This document provides an introduction to business models and the Business Model Canvas. It discusses key concepts of business models, including value propositions, customer segments, channels, and revenue streams. The Business Model Canvas is introduced as a tool to conceptualize the key parts of a business model including the customer, offering, infrastructure, and finances. Examples are given of how each element of the Business Model Canvas can be defined for a business.
This document summarizes a research paper about modelling value propositions in e-business. The paper argues that formally modelling a company's value proposition, or the bundles of products and services it offers customers, has several benefits. These include better understanding, communication, implementation, comparison to competitors, and innovation. The paper proposes a framework that conceptualizes a company's value proposition using elements like value proposition, elementary value propositions, target customers, and descriptions. Modelling value propositions in this rigorous way can improve business strategy and management.
The document discusses various topics related to business strategy formulation and implementation including:
1. Elements of a business plan such as the executive summary, market research, marketing plan, management team, and financial plan.
2. Types of strategies such as corporate, directional, growth, concentration, and stability strategies.
3. Implementation of strategies through programs, budgets, and procedures.
4. Evaluation and control of strategies by monitoring performance, comparing to standards, and taking corrective actions. Measures like ROI are discussed.
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
This document introduces the St. Gallen Business Model Navigator methodology for innovating business models. It discusses how most companies fail to adapt their business models to changing environments, using examples like Kodak. The methodology is based on the idea that most new business models recombinate existing ideas and concepts.
It describes a 4-dimensional framework for analyzing business models involving the customer, value proposition, activities/resources, and financial model. The methodology involves 3 steps: 1) Analyzing the current business model 2) Generating new ideas by recombining 55 identified business model patterns 3) Evaluating and selecting new business model concepts. The methodology was tested successfully with several large companies and aims to help firms innovate their business models
This document provides an overview of the St. Gallen Business Model Navigator methodology for innovating business models. It discusses how most new business models are recombinations of existing ideas and components, and that innovating a business model is challenging due to mental barriers around existing industry logic.
The methodology is a 3-step process: 1) Initiate by analyzing the current business model and opportunities/threats, 2) Ideate using "pattern cards" representing 55 existing successful business model patterns to spur new ideas, 3) Implement the most promising ideas. The methodology was developed based on research of 250 business models and applied successfully in workshops with various companies.
The document discusses business modeling as a 3 step process:
1. Mobilize - The first step aims to create awareness and mobilize relevant people to set the scope and assemble a team for the technology transfer work.
2. Design - The second step involves researching, generating, and testing viable business model options and selecting one to pursue.
3. Manage - The third step implements the prototype business model in the field and adapts it in response to market evolutions, which involves daily executive work and strategic/IP management concerns.
Doll_Eisert_Business Model Development InnovationJulia Doll
The document discusses business model innovation and provides an overview of SAP's approach to business model development and innovation (BMDI). The BMDI approach is presented as a systematic, iterative process involving four types of iterations: analyze and improve, challenge and change, test and verify, and evaluate and decide. It allows teams to develop an appropriate business model through diverging and converging ideas. Specific considerations for complex business models involving multiple customer groups are also outlined. An example use case of applying the BMDI approach to transform a cloud business is briefly mentioned but not described in detail.
The document discusses the importance of developing an effective business model. It defines a business model as a firm's plan for how it competes, uses resources, structures relationships, interfaces with customers, and creates value. The key components of a business model are the core strategy, strategic resources, partnership network, and customer interface. An effective business model is important because it serves as an ongoing feasibility assessment, focuses attention on how elements fit together, and articulates the business logic to stakeholders.
This document summarizes a research paper about modelling value propositions in e-business. The paper argues that formally modelling a company's value proposition, or the bundles of products and services it offers customers, has several benefits. These include better understanding, communication, implementation, comparison to competitors, and innovation. The paper proposes a framework that conceptualizes a company's value proposition using elements like value proposition, elementary value propositions, target customers, and descriptions. Modelling value propositions in this rigorous way can improve business strategy and management.
The document discusses various topics related to business strategy formulation and implementation including:
1. Elements of a business plan such as the executive summary, market research, marketing plan, management team, and financial plan.
2. Types of strategies such as corporate, directional, growth, concentration, and stability strategies.
3. Implementation of strategies through programs, budgets, and procedures.
4. Evaluation and control of strategies by monitoring performance, comparing to standards, and taking corrective actions. Measures like ROI are discussed.
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
This document introduces the St. Gallen Business Model Navigator methodology for innovating business models. It discusses how most companies fail to adapt their business models to changing environments, using examples like Kodak. The methodology is based on the idea that most new business models recombinate existing ideas and concepts.
