Presentació de l'Alfons Cornella, president i fundador d'Infonomia, sobre innovació en l'acció social a la Fundació Pere Tarrés.

3. Alfons Cornella
fundador & president
Infonomia.com
el motor de la
innovació

7. http://www.uncharitable.net/about_book.html

12. organitzacions
1

13. serveis
mercats
recursos

14. què
qui
com

22. ideas valor
resultats
mgmt

23. serveis
mercat
recursos
resultats
ideas
valor
mgmt

24. serveis
mercat
recursos
resultats
ideas
valor
mgmt
EINES PER TENIR BONES IDEES

25. serveis
mercat
recursos
results
ideas
valor
mgmt
EINES PER ANALITZAR EL VALOR

26. serveis
mercat
recursos
resultats
ideas
valor
mgmt
EINES PER ASSEGURAR
RESULTATS

27. serveis
mercats
recursos
IDEAS VALOR
RESULTATS
risc tècnic risc de mercat
risc execució

28. exemples
2

29. serveis
mercat
recursos
results
ideas
valor
mgmt
EINES PER TENIR BONES IDEES

34. serveis
mercat
recursos
results
ideas
valor
mgmt
EINES PER ANALITZAR EL VALOR

37. serveis
mercat
recursos
resultats
ideas
valor
mgmt
EINES PER ASSEGURAR
RESULTATS

39. Experiments have shown that the right early interventions can correct this cycle.
Birmingham invested £41m in a range of schemes
helping families at risk, ultimately saving £101m in better outcomes for children.
Research suggests every £6,000 invested in Family Nurse Partnerships,
a programme for teenage mothers, saves £17,500 in unemployment
and educational failure later.
KPMG have estimated that intensive tuition programmes for children
with lowest ability in
literacy and maths can save up to £19 for every pound spent. Scaled up, such
policies could have a profound
impact on Britain’s structural deficit,
much of which is caused by paying for the future
costs of social failure.

45. Com?
3

61. qui?
4

62. serveis actuals serveis nous
clients
actuals
clients
nous

63. serveis actuals serveis nous
clients
actuals
clients
nous

64. http://www.mds.gov.br/bolsafamilia/

66. serveis actuals serveis nous
clients
actuals
clients
nous

68. sobreservits
subservits
noservits

69. models
5

71. Fuente: Business Model Generation (2009)

72. Fuente: Business Model Generation (2009)

73. Fuente: Business Model Generation (2009)

75. El modelo de negocio
multifaceta:
el ejemplo de Google

80. Gratis

83. Anzuelo y Pesca

85. Innovación abierta

87. Fuente: Business Model Generation (2009)

88. Fuente: Business Model Generation (2009)

89. Fuente: Business Model Generation (2009)

90. Fuente: Business Model Generation (2009)

91. Fuente: Business Model Generation (2009)

92. serveis actuals serveis nous
clients
actuals
clients
nous

93. clients AVUI clients +3
serveis
actuals
serveis
+3

94. conclusions
+1

97. D O Cx x
disseny operacions clients

98. D
O C

100. Cada día, una idea

101. KEY PARTNERS
(suppliers & partners)
WHICH?
Strategic alliance between
non-competitors
Coopetition
Joint ventures
Buyer-supplier relationships
WHY?
Optimization and economy of
scale
Reduction of risk and
uncertainty
Acquisition of particular
resources and activities
KEY ACTIVITIES
Production (manufacturing)
Problem-solving
(→ training)
Platform/network
(→ platform management)
KEY RESOURCES
Physical (mfg, systems,
networks)
Intellectual (hands,
knowledge, patents,
databases)
Human (researchers,
salesforce)
Financial (cash, credit,
stock options)
COST STRUCTURE
Cost-driven business models (→ focus on minimize costs. Ex: Ryan Air)
Value-driven business models (→ focus on value creation. Ex: Luxury Hotels)
Fixed cost
Variable cost
Economics of scale (fall of average cost per unit)
Economics of scope (same resource applied to different markets or customers)
REVENUE STREAMS
The cash the company generates from each customer segment
(who is willing to pay)
One-time payment or recurring revenues
Asset sale (books) | Usage fee (hotel room) | Licensing | Lending/renting/leasing
Subscription fees (gym) | Brokerage fees | Advertising
Fixed menu pricing (list price, product feature dependent, costumer segment
dependent, volume dependent) or dynamic pricing (negotiation, yield
management, real-time market, auctions)
VALUE PROPOSITION
Bundle of products & services
Solves a problem or satifies a
need
Value may be Quantitative or
Qualitative
EXAMPLES OF VALUE:
Newness (cell phones)
Performance
Customization
Getting the job done (Rolls Royce)
Design
Brand / Status (Rolex)
Price (Ryan Air)
Cost reduction (salesforce)
Risk reduction (guarantee)
Accesibility (Net Jets)
Convenience / usability (iPod)
RELATIONSHIP
For customer adquisition
For customer retention
For booting sales
EXAMPLES OF RELATIONSHIP:
Personal assistance
Dedicated personal assistance
Self-service
Automated services
Communities
Co-creation
CHANNELS
How a company communicates
with its customers
Phases:
Rising awareness
Helping customers evaluate the VP
Delivering the VP
Providing non-purchase VP
Channel types
Own (salesforce, wholesale, own
services)
Partner (partner services,
wholesale)
CUSTOMER SEGMENTS
Mass market
Niche market
Segmented
Diversified (unrelated)
Multi-sided (ex: VISA)