Oplæg af Anders Bille, SDU // University of Navarra, Barcelona. Kursus på Ryslinge Højskole for Fyns Martime Klynge

1. Styrk forretningsmodellen
Business model
Fynske Maritime Klynge
Anders Bille Jensen
Syddansk Universitet, Campus Slagelse
10-10-13 Anders Bille Jensen1

2. Baggrund
 CV:
 Cand.merc. CBS (turnaround)
 Strategiarbejde på DANDY
 Venturefinansierede virksomheder
 Undervisning
 Business models: Hvad kan de? Praktikere bruger og reagerer på BM
begrebet. Men hvad mener de? Hvordan bruger de det?
 Ph.d. projekt:
 The business model concept, its application
and potential value in strategy and business development
Forretningsudvikling, strategi,
konkurrenceevne, vækst,
innovation, forretningsmodeller
Maritimt twist

3. Barcelona
 Columbus
 Gl. industriby
 3 mio ts petrokemiske produkter (Middelhavets største)
 Containerhavn 2,3 mio TEU > 10 mio
10-10-13 Anders Bille Jensen3

4. 10-10-13 Anders Bille Jensen
Indhold
Præsentation
1. Hvad er forretningsmodeller?
II. Business model canvas
III. Hvad kan vi bruge det til?

5. 10-10-13
Hvad er en model?
En (mere eller mindre
præcis) repræsentation
af virkeligheden som den
er eller man ønsker den > beskrivelse/forståelse/modellering

6. 10-10-13
A business model
 Den underliggende logik: Hvad skaber værdi, hvordan og for
hvem?
 A business model describes the rationale of how an
organization creates, delivers and captures value
Osterwalder & Pigneur, 2010
 Alle har en forretningsmodel

7. Forretningsmodeller

8. 8
Business model canvas
Key partners Key activities Value proposition Customer Customer
relationships segments
Key resources Channels
Cost structure Revenue streams
Osterwalder & Pigneur, 2005, 2010

9. Value proposition
Key questions
 What value do we deliver to the
customer?
 Which one of our customer’s
problems are we solving?
 Which customer needs are we
satisfying?
 What bundles of products and
services are we offering to each
customer segment?
Sub components
 Newness
 Performance
 Customization
 Getting the job done
 Design
 Brand/status
 Price
 Cost reduction
 Risk reduction
 Accessibility
 Convenience usability
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10. Customers
Key questions
 For whom are we creating
value
 Who are our most
important customers?
Sub components
 Mass market
 Niche market
 Segmented
 Diversified
 Multisided platforms (or
multisided markets)
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11. Channels
Key questions
 Through which channels do our
customer segments want to be
reached?
 How are we reaching them now?
 How are channels integrated?
 Which ones work best?
 Which ones are most cost
efficient?
 How are we integrating them
with customer routines?
Sub components
 Direct and indirect channels
 Direct – sales force and web sales
 Own stores
 Indirect – partner stores,
wholesaler
 Linking with buying process
(awareness, evaluation, purchase,
delivery, after sales)
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12. Customer relations
Key questions
 What type of relationships does
each of our customer segments
expect us to establish and
maintain with them?
 Which ones have we established?
 How costly are they?
 How are they integrated with the
rest of our business model?
Sub components
 Personal assistance
 Dedicated personal assistance
 Self-service
 Automated services
 Communities
 Co-creation
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13. Revenue streams
Key questions
 For what value are our customers
really willing to pay?
 How are they currently paying?
 How would they prefer to pay?
 How much does each revenue
stream contribute to overall
revenues?
Sub components
 Asset sale
 Usage fee
 Subscription fees
 Lending/renting/leasing
 Licensing
 Brokerage fees
 Advertising
 (fixed or dynamic pricing)
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14. Key resources
Key questions
 What key resources do our
value propositions require?
 Our distribution channels?
 Customer relationships?
 Revenue streams?
Sub components
 Physical
 Intellectual
 Human
 Financial
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15. Key activities
Key questions
 What key activities do our
value propositions require?
 Our distribution channels?
 Customer relationships?
Subcomponents
Types
Production
Problem solving
Platform/network
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16. Key partners
Key questions
 Who are our key partners?
 Who are our key suppliers?
 Which key resources are
we requiring from partners?
 Which key activities do
partners perform?
Sub components
Motivation
Optimization and economy of
scale
Reduction of risk and
uncertainty
Acquisition of particular
resources and activities
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17. Costs
Key questions
 What are the most
important costs inherent in
our business model?
 Which key resources are
most expensive?
 Which key activities are
most expensive?
Sub components
 Cost-driven
 Value-driven
Variants
 Fixed costs
 Variable costs
 Economies of scale
 Economies of scope
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18. Anvendelse
 Incrementel (eksisterende) og radical innovation
(modificerede, nye)
 Indsigt i egen forretningsmodel
 Hvad kan styrkes, hvad har størst potentiale (SWOT)
 Hvem kan hjælpe med det?
 Hvordan passer vi ind i andres forretningsmodel
 Relationer!!!
 Kommunikationsværktøj
 Internt og eksternt (lille virksomhed)
 Kendt fynsk klyngevirksomhed …
 I går, i dag, i morgen …, benchmarking
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