It describes a 4-dimensional framework for analyzing business models involving the customer, value proposition, activities/resources, and financial model. The methodology involves 3 steps: 1) Analyzing the current business model 2) Generating new ideas by recombining 55 identified business model patterns 3) Evaluating and selecting new business model concepts. The methodology was tested successfully with several large companies and aims to help firms innovate their business models
This document provides an overview of the St. Gallen Business Model Navigator methodology for innovating business models. It discusses how most new business models are recombinations of existing ideas and components, and that innovating a business model is challenging due to mental barriers around existing industry logic.
The methodology is a 3-step process: 1) Initiate by analyzing the current business model and opportunities/threats, 2) Ideate using "pattern cards" representing 55 existing successful business model patterns to spur new ideas, 3) Implement the most promising ideas. The methodology was developed based on research of 250 business models and applied successfully in workshops with various companies.
The document discusses business modeling as a 3 step process:
1. Mobilize - The first step aims to create awareness and mobilize relevant people to set the scope and assemble a team for the technology transfer work.
2. Design - The second step involves researching, generating, and testing viable business model options and selecting one to pursue.
3. Manage - The third step implements the prototype business model in the field and adapts it in response to market evolutions, which involves daily executive work and strategic/IP management concerns.
Doll_Eisert_Business Model Development InnovationJulia Doll
The document discusses business model innovation and provides an overview of SAP's approach to business model development and innovation (BMDI). The BMDI approach is presented as a systematic, iterative process involving four types of iterations: analyze and improve, challenge and change, test and verify, and evaluate and decide. It allows teams to develop an appropriate business model through diverging and converging ideas. Specific considerations for complex business models involving multiple customer groups are also outlined. An example use case of applying the BMDI approach to transform a cloud business is briefly mentioned but not described in detail.
The document discusses the importance of developing an effective business model. It defines a business model as a firm's plan for how it competes, uses resources, structures relationships, interfaces with customers, and creates value. The key components of a business model are the core strategy, strategic resources, partnership network, and customer interface. An effective business model is important because it serves as an ongoing feasibility assessment, focuses attention on how elements fit together, and articulates the business logic to stakeholders.
Business models and business architecture are related concepts that can be used together to drive innovation. While business models describe how an organization creates and captures value, business architecture provides a blueprint to align strategy and operational demands. Linking the two allows organizations to communicate strategies more effectively and realize business models through a practice of business architecture. The summary provides an overview of how business models can inform business architecture and be used to solve business problems.
The document summarizes a presentation by Dr. Erwin Fielt on business modeling for startups. It discusses various business model frameworks that can be used to holistically describe, analyze, design, and innovate business models. These include the Business Model Canvas, Four-Box Business Model, STOF model, and others. Examples are provided of business models for companies like Gillette, Southwest Airlines, Google Search, and Threadless. The Business Model Canvas is explained in more detail as a tool for visualizing the key elements of a business model.
The document discusses comparing the business models of Skype and traditional telecommunications companies (telcos). It summarizes Skype's business model using the Business Model Ontology, which identifies nine elements including value proposition, customer segments, and revenue streams. It then compares Skype and telcos' business models, finding key differences in their value propositions, target customers, and core capabilities. The document also describes a Delphi study examining the disruption phases Skype caused to the telecom industry.
BUSINESS MODELS - SUMMER INTERNSHIP PROJECT REPORTpraveensureshpai
The document is a SIP report for Bestfit Business Solutions that analyzes the company's current business model and provides recommendations to improve profitability. The objectives are to study Bestfit's business model and activities, analyze products/services, costs, revenue, delivery, and recommend a new model.
It summarizes the Indian consulting industry and lists top local and global firms. Bestfit provides consulting services primarily to the BFSI sector. The report introduces business models and their key components.
Problems identified include idle staff, late delivery, lack of marketing/sales, and competitive pricing. Potential solutions investigated sharing resources across service lines, dedicating marketing, and assigning accountability to department heads. The best solution selected is to re
OVERVIEW Business model innovation is often the key to capturing .docxhoney690131
OVERVIEW: Business model innovation is often the key to capturing value from innovation within corporations. Developing and implementing new business models in practice, however, is difficult and fraught with risk. This paper discusses a systematic approach to developing new business models and identifies concrete steps to reduce the risks associated with them. It draws on literature on elements of the process as well as experience developing and implementing new business models at Goodyear.
FEATURE ARTICLE
KEYWORDS: Business model innovation; Adoption risks; Co-innovation risks; Business model canvas
Business model innovation has gained increased attention over the last five years, driven in large part by the tremendous returns generated by companies that have developed new business models--Netflix, Dell, and the Apple iTunes store are the most frequently noted examples. The term itself, however, has been only vaguely defined. Keeley and coauthors (2013), for example, characterize business model innovation by the number of attributes of a business that are changed, while Osterwalder and Pigneur (2010) define a business model in terms of a completed canvas. The vagueness of these representations makes it hard to study (or even to discuss) the process of developing a successful business model to harvest value from innovation.
