Presentation 'Competing for the future' delivered by Maarten Koomans at India's National Competitiveness Forum 2014

1. Institute for Competitiveness, Friday September 26th, 2014
COMPETING
FOR THE FUTURE

2. MY MESSAGE
FOR TODAY…

3. COMPETiNG
HAS CHANGED

4. NEW TOOLS "
NEW SKILLS
NEW MINDSET

5. John Meada,
YOUR NEXT
CEO IS A DESIGNER

6. A STAR`" T-UP

7. A SME/COR`"PORATE

8. WHY?

9. BUSINESS AS USUAL
IS DEAD

10. BUSINESS PLANS ARE
SO 1980

11. A SHORT
INTRODUCTION

12. Insert"hoekloos"picture"
OUR FAMILY BUSINESS

13. VALUE BASED HEALTHCARE
M.E. OF COMPETITIVENESS

15. WE WANTED TO
DISRUPT THE
PUBLISHING
INDUSTRY

18. 24 USD

19. 36 USD

20. 54 USD

21. 81 USD

22. 243 USD

23. OVER 1 MILLION
30 TRANSLATIONS

25. MOST ADDED
VALUE IN
VALUE
PROPOSITION
DESIGN

26. PUBLISHED
IN OCTOBER

27. WHY IS
BUSINESS
MODELING SO
POPULAR?

30. DISRUPT BEFORE
WE ARE
DISRUPTED

31. Insights from Moments of Impact:
UNFORESEEN
TURBULENCE IS
A CONSTANT
FEATURE IN
OUR WORLD

32. VUCA – WORLD:
NON-STOP VOLATILITY,
UNCERTAINTY,
COMPLEXITY AND
AMBIQUITY

33. LIKE AN AMUSEMENT
`"
PARK: FULL `"
OF
THRILLING RIDES. `"
NOT
ALL OF THEM `"
ARE FUN."
Source:"Moments"of"Impact"

34. THE WORLD
HAS CHANGED

35. IN
PRODUCTION

36. FROM TH`" IS…

37. TO TEC`H" SHOP.

38. IN PUBLIC
TRANSPORT

39. FROM TH`" IS…

40. TO U`B" ER

41. IN
OWNERSHIP

42. FROM T`" HIS…

43. TO BMW DR`" IVENOW.

44. IN
RETAIL

45. FROM SH`" OP…

46. TO AM`A" ZON

47. IN
MUSIC

48. FROM REC`O" RD SHOP

49. TO STRE`" AMING

50. THE RULES OF
BUSINESS HAVE
CHANGED

51. 1 SINGLE
QUESTION

52. WHERE IS
VALUE"
CREATED?

53. NEW TOOLS "
NEW SKILLS
NEW MINDSET

54. IMAGINE
(BOARDROOM)
CONVERSATIONS…

55. THE BUSINESS
MODEL CANVAS

56. A"BUSINESS"MODEL""
DESCRIBES"THE"RATIONALE""
OF"HOW"AN"ORGANIZATION"
CREATES,"DELIVERS,"AND"
CAPTURES"VALUE"

57. 1 CUSTOMER SEGMENTS

58. UNDERSTANDING
ALL ABOUT YOUR
CUSTOMERS

59. CLAYTON
CHRISTENSEN

60. WHAT ABOUT THE
JOB THEY NEED TO
GET DONE?

61. 2 VALUE PROPOSITIONS

62. 3 CHANNELS

63. 4 CUSTOMER RELATIONSHIPS

64. 5 REVENUE STREAMS

65. 6 KEY RESOURCES

66. 7 KEY ACTIVITIES

67. 8 KEY PARTNERS

68. 9 COST STRUCTURE

69. CUSTOMER
SEGMENTS
KEY ACTIVITIES VALUE PROPOSITIONS
KEY PARTNERS
CUSTOMER
RELATIONSHIPS
COST STRUCTURE KEY RESOURCES
CHANNELS REVENUE STREAMS

