Business Model Innovation

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a more recent version for the course on BMGEN at HEC Lausanne

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Business Model Innovation

  1. ess modelb usininnov ation eda ta lk prepar erby alex osterwald rand yv es pigneu mber 2011 HEC Nove
  2. nservice desig ytellingsc enario & stortask analysis prototyping s from servi ce to busines servi ce blueprint t proces s managemen measuring ness model innovation busi ‣busin ess model ronment as sessment envi patterns busi ness model
  3. service innovationFLICKR.COM
  4. process innovationFLICKR.COM
  5. business model innovationFLICKR.COM
  6. Time Machine
  7. 1958
  8. [sources: Henry Chesbrough, photo: life.com]
  9. Time Machine
  10. 1997
  11. ?what  do  both  examples   have  in  common?
  12. 1 they  focused  on   product  innova8on   alone   they  empower  the   product  through  the   business  model
  13. 2 they  simply  copied   from  compe8tors they  invented    a  new   business  model
  14. 3 they  could  prove  in   advance  that  the  model   would  work they  had  to  take  some   risk  and  experiment
  15. “ The enemy ofinnovation are twowords - prove it -you can not prove ” any new idea Roger Martin, Dean Rotman School
  16. ?So  how  does  one  come   up  with  successful   business  models?
  17. 123going  beyond   business   going  beyond design   going  beyond ongoing   product   copying wai8ng model innova8on thinking compe8tors process for  proof
  18. business   1model
  19. common  language    
  20. Business ModelCanvas
  21. to describe, challenge,design, and inventbusiness models moresystematically
  22. CUSTOMER SEGMENTSDESCRIBING WHO A COMPANY OFFERS VALUE TO images by JAM
  23. VALUE PROPOSITIONSDESCRIBING A COMPANY’S OFFER images by JAM
  24. CHANNELSDESCRIBING HOW A COMPANY REACHES ITS CUSTOMERS images by JAM
  25. CUSTOMER RELATIONSHIPSDESCRIBING THE RELATIONSHIPS A COMPANY BUILDS images by JAM
  26. REVENUE STREAMSDESCRIBING HOW A COMPANY MAKES MONEY images by JAM
  27. KEY RESOURCESDESCRIBING WHAT CAPABILITIES ARE REQUIRED images by JAM
  28. KEY ACTIVITIESDESCRIBING WHAT ACTIVITIES ARE REQUIRED images by JAM
  29. KEY PARTNERSTHE PARTNERS THAT LEVERAGE THE BUSINESS MODEL images by JAM
  30. COST STRUCTUREDESCRIBING THE COSTS OF A BUSINESS MODEL images by JAM
  31. key value customer activities proposition relationships key customerpartners segments cost revenuestructure key streams resources channels images by JAM
  32. The Business Model Canvas KEY KEY OFFER CUSTOMER CUSTOMERPARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS KEY CHANNELS RESOURCES COST STRUCTURE REVENUE STREAMS 35
  33. building building block block building building block buildingbuilding block block block building block building block building block build ing bu ilding bloc building k block block
  34. BusinessModelGenera8on.com
  35. “the wall is the desk of the future” (Dave Gray) 40
  36. illustra(on
  37. CIRQUE DU SOLEIL
  38. Cirque du soleil nage recruit talentsstage & ma spectacle & eliminate logistics theater & star & animal shows opera visitors artistic circus new untapped ns market without lio artistic feel & internet atmosphere booking higher ticket increase prices price
  39. 1break  out
  40. ?describe  the  Nespresso’s  business   model  using  the  canvas
  41. ? ?? ? ? ? ? ? ? 48
  42. take-­‐away 1 Focusing  on  product  innova8on  is  not  enough  anymore,  empower  the   product  through  a  business  model
  43. design   2thinking
  44. analytical intuitivethinking thinking thin king design
  45. “ business people don’t just need to understand designers better; they need to become designers ” Roger Martin, Dean Rotman School
  46. the desig ner’st ool kit ...
  47. prototyping
  48. [source: Sony Pictures]
  49. [source: Sony Pictures]
  50. [source: Sony Pictures]
  51. ?what  does  that  have  to  do  with   business  models  and   organiza8on?
  52. 62
  53. 64
  54. customer  insight
  55. analyze from the customer perspectivePARTNER KEY OFFER CUSTOMER CUSTOMERNETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
  56. Jan Chipchase (Nokia)
  57. his mainweapon
  58. India mobile study
  59. 71
  60. 2break  out
  61. Jigar Shah
  62. ?where  is  solar  energy   par8cularly  useful?
  63. in the context of shopping centers 76
  64. ?brainstorm  and  describe  a  business  model  for  a  solar   company
  65. 1 m shid- in opp to large gsolar pananel el centersolar p s organizatio ns tioninstallatio n installa 78
  66. take-­‐away 2don’t  fall  in  love  with  your  first  idea,   because  it  will  become  difficult  to   con8nue  exploring
  67. ongoing   3process
  68. uncertainty/patterns/insight clarity/focus research designing business model business model design to & understand prototypes be implemented[Source:  adapted  from  Damien  Newman,  Central] 81
  69. Steve Blank
  70. 83
  71. a  business  model  might  look  great  on  paper... building block building buildin block g blo block ck building block building block build in block g building building block ..  but  aUer  all  it   block build in block g is  only  a... building buil d block blo ing ck buildin g block
  72. ... a set of hypotheses guess guess guess guess guessguess guess guess guess gues guess s guess
  73. you  needs  to  get  out  of  the  building  and  ...
  74. test  each  hypothesis(e.g.  with  customers)
  75. 88
  76. ...  adapt  the  business  model un8l  you  can  prove  it  workscustomer customer customer companydiscovery validation creation building pivot
  77. only  then  should  you  build  your  company  or  launch  the  project,  else  you’ll  risk...
  78. burning  your  cash  while  searching  for  a  business  model
  79. take-­‐away 3un8l  it’s  in  the  market  there  is  no  proof  that  even  the  best    business   model  on  paper  will  work
  80. 3break  out
  81. Pascal Meyer 95
  82. ? using  the  canvasdescribe  the  business  model  for  
  83. business   design   ongoing   model thinking process
  84. business modelr eview ✓ common language ✓ 9 blocks ✓ managing as designing ✓ entrepreneurial spirit
  85. Thank you ... contact@alexosterwalder.com yves.pigneur@unil.ch

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