The concept of the business model is actually simple: the business model is the means by which a firm creates and sustains margins or growth. The business model, defined in this way, is inherently embedded in a firm's competitive environment: the ability to create margins and growth is dependent on what competitors are doing to create margins and growth for themselves. The business model is not simply the means by which a firm creates and captures customer value. Focusing on creating customer value without regard to competitive advantage will leave a firm vulnerable to both margin erosion and anemic growth. Because the competitive environment is forever changing, business models require constant vigilance; they must be adapted and strengthened over time as the competitive environment evolves.
Business model innovation, in this context, is any innovation that creates a new market or disrupts the competitive advantage of key competitors. Business model innovation is confused in many discussions with building new capabilities (for instance, a new channel). This may or may not be business model innovation: while business model innovation may require new capabilities, new capabilities will constitute business model innovation only when they significantly disrupt the competitive dynamics of an industry. A few common examples of business model innovation make this distinction clear:
* Dell: Dell disrupted the cost structure of the personal computer industry with its build-to-order model by eliminating the costs of retail outlets, which radically reduced working capital, enabled customization of orders, and (riding Moore's law) .
Business model adaptation (or innovation) as a dynamic capabilityAntonio Dottore
I presented this paper at the 22nd Bled eConference in June 2009. It is part of my thought process, to develop theoretical insights into BM adaptation/innovation.
OVERVIEW Business model innovation is often the key to capturing .docxaman341480
OVERVIEW: Business model innovation is often the key to capturing value from innovation within corporations. Developing and implementing new business models in practice, however, is difficult and fraught with risk. This paper discusses a systematic approach to developing new business models and identifies concrete steps to reduce the risks associated with them. It draws on literature on elements of the process as well as experience developing and implementing new business models at Goodyear.
FEATURE ARTICLE
A systematic approach to business model innovation can help capture value and reduce risks
KEYWORDS: Business model innovation; Adoption risks; Co-innovation risks; Business model canvas
Business model innovation has gained increased attention over the last five years, driven in large part by the tremendous returns generated by companies that have developed new business models--Netflix, Dell, and the Apple iTunes store are the most frequently noted examples. The term itself, however, has been only vaguely defined. Keeley and coauthors (2013), for example, characterize business model innovation by the number of attributes of a business that are changed, while Osterwalder and Pigneur (2010) define a business model in terms of a completed canvas. The vagueness of these representations makes it hard to study (or even to discuss) the process of developing a successful business model to harvest value from innovation.
The concept of the business model is actually simple: the business model is the means by which a firm creates and sustains margins or growth. The business model, defined in this way, is inherently embedded in a firm's competitive environment: the ability to create margins and growth is dependent on what competitors are doing to create margins and growth for themselves. The business model is not simply the means by which a firm creates and captures customer value. Focusing on creating customer value without regard to competitive advantage will leave a firm vulnerable to both margin erosion and anemic growth. Because the competitive environment is forever changing, business models require constant vigilance; they must be adapted and strengthened over time as the competitive environment evolves.
Business model innovation, in this context, is any innovation that creates a new market or disrupts the competitive advantage of key competitors. Business model innovation is confused in many discussions with building new capabilities (for instance, a new channel). This may or may not be business model innovation: while business model innovation may require new capabilities, new capabilities will constitute business model innovation only when they significantly disrupt the competitive dynamics of an industry. A few common examples of business model innovation make this distinction clear:
* Dell: Dell disrupted the cost structure of the personal computer industry with its build-to-order model by eliminating the costs of retail outlets, which rad.
1) The document proposes an ontology for e-business models to provide a shared understanding between managers and IT professionals.
2) It reviews literature on business models and identifies four key components: product innovation, customer relationships, infrastructure management, and financials.
3) The proposed ontology aims to highlight relevant e-business issues in these areas to help firms operate successfully online. It emphasizes understanding, sharing, and communicating business models.
Business model innovation 2 day workshop facilitation slidesDr. Marc Sniukas
This document discusses business model innovation. It begins with an agenda that includes defining business model innovation and outlining the process of business model innovation. The document then discusses why business model innovation is important for benefits like profit and growth. It also provides tools for describing one's current business model, including the business model canvas. The canvas is used to visualize the key components of a business model in a simple format. Finally, the document engages participants in describing their own business models using the canvas as a guide.
Business Model Innovation in the manufacturing sectorAndrea Cocchi
1) The document discusses new business models in the capital goods sector, with a focus on machine tools.
2) It explores how innovation and technology trends are impacting manufacturing and enabling new business model innovation (BMI) approaches in machine tools, like services, networks, and knowledge-sharing.
3) The presentation analyzes factors driving the need for BMI and explores examples of new business models in machine tools centered around services and customer relationships.
