resonord_innovation sociale workshop - innovation tools, initiation
DESCRIPTION
Introduction to innovation & design tools for social organisations in Luxembourg by Luxinnovation, Jan GlasTRANSCRIPT
Entre méthodes conventionnelles et pistes nouvelles - dynamique de l’innovation sociale
Centre écologique à Hosingen - 9 Octobre 2014
Département pour la gestion de l’innovation, le design & la créativité
Jan GlasIngénieur en design industriel - Designer - Design manager
White Logistics Transport company - Case Design Council
Expressed needs
- Differentiate from competitors
- Change hidden skill, knowledge and dedication
to service
- Communicate White’s “drive & passion” and put
it on the map
White Logistics Transport company - Case Design Council
Result- In the nine months after re-branding:
Generated £500,000 worth of new business opportunities
AT Véranda Vérandas & pergolas sur mesure au Luxembourg - Case Luxinnovation
Expressed needs- Better web and online presence
- Improve understanding of the needs of the clients
- Differentiation from competition
AT Véranda Vérandas & pergolas sur mesure au Luxembourg - Case Luxinnovation
Result new website (after one year)- Improved understanding about various types of clients and their specific needs
- 2013 Best turn-over since existance
- 2014 Started very well & employing 2 more staff
EppelpressFruit juices and marmelades
Expressed needs
- Differentiate from competitors by offering new products/service to its customers
- Provide more choices for customers
- Provide a sustainable service
Proposed solution - Development of new products
- Propose a new, strong and differentiating brand image
- Direct sales
pommes-sureaux
Design impact- New visual identity
- New customers
- Increased competitiveness
Eppelpress Fruit juices and marmelades
Metal constructionMetalstep - Design, manufacture and installation of custom metal stairs
www.metalstep.be
Business Model Innovation
Metal constructionMetalstep - Design, manufacture and installation of custom metal stairs
www.metalstep.be
Results of the process Innovation via a new business model & design - A new concept of stairs to mount/install yourself ...
- Innovative design ...
- A new service ...
- A new distribution ...
- Market extension ...
- Increased competitiveness ...
- Less dependent on regional market
Every business needs to credible...
...to its investors/ sponsors, to its supply chain and associates, to its staff but most importantly to its customers and clients.
Source - AndyCripps
Source - AndyCrippsSource - AndyCripps
Brand
Customers
Marketing & communications
Product & service
Suppliers
How can Luxinnovation help?
- Business & design diagnostic
- Workshops for idea finding
- Support in the innovation(change) process
- Getting in touch with (design) experts
- Brief - (design) project
- Various tools & aids for the creative process
- Assistance for co-financing requests
How can Luxinnovation help?
Tools
- Business Model Canvas
- Design Thinking
- Persona tool
- Customer journey mapping
- When is design “good”? Ten principles of good design.
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Revenue Streams
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
Channels
Customer Relationships Customer Segments
channel phases:1. Awareness How do we raise awareness about our company’s products and services?
2. Evaluation How do we help customers evaluate our organization’s Value Proposition?
3. Purchase How do we allow customers to purchase specific products and services?
4. Delivery How do we deliver a Value Proposition to customers?
5. After sales How do we provide post-purchase customer support?
Mass MarketNiche MarketSegmentedDiversifiedMulti-sided Platform
examplesPersonal assistanceDedicated Personal AssistanceSelf-ServiceAutomated ServicesCommunitiesCo-creation
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
Value PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
characteristicsNewnessPerformanceCustomization“Getting the Job Done”DesignBrand/StatusPriceCost ReductionRisk ReductionAccessibilityConvenience/Usability
categoriesProductionProblem SolvingPlatform/Network
types of resourcesPhysicalIntellectual (brand patents, copyrights, data)HumanFinancial
motivations for partnerships:Optimization and economy Reduction of risk and uncertaintyAcquisition of particular resources and activities
is your business more:Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)Value Driven ( focused on value creation, premium value proposition)
sample characteristics:Fixed Costs (salaries, rents, utilities)Variable costsEconomies of scaleEconomies of scope
www.businessmodelgeneration.com
The Business Model CanvasOn:
Iteration:
Designed by:Designed for:Day Month Year
No.
types:Asset saleUsage feeSubscription FeesLending/Renting/LeasingLicensingBrokerage feesAdvertising
fixed pricingList PriceProduct feature dependentCustomer segment dependentVolume dependent
dynamic pricingNegotiation( bargaining)Yield ManagementReal-time-Market
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Design thinking
Source IDEO
Persona tool
Customer journey mapping
Customer’s needs
AttractChoose
UseSupportRetain
Graphical journey mapping 2 - appréciation du client (exemple)Ap
préc
iatio
n du
clie
nt
posi
tive
néga
tive
actions dans le temps
moment de vérité expérience positive expérience négative
appel hotlinecommandes
attends confirmationd’envoie de la commande
client recoit la marchandise
client recoit la marchandise
client réclamepar téléphone
client renvoiela marchandise
nouvel attentede la marchandise
débit du montant de la facture
confirmationpar email
0
5
3
3
5
Clients cible
Processus d’analyse
Clients qui commandent par la hotline
Commande d’un client par téléphone
10 principles of good design Dieter Rams
“Good design” is...
innovative Makes a product useful
aesthetic makes a productunderstandable
unobstrusive
Source - Dieter Rams
honest long lasting thorough environmentally friendly / sustainable
as little designas possible
“Good design” is...
Source - Dieter Rams
It is not the strongest of species that survive, nor the most intelligent, but it is the one most responsive to change. — CHARLES DARWIN
