Documenti di Didattica
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Creates,
Delivers
&
Captures
Value
Improve market Improve or disrupt an existing market (e.g. Dell, EFG Bank,
Nintendo Wii, IKEA, Bharti Airtel, Skype, Zipcar, Ryanair, Amazon.com retail, better
place)
Value Map
Customer Profile
Environmental Analysis
Customer Segments
Key Partners
Distribution Channels
Key Resources
Cost Structure
Revenue Streams
Channels
Owned vs Partnered
Physical vs Virtual
The trick is to find the right balance between the different types of Channels, to
integrate them in a way to create a great customer experience, and to maximize
revenues
Revenue Streams
Key Resources
Key Partners
Cost Structure
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Resource, activity, partner costs
Infrastructure, operational, cost of sales
Payroll costs, benefits, bonus structure, taxes
What are the costs of each element of the business model?
Where are the economies of scale?
What are the risks, the unknowns?
Fixed vs Variable
Offer Driven
Customer Driven
Finance Driven
Resource-driven
innovations
originate from an
organizations
existing
infrastructure or
partnerships to
expand or
transform the
business model
Offer-driven
innovations create
new value
propositions that
affect other
business
model building
blocks.
Customer-driven
innovations are
based on
customer needs,
facilitated access, or
increased
convenience. They
affect other business
model building blocks
Innovations driven
by new revenue
streams, pricing
mechanisms, or
reduced
Cost structures that
affect other
business model
building blocks
Multi-Epicenter
Understand
Design
Implement
Manage
Immersion
Inquiry
Execution
Evolution
Prepare for a
successful
business model
design project
Research &
Analyze elements
needed for the
business model
design effort
Implement the
business model
prototype in the
field
Expert &
Customer
Interviews
Identify needs &
problems
Collect all
relevant
information
Customer,
Technology &
Environment
Transform
information &
ideas from
previous phase
into business
model prototype
Through an
intensive
business model
inquiry, select
the best one.
Implement
Document key
challenges
Iterate
Set up
management
structures to
continuously
monitor, evaluate
and adapt or
transform
business model
Key Dangers
-
Key Dangers
-
Key Dangers
-
Key Dangers
-
Key Dangers
-
Industry
Forces
Business
Model
Environment
Macroeconomic
Forces
Key
Trends
Market Analysis
Market Forces
Market Segment
Switching Costs
Revenue
Attractiveness
Competitive Analysis
Industry Forces
New Entrants
(Insurgents)
Substitute
Products &
Services
Stakeholders
Foresights
Key Trends
Regulatory Trends
Socioeconomic
Trends
Macroeconomics
Macroeconomic Forces
Capital Markets
Commodities &
other Resources
Economic
Infrastructure
Step 2: Immersion - Which elements must we study before generating business model ideas?
This stage could include general research, studying customers or prospects, scrutinizing new technologies, or assessing existing business models
Step 3: Expanding - What innovations can we imagine for each business model building block?
Expands the range of possible solutions, aiming to generate as many ideas as possible. Each of the nine business model building blocks can serve as a
starting point. The goal of this phase is quantity, not quality
Step 4: Criteria Selection - What are the most important criteria for prioritizing our business model ideas?
Define criteria for reducing the number of ideas to a manageable few. The criteria will be specific to the context of your business, but could include
things such as estimated implementation time, revenue potential, possible customer resistance, and impact on competitive advantage.
Step 5: Prototyping - What does the complete business model for each shortlisted idea look like?
With criteria defined, the team should be able to reduce the number of ideas to a prioritized shortlist of three to five potential business model
innovations.
Prepare
Prepare for brainstorming with some sort of immersion
experience related to the problem at hand.
Enforce Rules
Clarify the brainstorming rules upfront & enforce them.
Brainstorming Rules
1.
2.
3.
4.
5.
6.
7.
Stretch First
Go for Quantity
Encourage wild ideas
Be Visual
Defer Judgment
One Conversation at a time
Number your ideas
Empathy Map
Empathy Map
Storytelling Purpose
Company Perspective
Employee Observer
Customer Perspective
Customer Jobs
Provoke Ideas
What Future Model
Justify Change
Planned Business Model
Sometimes an organization
has strong ideas about how its
competitive landscape will
evolve. In this context, a
storys purpose is to show
how a new business model is
ideally suited to help an
organization compete in the
new
landscape.
Stories
temporarily suspend disbelief
and help people imagine how
the current business model
should evolve to remain
effective in the future. The
storys protagonist could be a
customer, an employee, or a
top manager.
Storytelling Techniques