Witmeur and Fayolle - Growth configurations - AoM2010Olivier Witmeur
The document describes a study that developed and tested a typology of growth strategies using a configurational approach. The study identified 7 ideal types of growth configurations for IT service and software firms. Case studies of 4 firms revealed 15 actual configurations that were compared to the ideal types. The analysis found significant differences between ideal types and configurations, and identified distinct growth patterns among the configurations over time. The typology provides a framework to better understand the complexity of firm growth strategies.
1) The document discusses business models for biotech firms. It provides definitions of business models and distinguishes them from corporate strategies.
2) A business model defines how a company executes its strategy through decisions about focus, locus, and modus of activities. Focus is about allocating resources to activities. Locus is about where activities are located. Modus is about how activities are executed, e.g. in-house vs outsourced.
3) The business model results in a "value architecture" that characterizes the unique way a company operates based on its activity decisions.
Defining Transformational Patterns for Business Model InnovationIlia Bider
The pace of changes in the business environment in which a modern enterprise operates requires the enterprise to constantly review its business models in order to survive and prosper in the dynamic world. This exploratory study investigates how to help the enterprise to innovate their business models based on the concepts of fractal enterprise model and transformational patterns. The paper suggests an approach to Business Model Innovation (BMI) where the focus is on transformational patterns. It discusses the structure of such patterns, and based on examples, it presents an approach on how such patterns can be derived from cases of completed business transformations.
Relevance of the business model for startup successChristian Schultz
This presentation answers three questions: (1) What are viable definitions of the business model? (2) Is the business model relevant for start-up success? (3) What elements of the business model are very success sensitive in the start-up context? The short case study of wegreen is used to exemplify the main arguments of the presentation.
This document discusses business model innovation (BMI). It defines a business model as explaining how a company's strategy will generate profits. BMI refers to reinventing the business itself, not just products/services. It involves innovating two or more elements of the business model, like customer value, revenue model, resources, or processes. Apple is cited as transforming its business model through innovations like the iPod, iTunes, iPhone, and iPad. Successful BMI often addresses new customer needs, leverages new technologies, focuses on customer "jobs to be done," responds to competition, or changes industry definitions of solutions. Examples of BMI centered around new business models include Tata Nano, Apple iTunes/iPod, Walmart, FedEx,
The document discusses business models and the business model canvas. It describes the 9 building blocks of a business model canvas: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. Each building block is defined and examples are provided. The document also discusses different types of business models and acceleration services that can help companies develop their business model.
Presentation provided at the Enterprise Connect WIIN workshop series titled Business Model Innovation > New Value. Questions regarding this presentation should be directed to Marcus Tarrant, Managing Director, Mission HQ at marcus.tarrant(AT)missionhq.com.au
The document discusses enabling business models for the Internet of Things and services (IoTS). It covers identifying value objects in IoTS, modeling IoTS ecosystems using value models and methodologies, and establishing sustainable dynamic value constellations through case studies. The presentation emphasizes using a value-based approach to business modeling to identify new opportunities in the emerging IoTS ecosystem by decomposing and recomposing value activities.
This document was presented at the study session of Tomgilb (Gilb festa).
TAKUMI Method Principle ~Vol. 2
Pursuing simplicity and changing awareness for method design
June 2016 in London.
この資料は、Tom Gilb の 招待者のみで構成する勉強会、Gilb Festで永田氏(Sony)と共に発表したものです。
第二段は匠Methodプリンシプル、匠Methodをどのような観点で創ってきたか、メソッドを作る過程でどのよう自分の意識変革を行ってきたか。
匠Methodの哲学的要素である己と社会をつなげるという考え方を説明したものです。
残念ながら一部しか紹介できませんでしたが、また次の機会に!
Business Models in the Internet of Services - Nico Weiner
This document discusses business models and trends in the Internet of Services. It begins by defining business models and distinguishing them from business plans. It then discusses key business model trends like Infrastructure as a Service and Software as a Service. Several example business models are described for companies like Amazon, OnLive, and iTunes. The document concludes by discussing software tools for designing business models.
More Related Content
Similar to Fielt - Business models and the BMG Canvas
Business models and business architecture are related concepts that can be used together to drive innovation. While business models describe how an organization creates and captures value, business architecture provides a blueprint to align strategy and operational demands. Linking the two allows organizations to communicate strategies more effectively and realize business models through a practice of business architecture. The summary provides an overview of how business models can inform business architecture and be used to solve business problems.
The document summarizes a presentation by Dr. Erwin Fielt on business modeling for startups. It discusses various business model frameworks that can be used to holistically describe, analyze, design, and innovate business models. These include the Business Model Canvas, Four-Box Business Model, STOF model, and others. Examples are provided of business models for companies like Gillette, Southwest Airlines, Google Search, and Threadless. The Business Model Canvas is explained in more detail as a tool for visualizing the key elements of a business model.
