describe and-improve-your-business-model-1193048778204895-2

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Title with picture in Helvetica Bold 35 point

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How to Describe and Improveyour Business ModelOpeninnovation, Dublin, 24 Oct 2007 Arvetica, September 2007

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photos are from flickr under a creative commons license - authors are referenced in the comment section

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Business model innovation matters and it is a top priority of CEOsIBM Global CEO Survey

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How Do We Describe Business Models Today?

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Going to War without a Map Karl von Clausewitz (~1800)

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Insufficiently Well

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The Result

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Could it Be Different?

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It Exists in Business Process Modeling

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A Management Toolbox for Business Model Design and Innovation

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A Template to Describe Business Models42941 downloads

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CLIENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSDescribe a Business Model: 9 Building Blocks OFFERCOST STRUCTURECLIENTRELATIONSHIPSCLIENTSEGMENTSCOMPETENCIES, ACTIVITIES, RESOURCESPARTNER NETWORKREVENUEFLOWSDISTRIBUTION CHANNELSKEY ISSUES TO SOLVE

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CLIENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSExample: Bizner BankOFFERCOST STRUCTURECLIENTRELATIONSHIPSCLIENTSEGMENTSCOMPETENCIES, ACTIVITIES, RESOURCESPARTNER NETWORKREVENUEFLOWSentrepreneursautomatized relationshipBizBallance (integrated banking and accounting)monthly feeReeleezeeIT infra mgmt account mgmt, transactions, etc.IT infrastructure, marketing, partnership costsDISTRIBUTION CHANNELSWebKEY ISSUES TO SOLVEIT, accounting, banking

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CLIENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSXerox 914 Business ModelOFFERCOST STRUCTURECLIENTRELATIONSHIPSCLIENTSEGMENTSCOMPETENCIES, ACTIVITIES, RESOURCESPARTNER NETWORKREVENUEFLOWSDISTRIBUTION CHANNELSKEY ISSUES TO SOLVElarge companiestransactionalsales team1 time sales feephotocopiersR&D manufacturingregularlarge companieslease high-end photocopierssales teamslease & 4ct per copy (2k+)financing & billing

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REVENUESCOSTSKEY ISSUES TO SOLVEACTIVITIESPARTNERSRELATIONSOFFERCLIENTSCHANNELStotal remanufacturing solutions of high end IT platformsmanufacturinglong term deep integrationbrand manufacturers customers basemanufacturingIT brand manufacturerssales commissionre-marketinginventory managementsystems knowledgemanage secondary supply chainreverse logisticsmanufacturinginventorysales teambrand manufacturers of high end IT platformsflat feeMultis Example

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The Process

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find a way to play poker to unlock these models

Prof Henry Chesbrough, Berkeley

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5 Steps to Business Model Design & Renewal describe existing business model

assess strengths and weaknesses brainstorm on improvements & opportunities turn new model into a project roadmap1243VISUALIZEASSESSRENEWPLAN5IMPLEMENT implement project roadmap

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Visualize

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Visualizing

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Visualizing Amazon.com

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REVENUESCOSTSKEY ISSUES TO SOLVEACTIVITIESPARTNERSRELATIONSOFFERCLIENTSCHANNELSselling stuffon the WebIT infraautomatized relationshipsmass customerdata servicesAmazon.com data gridpartnersselling stuffAmazon.comwarehousing & distributiondistributioncontent managementproduct selectionproduct searchmarketingaffiliates

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Assess, Design & Renew

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good ideas are widely distributed, nobody has a monopoly on innovation

Prof Henry Chesbrough, Berkeley

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Assessing Amazon.comwhere are some of Amazon.coms highest costs located?

what are some of Amazon.coms core competencies?

how could they leverage these competencies?

how could they leverage investments?