70. EXAMPLE

72. BUSINESS MODEL CANVAS NESPRESSO

73. BUSINESS MODEL CANVAS NESPRESSO

74. BUSINESS MODEL CANVAS NESPRESSO

75. BUSINESS MODEL CANVAS NESPRESSO

76. BUSINESS MODEL CANVAS NESPRESSO

77. BUSINESS MODEL CANVAS NESPRESSO

78. BUSINESS MODEL CANVAS NESPRESSO

79. BUSINESS MODEL CANVAS NESPRESSO

80. BUSINESS MODEL CANVAS NESPRESSO

81. BUSINESS MODEL CANVAS NESPRESSO

82. BUT…,
ARE YOU SAFE?

85. CHANGE THE
PROPOSITION,
CHANGE THE
BUSINESS MODEL

87. Source:"Alex"Osterwalder"

88. LOOKS EASY.
HOW DO WE DO IT?

89. SO NOW YOU
KNOW THE
BUSINESS MODEL
CANVAS

90. HOW ARE YOU
GOING TO
COMPETE?

91. LET’S LOOK `"
AT
STRATEGYZER
`"

92. ONE MORE
EXPERIENCE…

93. BRIAN, `"
JOE &
NATHAN
`"

94. A STAR`" T-UP

95. AIRBED
N’
BREAKFAST

96. THEIR JO`"URNEY…

97. HOW THEY
DISRUPTED THE
HOSPITALITY
INDUSTRY?

98. THEIR WE`"BSITE…

99. WHAT DOES
THE AIRBNB
BUSINESS
MODEL LOOK
LIKE?

100. AIRBNB BUSINESS MODEL
Key Partners Key Activities
Key Resources
Value Proposition
Relationships Customers
Channels
Rent out your
(second) home
or extra place
on a global
platform
24/7 customer
AirBnB website
Word of mouth
Cost Structure Revenue Streams
Pleasure
travellers
Self service
(web, app)
service
Businesses
travellers
6-12%
service fee 3% of booking
Photographers
(local)
Technology Marketing Sales
Renters
Self service
(web, app)
Great
temporary
places to stay
all around the
world
Marketing
Product
development
Community
Capital
Brand
Community
Investors
Payment
partners

101. LOOKS LIKE
LEVEL 3
ALL ELEMENTS
CONNECTED

102. WE NEED
NEW SKILLS

103. HOW WE DESIGN
NEW BUSINESS
MODELS?

104. BUSINESS
PEOPLE HAVE AN
ATTITUDE…

105. DECISION
ATTITUDE
WE NEED TO
BUILD
PROTOTYPES

106. EASY TO COME
UP WITH
ALTERNATIVES,
DIFFICULT TO
CHOOSE

107. WE NEED TO
DESIGN
DIFFERENT
ALTERNATIVES

108. WE NEED TO
HOW?
ALTERNATIVES

109. OBSERVATION 1

110. OBSERVATION

111. OBSERVATION

112. WE LEARN
FROM OUR
ASSUMPTIONS

113. THINK
VISUALLY 2

114. Drawing is the
new writing

116. PROTO-TYPING
3

119. STORY
TELLING 4

121. OBSERVATION
THINK VISUAL
PROTOTYPING
STORYTELLING

122. QUESTION
How can the business model
Canvas best be used ?
Q

123. THE BUSINESS
MODEL CANVAS
CAN BE USED FOR
REDESIGN AND
INVENTION

124. HOW DOES IT
CONNECT TO
VISION, CONTEXT
AND STRATEGY

125. THE
`"
PROCESS
`"

126. THESE ARE THE
MINIMUM
STRATEGIC
CONVERSATIONS

127. IN DETAIL IT
LOOKS LIKE THIS

130. SO, WHAT NOW?
WHAT HAVE WE
DISCUSSED ?

131. 1 SINGLE
QUESTION

132. WHERE IS
VALUE"
CREATED?

133. Insights from Moments of Impact:
UNFORESEEN
TURBULENCE IS
A CONSTANT
FEATURE IN
OUR WORLD

134. NEW TOOLS "
NEW SKILLS
NEW MINDSET

135. GET RID OF YOUR
ASSUMPTIONS!

136. 1 WHO IS YOUR CUSTOMER?

137. 2 WHAT DO YOU OFFER?

138. 3 WHAT ARE THEY WILLING TO PAY

139. TRUST
`"
THE
`"
PROCESS
`"

140. MAARTEN
KOOMANS
Strategy Designer
Business Models Inc.
Since 25 years Maarten
helps to deliver disruptive
change by flipping realities
and perspectives. Unwinding
complexities, offering new
sources of inspiration that
lead to creating and
implementing innovative
business models.
maarten.koomans@businessmodelsinc.com

141. Thank
you!
Business Models Inc.
USA, Europe, Asia
Pacific
MediArena 11, 1099 CZ
Amsterdam
THE NETHERLANDS