The document discusses comparing the business models of Skype and traditional telecommunications companies (telcos). It summarizes Skype's business model using the Business Model Ontology, which identifies nine elements including value proposition, customer segments, and revenue streams. It then compares Skype and telcos' business models, finding key differences in their value propositions, target customers, and core capabilities. The document also describes a Delphi study examining the disruption phases Skype caused to the telecom industry.
BUSINESS MODELS - SUMMER INTERNSHIP PROJECT REPORTpraveensureshpai
The document is a SIP report for Bestfit Business Solutions that analyzes the company's current business model and provides recommendations to improve profitability. The objectives are to study Bestfit's business model and activities, analyze products/services, costs, revenue, delivery, and recommend a new model.
It summarizes the Indian consulting industry and lists top local and global firms. Bestfit provides consulting services primarily to the BFSI sector. The report introduces business models and their key components.
Problems identified include idle staff, late delivery, lack of marketing/sales, and competitive pricing. Potential solutions investigated sharing resources across service lines, dedicating marketing, and assigning accountability to department heads. The best solution selected is to re
OVERVIEW Business model innovation is often the key to capturing .docxhoney690131
OVERVIEW: Business model innovation is often the key to capturing value from innovation within corporations. Developing and implementing new business models in practice, however, is difficult and fraught with risk. This paper discusses a systematic approach to developing new business models and identifies concrete steps to reduce the risks associated with them. It draws on literature on elements of the process as well as experience developing and implementing new business models at Goodyear.
FEATURE ARTICLE
KEYWORDS: Business model innovation; Adoption risks; Co-innovation risks; Business model canvas
Business model innovation has gained increased attention over the last five years, driven in large part by the tremendous returns generated by companies that have developed new business models--Netflix, Dell, and the Apple iTunes store are the most frequently noted examples. The term itself, however, has been only vaguely defined. Keeley and coauthors (2013), for example, characterize business model innovation by the number of attributes of a business that are changed, while Osterwalder and Pigneur (2010) define a business model in terms of a completed canvas. The vagueness of these representations makes it hard to study (or even to discuss) the process of developing a successful business model to harvest value from innovation.
The concept of the business model is actually simple: the business model is the means by which a firm creates and sustains margins or growth. The business model, defined in this way, is inherently embedded in a firm's competitive environment: the ability to create margins and growth is dependent on what competitors are doing to create margins and growth for themselves. The business model is not simply the means by which a firm creates and captures customer value. Focusing on creating customer value without regard to competitive advantage will leave a firm vulnerable to both margin erosion and anemic growth. Because the competitive environment is forever changing, business models require constant vigilance; they must be adapted and strengthened over time as the competitive environment evolves.
Business model innovation, in this context, is any innovation that creates a new market or disrupts the competitive advantage of key competitors. Business model innovation is confused in many discussions with building new capabilities (for instance, a new channel). This may or may not be business model innovation: while business model innovation may require new capabilities, new capabilities will constitute business model innovation only when they significantly disrupt the competitive dynamics of an industry. A few common examples of business model innovation make this distinction clear:
* Dell: Dell disrupted the cost structure of the personal computer industry with its build-to-order model by eliminating the costs of retail outlets, which radically reduced working capital, enabled customization of orders, and (riding Moore's law) .
Business model adaptation (or innovation) as a dynamic capabilityAntonio Dottore
I presented this paper at the 22nd Bled eConference in June 2009. It is part of my thought process, to develop theoretical insights into BM adaptation/innovation.
OVERVIEW Business model innovation is often the key to capturing .docxaman341480
OVERVIEW: Business model innovation is often the key to capturing value from innovation within corporations. Developing and implementing new business models in practice, however, is difficult and fraught with risk. This paper discusses a systematic approach to developing new business models and identifies concrete steps to reduce the risks associated with them. It draws on literature on elements of the process as well as experience developing and implementing new business models at Goodyear.
FEATURE ARTICLE
A systematic approach to business model innovation can help capture value and reduce risks
KEYWORDS: Business model innovation; Adoption risks; Co-innovation risks; Business model canvas
Business model innovation has gained increased attention over the last five years, driven in large part by the tremendous returns generated by companies that have developed new business models--Netflix, Dell, and the Apple iTunes store are the most frequently noted examples. The term itself, however, has been only vaguely defined. Keeley and coauthors (2013), for example, characterize business model innovation by the number of attributes of a business that are changed, while Osterwalder and Pigneur (2010) define a business model in terms of a completed canvas. The vagueness of these representations makes it hard to study (or even to discuss) the process of developing a successful business model to harvest value from innovation.
