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Disruption - business opportunity or challenge?
The document discusses how disruption can present both business opportunities and challenges, emphasizing the importance of innovative business models that meet customer needs while capturing value. It highlights key elements such as customer segmentation, revenue streams, and partnerships to mitigate risks and enhance scalability. Additionally, it addresses the transformative impact of megatrends and the changing behavior of millennials in driving disruption in various industries.
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Disruption - business opportunity or challenge?
- 1. Disruption – Business Opportunity orChallenge? Discover new business opportunities and bring ideas to life.
- 3. The business modelis the foundation for disruption
- 4. …and a goodcommon reference frame for today’s event
- 5. The ultimate goalof any business model… …is delighted customers …and capture value for your company
- 6. The business modelreflects management’s hypothesis about How to organize meeting those needs Making profit What customers want How they want it
- 7. A truly disruptivebusiness book • Alexander Osterwalder and Yves Pigneur • Co-created by 470 practitioners… • …from 45 countries in 2010 • Practical cases • Lots of colors, illustrations and pictures • Easy to read in an evening
- 8. Different perspectives onBMC… ExternalInternal Value Financial
- 9. Cost vs. Revenueflows in BMC RevenueCost
- 10. Five disruptive elementsof BMC
- 11. Elements of aGood Value Proposition Unique value creation Challenges or needs
- 12. Five disruptive elementsof BMC
- 13. Understand and Prioritizeyour Customer Segments • Develop and maintain a full list of customer segments including sub-segments • Focus only on top-3 or top-5 segments • Look for best practice in CRM literature • Spend time LISTENING to your customers in order to UNDERSTAND their needs and problems
- 14. Five disruptive elementsof BMC
- 15. Make Money whileYou are Sleeping! • Cash flow is king • Look for subscription models to stay in continuous contact with your customers • Multiple revenue streams are better than a single stream • Think in scale when designing revenue models
- 16. Five disruptive elementsof BMC
- 17. Let Others Carrythe Burden of Fixed Costs
- 18. Five disruptive elementsof BMC
- 19. Use Partners toReduce Risk and Scale Fast • Look for competence, flexibility and strategic fit • Exchange partners when they do not perform or they are no longer needed • Partners can operate faster because they are deeply specialized
- 20. Five Keys toa Strong Business Model • High switching costs that lock-in customers/rewards loyalty • Scalable business model • Revenues are recurring • Financial model is designed to earn before spending • Partner network exploited to reduce cost and risk
- 21. Today’s agenda 09:25 DisruptiveBusiness Models from Silicon Valley (Martin Stenfeldt) 10:20 Networking Break 10:35 Bringing Innovative Ideas to Life (Sebastian Cadell, NosCo) 11:35 Discussion + Q&A 12:00 Light networking lunch
- 22. I keep forgetting thatthe nature of life is not STABILITY but FLUX Mr. Carson Downton Abbey
- 23. The World ischanging…
- 24. Once upon atime …new business models The World is changing…
- 25. The World ischanging…
- 26. The World ischanging…
- 28. Megatrends that fueldisruption Sharing svc IoT Quantified Self3D PrintBig Data Gamification
- 29. Sharing Svc IoTQuantified Self3D PrintBig Data Gamification Megatrends that fuel disruption
- 30. • Those underthe age of 35 • …will account for 75% of the workforce by 2025 according to Forbes • Millennials have way different behavioral patterns Millennials fuel disruption too
- 31. Millennials vs. Boomersin Healthcare Source: DevicePharm Willing to significantly change their behaviors in order to be healthier – all natural diets, P90X, etc. More stubborn in their ways and less reluctant to want to change – tendency to label many preventative measures as voodoo Do not see doctors as the foremost authority on healthcare – 84% will take a friend or family member’s advice over a doctors Perceive their doctors as having all of the healthcare answers they need Quick to trust advice from healthcare celebrities such as Dr. Oz and diagnose themselves on WebMD General distrust of healthcare information that does not come directly from their doctor
- 32. It is ofno use to throw INNOVATION over the fence to the CUSTOMERS if they don’t see the NEED for it! Peder Holk Nielsen Novozymes
- 33.
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- 35. It was veryeasy to be DIFFERENT, but very difficult to be BETTER Jony Ive Apple
- 36. Using Big Datato create own award- winning TV shows
- 37. • 5% ofall British homes are sold via online estate agencies • eMoov have sold properties for 650 million £ since 2010
- 39.
- 40. FinTech – Watchdisruption happen in real time Valuation: 1 billion US$ Accepted 700k places
- 41. Danske Bank: MobilePay vs New Normal
- 42. No BUSINESS PLANever survived its first meeting with CUSTOMERS! Steve Blank Author and Serial Entrepreneur
- 44. If you arenot embarrassed by the first version of your product, you’ve launched it too late! Reid Hoffman LinkedIn
- 46. Major car manufacturers select SiliconValley too for their global R&D or Innovation Centers
- 47. Always deliver MORE thanexpected Larry Page Google
- 48. Disruption: Opportunity orchallenge? Disruption Turnover Time
- 49. Disruption: Opportunity orchallenge? • Taxi or digital transport sharing service? • Valuation: 40 billion US$ • Target Revenue 2015: 10 billion US$ • 51 countries / 230 cities • Goldman Sachs and Google among investors • Largest take-away group in GB • Revenue: 97 million GBP (2013) • 40 million orders/year • 10% commission • 13 countries/ 40.000 restaurants • Once a Danish startup • Launched in 2008 • 25 million guests • 34.000 cities in 190 countries • 500.000 overnight places surpassed only by Intercontinental (687.000 rooms – 4.700 hotels) • Valuation: 13 billion US$ • 600 castles! • Launched in 2008 (500 apps) • 85+ million downloads (2014) • 1,2 million apps (2014) • 30% commission • All apps are tested and reviewed
- 50. PWC’s 18th AnnualGlobal CEO survey
- 51. B2B Disruption DoesNot Happen Overnight Successful disruption: Opportunity to rewrite the rules Create new categories Drive tremendous growth B2C B2B Price point Often very low High Purchase decision Discretionary Process Purchase implications Straight forward Cumbersome* *People need training *Systems replacement *Process adaptions *Implementation planning
- 52.
- 53. LUCK is whathappens, when PREPARATION meets OPPORTUNITY Lucius Annaeus Seneca Ancient Greek Philosopher
- 54. Why does Googleinvest in the self-driving car?
- 55. Why did Facebookacquire Occulus Rift for 2 billion US$?
- 56. 2014 Digital BoardDirector Study
- 57. Digital Mindset –a Management Skill Cloud M2M Social Media IoT Mobile Big Data Streaming Business Models Operations Corporate Culture Functional areas affected: 1. Digital marketing and sales 2. Digital product and service development 3. Digitally enabled business models and eco systems 4. Digital corporate culture and mindset
- 58. New technology, digitalization, millennialsand megatrends will bring OPPORTUNITIES to the PREPARED business leader and potential for DISRUPTION in B2C
- 59. Don’t fear thecompetition, but look out for the new business models!