business model tbs 2012v4 ppt
TRANSCRIPT
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Entrepreneurship@TBS 2012
Wai Chamornmarn
Business model
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Entrepreneurship@TBS 2012
Business idea
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Entrepreneurship@TBS 2012
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Entrepreneurship@TBS 2012
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Entrepreneurship@TBS 2012
Business Concept
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Entrepreneurship@TBS 2012
Business Concept
Product Innovation
Customer Intimacy
Low Price
Technology
Management
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Entrepreneurship@TBS 2012
Opportunity
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Go or No-Go?
Quantify and MAXimize Quantify and MINimize
Vernon’s Razor (ต่อ)
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Entrepreneurship@TBS 2012
Uncover Opportunity Nucleus – Increase customer satisfaction – Create a new experience
– Uncovering • unmet need • underserved needs
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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
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Revealing Unmet or Underserved Needs What 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?
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Profit pattern
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Entrepreneurship@TBS 2012
The Value Chain
15 Source: Walters (2002)
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Profit Zones / Profit Pools
Source: Adapted from Walters (2002), Gadiesh and Gilbert (1998) and Slywotzky and Morrison (1997)
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Prof
it
0
Time Volume
Pric
e
Base Business
Buyers Sellers
Price
Cost
$/U
nit
Post-Launch
Q2 Q4 Q6 Q8 Q10
Revenue
Cost
$/Pr
ojec
t
Project Type
Key Asset
Other Forms
Base Business
Spin-Outs
Customer Solutions Profit Product Pyramid Profit Multicomponent Profit Switchboard Profit
Time Profit Blockbuster Profit Profit Multiplier Model Entrepreneurial Profit
Other Components
โมเด็ลกําไร 22 แบบ
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Customer solutions profit
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pyramid
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Multicomponent profit
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Switchboard profit
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Time profit
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New product profit
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Transaction scale profit
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Profit multiplier model
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Entrepreneurship@TBS 2012 "
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Entrepreneurship@TBS 2012
Thirty profit patterns
MEGA PATTERNS No profit Back to profit Convergence Collapse of the middle de facto standard Technology shifts the board CHANNEL PATTERNS Multiplication Concentration Compression Disintermediation KNOWLEDGE PATTERNS product to customer knowledge Operations to knowledge Knowledge to product VALUE CHAIN MODELS Deintegration Value Chain squeeze Strengthening the weak link Reintegration
CUSTOMER PATTERNS Profit shift Microsegmentation Power shift Redefinition
Product patterns Product to brand Product to blockbuster Product Profit multiplier Product to pyramid product to solution ORGANISATION PATTERNS Skill shift Pyramid to network Cornerstoning Conventional to digital business design
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Entrepreneurship@TBS 2012
Business model
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Which would you prefer?
Business Design “A”
$10 billion
$50 million
Business Design “B”
$8 billion
$300 million
Revenue
Profit
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business design
Customer Selection
Profit Model
Strategic Control
Today Next
Scope
Unique Value Proposition
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Business Design Example: Airline Industry Within a particular industry, companies may pursue very different Business Designs
United Southwest • International & domestic; coach,
business and first-class travelers • Broad network & loyalty program
Customer Selection & Value Proposition
• Domestic travelers; coach only
• Low-cost, no-frills w/ highly consistent customer service
• Tiered fares based on class, flexibility
• Ancillary revenues
Value Capture/ Profit Model
• Every-day low prices • High asset utilization
• Sophisticated IT • International Sales & Regulatory
capability
Organizational Systems • Cultural emphasis on Southwest way
• Global hub-and-spoke route system
Scope • US-only point-to-point route system
• Controlled-access airports in key geos
• Loyal frequent fliers
Strategic Control • Lowest costs • High frequency route coverage
Southwest Next?
• $10BB • $16BB Revenue
• $4.7BB Market Cap • $10BB
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Business Model
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Value
Proposition
Partner
Network
Core
Capacities
Value
Configuration
Customer
Relationship
Distribution
Channel Customer Segment
Cost
Structure
Revenue
Streams
Success / Failure
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Entrepreneurship@TBS 2012
Example business models over the years
• The open business model • The subscription business model • The razor and blades business model
(bait and hook) • The pyramid scheme business model • The
multi-level marketing business model • The network effects business model • The monopolistic business model • The cutting out the middleman model • The auction business model • The online auction business model • The bricks and clicks business model
• The loyalty business models • The Collective business models • The
industrialization of services business model
• The servitization of products business model
• The low-cost carrier business model • The online content business model • The freemium business model • The premium business model • The direct sales model • The professional open-source model • Various distribution business models
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Entrepreneurship@TBS 2012
Value proposition designer
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Components of the Value Proposition
Source: Adapted from Walters (2002)
Customer expectationsØ Product – service
characteristicsØ Service – support
characteristicsØ AvailabilityØ Information
Customer ValueModel
ValueProposition
RelativecompetitivepositioningØ Distinctive
competenciesØ Competitive
necessityØ Competitive
advantagePartner roles:Ø Co-developmentØ Co-productionØ Reseller servicesØ Customer servicing
Organisation
Customer
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Customer Value Criteria and Value Perceptions
Customer Value
Criteria
Customer value Component Customer Value
Perceptions
Security Warranty, Parts availability Ø Response to claims
Ø Service parts for
emergencies
Performance Productivity Ø Plant utilisation
Ø Decrease in number of
reworked products
Ø Decreased R & D
expenditure
Ø Increased competitive
advantage
Aesthetics Customisation, Style/design Ø Enhanced workplace
image – ‘modern’
appearance – PR benefit
Convenience Order management system Ø Ease of ordering, rapid
response. Order
progressing information
readily available
Economy Price levels maintained Ø Price consistency
ensures margins
maintained and
competitive position
held
Reliability Delivery and product-service
availability consistent
Ø Inventory holding can be
maintained at financially
viable levels
Ø Customer’s customer
service deliverySource: Walters (2002)
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Business model canvas
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Business architecture
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