The concept of the business model is actually simple: the business model is the means by which a firm creates and sustains margins or growth. The business model, defined in this way, is inherently embedded in a firm's competitive environment: the ability to create margins and growth is dependent on what competitors are doing to create margins and growth for themselves. The business model is not simply the means by which a firm creates and captures customer value. Focusing on creating customer value without regard to competitive advantage will leave a firm vulnerable to both margin erosion and anemic growth. Because the competitive environment is forever changing, business models require constant vigilance; they must be adapted and strengthened over time as the competitive environment evolves.
Business model innovation, in this context, is any innovation that creates a new market or disrupts the competitive advantage of key competitors. Business model innovation is confused in many discussions with building new capabilities (for instance, a new channel). This may or may not be business model innovation: while business model innovation may require new capabilities, new capabilities will constitute business model innovation only when they significantly disrupt the competitive dynamics of an industry. A few common examples of business model innovation make this distinction clear:
* Dell: Dell disrupted the cost structure of the personal computer industry with its build-to-order model by eliminating the costs of retail outlets, which rad.
1) The document proposes an ontology for e-business models to provide a shared understanding between managers and IT professionals.
2) It reviews literature on business models and identifies four key components: product innovation, customer relationships, infrastructure management, and financials.
3) The proposed ontology aims to highlight relevant e-business issues in these areas to help firms operate successfully online. It emphasizes understanding, sharing, and communicating business models.
Business model innovation 2 day workshop facilitation slidesDr. Marc Sniukas
This document discusses business model innovation. It begins with an agenda that includes defining business model innovation and outlining the process of business model innovation. The document then discusses why business model innovation is important for benefits like profit and growth. It also provides tools for describing one's current business model, including the business model canvas. The canvas is used to visualize the key components of a business model in a simple format. Finally, the document engages participants in describing their own business models using the canvas as a guide.
Business Model Innovation in the manufacturing sectorAndrea Cocchi
1) The document discusses new business models in the capital goods sector, with a focus on machine tools.
2) It explores how innovation and technology trends are impacting manufacturing and enabling new business model innovation (BMI) approaches in machine tools, like services, networks, and knowledge-sharing.
3) The presentation analyzes factors driving the need for BMI and explores examples of new business models in machine tools centered around services and customer relationships.
Witmeur and Fayolle - Growth configurations - AoM2010Olivier Witmeur
The document describes a study that developed and tested a typology of growth strategies using a configurational approach. The study identified 7 ideal types of growth configurations for IT service and software firms. Case studies of 4 firms revealed 15 actual configurations that were compared to the ideal types. The analysis found significant differences between ideal types and configurations, and identified distinct growth patterns among the configurations over time. The typology provides a framework to better understand the complexity of firm growth strategies.
1) The document discusses business models for biotech firms. It provides definitions of business models and distinguishes them from corporate strategies.
2) A business model defines how a company executes its strategy through decisions about focus, locus, and modus of activities. Focus is about allocating resources to activities. Locus is about where activities are located. Modus is about how activities are executed, e.g. in-house vs outsourced.
3) The business model results in a "value architecture" that characterizes the unique way a company operates based on its activity decisions.
Defining Transformational Patterns for Business Model InnovationIlia Bider
The pace of changes in the business environment in which a modern enterprise operates requires the enterprise to constantly review its business models in order to survive and prosper in the dynamic world. This exploratory study investigates how to help the enterprise to innovate their business models based on the concepts of fractal enterprise model and transformational patterns. The paper suggests an approach to Business Model Innovation (BMI) where the focus is on transformational patterns. It discusses the structure of such patterns, and based on examples, it presents an approach on how such patterns can be derived from cases of completed business transformations.
Relevance of the business model for startup successChristian Schultz
This presentation answers three questions: (1) What are viable definitions of the business model? (2) Is the business model relevant for start-up success? (3) What elements of the business model are very success sensitive in the start-up context? The short case study of wegreen is used to exemplify the main arguments of the presentation.
This document discusses business model innovation (BMI). It defines a business model as explaining how a company's strategy will generate profits. BMI refers to reinventing the business itself, not just products/services. It involves innovating two or more elements of the business model, like customer value, revenue model, resources, or processes. Apple is cited as transforming its business model through innovations like the iPod, iTunes, iPhone, and iPad. Successful BMI often addresses new customer needs, leverages new technologies, focuses on customer "jobs to be done," responds to competition, or changes industry definitions of solutions. Examples of BMI centered around new business models include Tata Nano, Apple iTunes/iPod, Walmart, FedEx,
The document discusses business models and the business model canvas. It describes the 9 building blocks of a business model canvas: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. Each building block is defined and examples are provided. The document also discusses different types of business models and acceleration services that can help companies develop their business model.
