Business model	  Wai Chamornmarn                    Entrepreneurship@TBS 2012
Business idea	                      Entrepreneurship@TBS 2012
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Business Concept	                     Entrepreneurship@TBS 2012
Business Concept                        Product                        Innovation                                     Cust...
Opportunity	                      Entrepreneurship@TBS 2012
Vernon’s Razor (ต่อ)Quantify and MAXimize                     Quantify and MINimize                        Go or No-Go?   ...
Uncover Opportunity Nucleus  – Increase customer satisfaction  – Create a new experience  – Uncovering     •  unmet need  ...
Two Generic “Value types”  – Trapped Value     •    More efficient markets     •    More efficient value systems     •    ...
Revealing Unmet or Underserved NeedsWhat are the steps in the Customer Decision Process:l  What is the ideal experience? ...
Profit pattern	                  Entrepreneurship@TBS 2012
The Value Chain15         Source: Walters (2002)   Entrepreneurship@TBS 2012
Profit Zones / Profit PoolsSource: Adapted from Walters (2002), Gadiesh and Gilbert (1998) and Slywotzky and Morrison (199...
โมเด็ลกําไร 22 แบบ                       Customer Solutions Profit                           Product Pyramid Profit       ...
Customer solutions profit                            Entrepreneurship@TBS 2012
pyramid          Entrepreneurship@TBS 2012
Multicomponent profit                        Entrepreneurship@TBS 2012
Switchboard profit                     Entrepreneurship@TBS 2012
Time profit              Entrepreneurship@TBS 2012
New product profit                     Entrepreneurship@TBS 2012
Transaction scale profit                           Entrepreneurship@TBS 2012
Profit multiplier model                          Entrepreneurship@TBS 2012
Entrepreneurship@TBS 2012 	     26       "
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Thirty profit patterns	MEGA PATTERNS                   CUSTOMER PATTERNSNo profitBack to profit                  Profit sh...
Business model	                     Entrepreneurship@TBS 2012
Which would you prefer?                           Business           Business                           Design “A”        ...
business design                            Today                   Next Customer Selection Unique Value Proposition Profit...
Business Design Example: Airline Industry   Within a particular industry, companies may pursue very different Business Des...
Business Model                         Partner                            Customer                        Network         ...
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Example business models over the years       	       •  The open business model                •  The loyalty business mod...
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Value proposition designer                             Entrepreneurship@TBS 2012
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Components of the Value Proposition                            Customer expectations      Customer              Ø Product...
Customer Value   Customer value Component       Customer Value                         Criteria                           ...
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Business model canvas                        Entrepreneurship@TBS 2012
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Business architecture                        Entrepreneurship@TBS 2012
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Business model  tbs 2012v4 ppt
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Business model tbs 2012v4 ppt

  1. 1. Business model Wai Chamornmarn Entrepreneurship@TBS 2012
  2. 2. Business idea Entrepreneurship@TBS 2012
  3. 3. Entrepreneurship@TBS 2012
  4. 4. Entrepreneurship@TBS 2012
  5. 5. Entrepreneurship@TBS 2012
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  7. 7. Business Concept Entrepreneurship@TBS 2012
  8. 8. Business Concept Product Innovation CustomerManagement Intimacy Low Price Technology Entrepreneurship@TBS 2012 8
  9. 9. Opportunity Entrepreneurship@TBS 2012
  10. 10. Vernon’s Razor (ต่อ)Quantify and MAXimize Quantify and MINimize Go or No-Go? Entrepreneurship@TBS 2012 10
  11. 11. Uncover Opportunity Nucleus – Increase customer satisfaction – Create a new experience – Uncovering •  unmet need •  underserved needs Entrepreneurship@TBS 2012
  12. 12. Two Generic “Value types” – Trapped Value •  More efficient markets •  More efficient value systems •  Ease of access •  Disrupt current pricing power – New-To-The-World Value •  Customize offerings •  Extend reach and access •  Build community •  Enable collaboration •  Introduce new functionality or experience Entrepreneurship@TBS 2012
  13. 13. Revealing Unmet or Underserved NeedsWhat are the steps in the Customer Decision Process:l  What is the ideal experience? How does reality differ?l  What are the key frustration points?l  What compensating behaviors do we see?l  How/why is the customer successful?l  Are their groups with underserved needs? Entrepreneurship@TBS 2012
  14. 14. Profit pattern Entrepreneurship@TBS 2012
  15. 15. The Value Chain15 Source: Walters (2002) Entrepreneurship@TBS 2012
  16. 16. Profit Zones / Profit PoolsSource: Adapted from Walters (2002), Gadiesh and Gilbert (1998) and Slywotzky and Morrison (1997) 16 Entrepreneurship@TBS 2012
  17. 17. โมเด็ลกําไร 22 แบบ Customer Solutions Profit Product Pyramid Profit Multicomponent Profit Switchboard Profit Buyers Sellers Profit 0 Price Base Business Volume Other Components Time Time Profit Blockbuster Profit Profit Multiplier Model Entrepreneurial Profit Other Forms Price $/Unit $/Project Revenue Cost Cost Base Business Q2 Q4 Q6 Q8 Q10 Key Asset Spin-Outs Project Type Post-Launch17 Entrepreneurship@TBS 2012
