lead to Win
25. Battle of e-readers: Sony vs Amazon
• Sony and Amazon built ecosystems using the same
pieces (e-books, e-readers, publishers, store, ...)
• Sony’s competence was in hardware, left a blind spot
wrt the dependencies on content providers
E-Ink Screen
Other Sony End
Retailers
Components Reader Customer
Sony DRM
Connectivity
Sony vis USB
Authors Publishers Connect
Slide 25 Lead to Win
26. Amazon’s Kindle ecosystem
• Amazon was well-positioned in the e-book ecosystem,
but its expertise was not in hardware
• Different from Sony, Amazon played the role of an
integrator, delivering a whole customer solution
Connectivity
via wireless
Amazon Amazon End
Kindle .com Customer
Amazon
DRM
Authors Publishers
Slide 26 Lead to Win
27. Leadership prism
• Tool to assess benefit to each actor in the value
blueprint: surplus = relative benefit – cost
Relative Cost Surplus
benefit
Partner A
Partner B
Partner C
Value
proposition Partner D
Partner E
Partner F
Slide 27 Lead to Win
28. 4. Key lessons
• Business model canvas allows you to test your
assumptions about your business
• Value blueprint and leadership prism allow you to
model your role in a business ecosystem
• Business model canvas gives you your customer
value, unique advantage, and financials
• Value blueprint and leadership prisms allow you to
articulate the value for your partners
Slide 28 Lead to Win
29. Further readings
• Johnson, M. (2010), Seizing the White Space:
Business Model Innovation for Growth and Renewal,
Harvard Business Press
• Osterwalder, A. & Pigneur, Y. (2010), Business Model
Generation, John Wiley & Sons
• Muegge, S. (2012), Business model discovery by
technology entrepreneurs, April, TIM Review
• Adner, R. (2012), The Wide Lens, Portfolio/Penguin
Slide 29 Lead to Win
30. Highly recommended
• If you enjoyed this presentation, you may like these
articles on technology entrepreneurship …
http://www.timbooks.ca
http://amzn.to/VNKxlx
Slide 30 Lead to Win