Presentation provided at the Enterprise Connect WIIN workshop series titled Business Model Innovation > New Value. Questions regarding this presentation should be directed to Marcus Tarrant, Managing Director, Mission HQ at marcus.tarrant(AT)missionhq.com.au
The document discusses enabling business models for the Internet of Things and services (IoTS). It covers identifying value objects in IoTS, modeling IoTS ecosystems using value models and methodologies, and establishing sustainable dynamic value constellations through case studies. The presentation emphasizes using a value-based approach to business modeling to identify new opportunities in the emerging IoTS ecosystem by decomposing and recomposing value activities.
This document was presented at the study session of Tomgilb (Gilb festa).
TAKUMI Method Principle ~Vol. 2
Pursuing simplicity and changing awareness for method design
June 2016 in London.
この資料は、Tom Gilb の 招待者のみで構成する勉強会、Gilb Festで永田氏(Sony)と共に発表したものです。
第二段は匠Methodプリンシプル、匠Methodをどのような観点で創ってきたか、メソッドを作る過程でどのよう自分の意識変革を行ってきたか。
匠Methodの哲学的要素である己と社会をつなげるという考え方を説明したものです。
残念ながら一部しか紹介できませんでしたが、また次の機会に!
Business Models in the Internet of Services - Nico Weiner
This document discusses business models and trends in the Internet of Services. It begins by defining business models and distinguishing them from business plans. It then discusses key business model trends like Infrastructure as a Service and Software as a Service. Several example business models are described for companies like Amazon, OnLive, and iTunes. The document concludes by discussing software tools for designing business models.
Similar to Fielt - Business models and the BMG Canvas (20)
1. An introduction into Business Models
and the BMG Canvas
Erwin Fielt
2010,
2010 October
See also the blog Fieltnotes at http://fieltnotes.blogspot.com/
3. What about?
• Razor and blade (Gillette)
• Direct sales and build to order (Dell)
( )
• Power-by-the-hour (Rolls Roys)
• From product to service company (IBM)
• Music experience (Apple’s iPod and iTunes)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
3
4. Business & Model
Business Model
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
4
5. Business & Model
"the activity of "a simplified
providing goods and description and
services involving representation of a
financial, commercial complex entity or
and industrial aspects" process"
Source: Osterwalder, Pigneur & Tucci (2005)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
5
6. Addressing basic fundamental questions
basic,
• A good business model answers Peter Drucker’s age old
Drucker s age-old
questions:
– Who is t e custo e
o s the customer?
– And what does the customer value?
• It also answers the fundamental questions every
manager must ask:
– How do we make money in this business?
– What is the underlying economic logic that explains how we can
de e a ue customers an appropriate cost?’
deliver value to custo e s at a app op ate cost
Source: Magretta (2002, HBR)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
6
7. Business model essentials
• It is about creating and capturing value
– Use value and exchange value
• It captures business logic/rationale
– Narrative or conceptual model
• It relates to an organizational entity
– Si l organisation or network of organisations
Single i ti t k f i ti
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
7
8. Business logic
• Proposition oriented
– Customer/value/offering
• Organization oriented • Integration oriented
g
– Role/activity/architecture – Holistic/balance/
• Fi
Finance oriented
i t d synergy
– Revenue model
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
8
9. Business models and innovation
• Innovations need • Business models can
business models be innovated
– Turning ideas into (business model
marketable products innovation)
and processes
d – New for the
– Mediates between organization, the
new technology and market/industry and/or
k t/i d t d/
economic value totally new
– Often driven by or
enabled by IT
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
9
10. Business & Model
Referring to the Emphasizing
way a company the model
does business aspect
Stories, Formal models,
sketches business modelling
Source: Osterwalder, Pigneur & Tucci (2005)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
10
11. Business Model Canvas
Infrastructure Offering Customer
Finance
Source: Osterwalder (2004) ; Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
11
12. Business Model Canvas
Customer
Customer
Key activities
relationships
Value
Value Customer
Key partners
propositions Segments
Key
Key
Channels
resources
Cost structure
Cost structure Revenue streams
Revenue streams
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
12
13. Customer
• An organization serves one or several
Customer Segments.
– Customer groups represent separate segments if:
• Their needs require and justify a distinct offer
• They are reached through different Distribution Channels
• They require different types of relationships
• They have substantially different profitabilities
• They are willing to pay for different aspects of the offer
– Examples: Mass markets, niche markets, segmented,
diversified, multi-sided
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
13
14. Offering
• It seeks to solve customer problems and satisfy
customer needs with Value Propositions.
– Each Value Proposition consists of a selected bundle
of products and/or services that caters to the
requirements of a specific Customer S
i t f ifi C t Segment. t
– Examples: Newness, performance, customization,
“getting the job done ” design brand/status price
getting done, design, brand/status, price,
cost reduction, risk reduction, accessibility,
convenience/usability
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
14
15. Customer
• Customer Relationships are established and
maintained with each Customer Segment.