  18. 18. Customer solutions profit Entrepreneurship@TBS 2012
  19. 19. pyramid Entrepreneurship@TBS 2012
  20. 20. Multicomponent profit Entrepreneurship@TBS 2012
  21. 21. Switchboard profit Entrepreneurship@TBS 2012
  22. 22. Time profit Entrepreneurship@TBS 2012
  23. 23. New product profit Entrepreneurship@TBS 2012
  24. 24. Transaction scale profit Entrepreneurship@TBS 2012
  25. 25. Profit multiplier model Entrepreneurship@TBS 2012
  26. 26. Entrepreneurship@TBS 2012 26 "
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  28. 28. Thirty profit patterns MEGA PATTERNS CUSTOMER PATTERNSNo profitBack to profit Profit shiftConvergence MicrosegmentationCollapse of the middle Power shiftde facto standardTechnology shifts the board RedefinitionCHANNEL PATTERNS Product patternsMultiplicationConcentration Product to brandCompression Product to blockbusterDisintermediation Product Profit multiplierKNOWLEDGE PATTERNS Product to pyramidproduct to customer knowledge product to solutionOperations to knowledge ORGANISATION PATTERNSKnowledge to productVALUE CHAIN MODELS Skill shiftDeintegration Pyramid to networkValue Chain squeezeStrengthening the weak link CornerstoningReintegration Conventional to digital business design Entrepreneurship@TBS 2012
  29. 29. Business model Entrepreneurship@TBS 2012
  30. 30. Which would you prefer? Business Business Design “A” Design “B” Revenue $10 billion $8 billion Profit $50 million $300 million Entrepreneurship@TBS 2012
  31. 31. business design Today Next Customer Selection Unique Value Proposition Profit Model Strategic Control Scope Entrepreneurship@TBS 2012
  32. 32. Business Design Example: Airline Industry Within a particular industry, companies may pursue very different Business Designs United Southwest Southwest Next?Customer Selection & •  International & domestic; coach, •  Domestic travelers;Value Proposition business and first-class travelers coach only •  Broad network & loyalty program •  Low-cost, no-frills w/ highly consistent customer serviceValue Capture/ •  Tiered fares based on class, •  Every-day low pricesProfit Model flexibility •  High asset utilization •  Ancillary revenuesScope •  Global hub-and-spoke route •  US-only point-to-point route system systemStrategic Control •  Controlled-access airports in key •  Lowest costs geos •  High frequency route coverage •  Loyal frequent fliersOrganizational Systems •  Sophisticated IT •  Cultural emphasis on Southwest •  International Sales & Regulatory way capabilityRevenue •  $16BB •  $10BBMarket Cap •  $4.7BB •  $10BB Entrepreneurship@TBS 2012
  33. 33. Business Model Partner Customer Network Relationship Core Value Value Distribution Customer Capacities Configuration Proposition Channel Segment Cost Success / Revenue Structure Failure Streams33 Entrepreneurship@TBS 2012
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  36. 36. Example business models over the years •  The open business model •  The loyalty business models •  The subscription business model •  The Collective business models •  The razor and blades business model •  The (bait and hook) industrialization of services business •  The pyramid scheme business model model •  The •  The multi-level marketing business model servitization of products business model •  The network effects business model •  The low-cost carrier business model •  The monopolistic business model •  The online content business model •  The cutting out the middleman model •  The freemium business model •  The auction business model •  The premium business model •  The online auction business model •  The direct sales model •  The bricks and clicks business model •  The professional open-source model •  Various distribution business models36 Entrepreneurship@TBS 2012
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  40. 40. Value proposition designer Entrepreneurship@TBS 2012
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  44. 44. Components of the Value Proposition Customer expectations Customer Ø Product – service characteristics Ø Service – support characteristics Ø Availability Ø Information Relative competitive positioning Value Ø Distinctive Customer Value Proposition competencies Model Ø Competitive necessity Ø Competitive advantage Partner roles: Ø Co-development Ø Co-production Ø Reseller services Organisation Ø Customer servicing 45 Source: Adapted from Walters (2002) Entrepreneurship@TBS 2012
  45. 45. Customer Value Customer value Component Customer Value Criteria Perceptions Security Warranty, Parts availability Ø Response to claims Ø Service parts for emergencies Performance Productivity Ø Plant utilisationCustomer Ø Decrease in number of reworked productsValue Ø Decreased R & D expenditure Ø Increased competitiveCriteria and advantage Aesthetics Customisation, Style/design Ø Enhanced workplace image – ‘modern’Value Convenience Order management system appearance – PR benefit Ø Ease of ordering, rapid response. OrderPerceptions progressing information readily available Economy Price levels maintained Ø Price consistency ensures margins maintained and competitive position held Reliability Delivery and product-service Ø Inventory holding can be availability consistent maintained at financially viable levels Ø Customer’s customer 46Source: Walters (2002) Entrepreneurship@TBS 2012 service delivery
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  60. 60. Business model canvas Entrepreneurship@TBS 2012
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  63. 63. Business architecture Entrepreneurship@TBS 2012
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