Styrk forretningsmodellen
Business model
Fynske Maritime Klynge
Anders Bille Jensen
Syddansk Universitet, Campus Slagelse
...
Baggrund
 CV:
 Cand.merc. CBS (turnaround)
 Strategiarbejde på DANDY
 Venturefinansierede virksomheder
 Undervisning
...
Barcelona
 Columbus
 Gl. industriby
 3 mio ts petrokemiske produkter (Middelhavets største)
 Containerhavn 2,3 mio TEU...
10-10-13 Anders Bille Jensen
Indhold
Præsentation
1. Hvad er forretningsmodeller?
II. Business model canvas
III. Hvad kan ...
10-10-13
Hvad er en model?
En (mere eller mindre
præcis) repræsentation
af virkeligheden som den
er eller man ønsker den >...
10-10-13
A business model
 Den underliggende logik: Hvad skaber værdi, hvordan og for
hvem?
 A business model describes ...
Forretningsmodeller
8
Business model canvas
Key partners Key activities Value proposition Customer Customer
relationships segments
Key resourc...
Value proposition
Key questions
 What value do we deliver to the
customer?
 Which one of our customer’s
problems are we ...
Customers
Key questions
 For whom are we creating
value
 Who are our most
important customers?
Sub components
 Mass mar...
Channels
Key questions
 Through which channels do our
customer segments want to be
reached?
 How are we reaching them no...
Customer relations
Key questions
 What type of relationships does
each of our customer segments
expect us to establish an...
Revenue streams
Key questions
 For what value are our customers
really willing to pay?
 How are they currently paying?
...
Key resources
Key questions
 What key resources do our
value propositions require?
 Our distribution channels?
 Custome...
Key activities
Key questions
 What key activities do our
value propositions require?
 Our distribution channels?
 Custo...
Key partners
Key questions
 Who are our key partners?
 Who are our key suppliers?
 Which key resources are
we requiring...
Costs
Key questions
 What are the most
important costs inherent in
our business model?
 Which key resources are
most exp...
Anvendelse
 Incrementel (eksisterende) og radical innovation
(modificerede, nye)
 Indsigt i egen forretningsmodel
 Hvad...
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Forretningsmodel oplæg

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Oplæg af Anders Bille, SDU // University of Navarra, Barcelona.

Kursus på Ryslinge Højskole for Fyns Martime Klynge

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Forretningsmodel oplæg

  1. 1. Styrk forretningsmodellen Business model Fynske Maritime Klynge Anders Bille Jensen Syddansk Universitet, Campus Slagelse 10-10-13 Anders Bille Jensen1
  2. 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. 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. 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. 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. 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. 7. Forretningsmodeller
  8. 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. 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 10-10-13 Anders Bille Jensen9
  10. 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) 10-10-13 Anders Bille Jensen10
  11. 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) 10-10-13 Anders Bille Jensen11
  12. 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 10-10-13 Anders Bille Jensen12
  13. 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) 10-10-13 Anders Bille Jensen13
  14. 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 10-10-13 Anders Bille Jensen14
  15. 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 10-10-13 Anders Bille Jensen15
  16. 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 10-10-13 Anders Bille Jensen16
  17. 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 10-10-13 Anders Bille Jensen17
  18. 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 10-10-13 Anders Bille Jensen18

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