– E
Examples: A l
l Arm-length or affiliated? P
th ffili t d? Personal or mediated?
l di t d?
Communities? Co-creation?
• Value Propositions are delivered to customers through
communication, distribution, and sales Channels.
– Examples: Own or partner channels? Direct or indirect
channels? Full service or self-service?
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
15
16. Infrastructure
• Key resources are the assets required to offer
and deliver the previously described elements…
• …by performing a number of Key Activities.
yp g y
• Some activities are outsourced and some
resources are acquired outside the enterprise
via Key Partnerships
Partnerships.
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
16
17. Finance
• Revenue Streams result from Value
Propositions successfully offered to Customer
Segments.
– Examples: Asset sale, Usage fees, Subscription fees,
Lending/renting/leasing, Licensing, Brokerage fees,
Advertising
• The business model elements result in the Cost
Structure.
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
17
18. Apple s
Apple’s iPod and iTunes
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
18
19. Apple iPod/iTunes
Customer
Customer
Key activities
relationships
Value
Value
Seamless Target
Target
Key partners music
propositions
experience customers
Key
Key Customer
Customer
resources channels
Cost structure
Cost structure Revenue streams
Revenue streams
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
19
20. Apple iPod/iTunes
Customer
Customer
Key activities
relationships
Value
Value
Seamless Target
Target
Mass
Key partners music market
propositions
experience customers
Key
Key Customer
Customer
resources channels
Cost structure
Cost structure Revenue streams
Revenue streams
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
20
21. Apple iPod/iTunes
Customer
Customer
Key activities
relationships
Value
Value
Seamless Target
Target
Mass
Key partners music market
propositions
experience customers
Retail stores
Key
Key Customer
Customer
resources channels
Apple stores Apple.com
iTunes store
Cost structure
Cost structure Revenue streams
Revenue streams
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
21
22. Apple iPod/iTunes
Customer
Customer
Key activities
relationships
Value
Value
Seamless Target
Target
Mass
Key partners music market
propositions
experience customers
Retail stores
Key
Key Customer
Customer
resources channels
Apple stores Apple.com
iTunes store
Cost structure
Cost structure Revenue streams
Revenue streams
Large
Some music
hardware
revenues
revenues
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
22
23. Apple iPod/iTunes
Customer
Customer
Record Key activities
companies relationships
OEMs
O Value
Value
Seamless Target
Target
Mass
Key partners music market
propositions
experience customers
Retail stores
Key
Key Customer
Customer
resources channels
Apple stores Apple.com
iTunes store
Cost structure
Cost structure Revenue streams
Revenue streams
Large
Some music
hardware
revenues
revenues
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
23
24. Apple iPod/iTunes
Hardware
design Love mark
Customer
Customer
Record Key activities
companies Marketing relationships
Switching
costs
OEMs
O Value
Value
Seamless Target
Target
Mass
Key partners music market
Apple brand propositions
experience customers
Retail stores
People
Key
Key iPod Customer
Customer
hardware
resources
Content &
channels
Apple stores Apple.com
agreements iTunes
software
iTunes store
Marketing &
People Cost structure
Cost structure
Manufacturing
sales Revenue streams
Revenue streams
Large
Some music
hardware
revenues
revenues
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
24
25. Business Model Canvas
Customer
Customer
Key activities
relationships
Value
Value Value creates
Customer
Key partners
propositions revenue Segments
Key
Key
Channels
resources
Cost structure
Cost structure Revenue streams
Revenue streams
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
25
26. Business Model Canvas
Customer
Customer
Key activities
relationships
C eat g a ue
Creating value Value
Value Customer
Key partners
requires propositions Segments
infrastructure
Key
Key
Channels
resources
Cost structure
Cost structure Revenue streams
Revenue streams
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
26
27. Business Model Canvas
Customer
Customer
Key activities
relationships
Infrastructure Value
Value Customer
Key partners
generates propositions Segments
costsey
K
Key
Channels
resources
Cost structure
Cost structure Revenue streams
Revenue streams
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
27
28. Business Model Canvas
Customer
Customer
Key activities
relationships
Value
Value Customer
Key partners
propositions Segments
Key
Key
Channels
resources
Cost structure
Cost structure The sweet spot Revenue streams
Revenue streams
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
28
29. More information on the Canvas
www.businessmodelgeneration.com
Source: Osterwalder & Pigneur (2009)
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
29
30. Business model patterns
• Long-tail (
L t il (vs. Bl kb t )
Blockbuster)
• Free/freemium
• Bottom of the Pyramid
B tt f th P id
• Bundling/Unbundling
• Servitization
• Total Solution
• Intermediation
• Platform
• Open (source/innovation)
• ...
Introduction into business models (Fielt, 2010) [see also http://fieltnotes.blogspot.com/]
30