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REVENUESCOSTSKEY ISSUES TO SOLVEACTIVITIESPARTNERSRELATIONSOFFERCLIENTSCHANNELSselling stuffon the WebIT infraautomatized relationshipsmass customerdata servicesAmazon.com data gridpartnersselling stuffAmazon.comwarehousing & distributiondistributioncontent managementproduct selectionproduct searchmarketingaffiliates

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Leveraging IT at Amazon.com

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REVENUESCOSTSKEY ISSUES TO SOLVEACTIVITIESPARTNERSRELATIONSOFFERCLIENTSCHANNELSselling stuffon the WebIT infraautomatized relationshipsmass customerdata servicesAmazon.com data gridpartnersselling stuffAmazon S3Amazon.comInternet APIWeb2.0 companieswarehousing & distributiondistributioncontent managementproduct selectionA9 product searchdata storage feesproduct searchsearch engine revenuese-commerce sitesInternetmarketingaffiliates

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Changing the Business Model: Examples

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CLIENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSBuilding on Existing Customer Relationships:Walmart ClinicsOFFERCOST STRUCTURECLIENTRELATIONSHIPSCLIENTSEGMENTSCOMPETENCIES, ACTIVITIES, RESOURCESPARTNER NETWORKREVENUEFLOWSDISTRIBUTION CHANNELSKEY ISSUES TO SOLVEshoppersfrequent relationshipWalmartClinicshealth servicesmedical knowledge and staff

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CLIENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSChanging the Game:Cirque de SoleilOFFERCOST STRUCTURECLIENTRELATIONSHIPSCLIENTSEGMENTSCOMPETENCIES, ACTIVITIES, RESOURCESPARTNER NETWORKREVENUEFLOWSDISTRIBUTION CHANNELSKEY ISSUES TO SOLVEtheater & opera visiitorsartistic circus without lionsstage & manage spectacle & logisticscreate art & atmospherehigher ticket prices

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CLIENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSDemand-Creating Alliances:Intel Processor PlatformOFFERCOST STRUCTURECLIENTRELATIONSHIPSCLIENTSEGMENTSCOMPETENCIES, ACTIVITIES, RESOURCESPARTNER NETWORKREVENUEFLOWSDISTRIBUTION CHANNELSKEY ISSUES TO SOLVEend usersspeedy processorspartners with ever heavier applications

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Planning & Implemention

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CLIENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSCLIENTSEGMENTSIntroducing a Family Office Service through a PartnershipOFFERCOST STRUCTURECLIENTRELATIONSHIPSCLIENTSEGMENTSCOMPETENCIES, ACTIVITIES, RESOURCESREVENUEFLOWSDISTRIBUTION CHANNELSKEY ISSUES TO SOLVEaffluent clients (100k-1+mio)tight personal relationshipsbranches & bankerslocal private bankingmainly product revenuesultra high net worth individualsfamily office servicesrevenue sharing agreementlocal branch of family officetight relationships with UHNWIPARTNER NETWORKPARTNER NETWORKindependent multi-family office

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OFFERCLIENT RELATIONSHIPSCLIENT SEGMENTACTIVITIESPARTNERREVNUE STREAMSACQUISITION CHANNELSProject Roadmapfamily office servicesUHNWI relationshipsUHNWIclient trust, internal cooperationmutli-family office partnerrevenue sharingrelationship managers & new officedesign collaboration processtraining programdevelop marketing materialinternal concept presentationgenerate prioritized prospect listwork out client presentationestablish acquisition learning processrelationship manager collaboration processteam set-upclient reception areaprofit center set-upset-up CRM tool

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the only thing thats not designed is nature

Dave Kelly, IDEO

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business people dont just need to understand designers better; they need to become designers

Roger Martin, Dean Rotman School

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Thank You

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www.arvetica.combusiness-model-design.blogspot.com

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Alexander OsterwalderBefore joining Arvetica Alex founded Business Model Design, a consulting boutique specialized in business model innovation. Besides consulting the private sector he was also involve

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