Business Model Design and Innovation for Competitive Advantage
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The document discusses the significance of business model innovation in strategic management, highlighting how it can provide a competitive advantage for companies. It outlines various types of innovation, including product, service, and business model innovation, and emphasizes the need for a common understanding of business models to facilitate effective communication and implementation. The text also presents frameworks and case studies for creating and evaluating business models, stressing the importance of customer value propositions and organizational strategies.
![Management2.0: Competitive Advantage through Business Model Design & Innovation Guadalajara, June 2007 Alexander Osterwalder, PhD [email_address]](https://image.slidesharecdn.com/business-model-design-and-innovation-for-competitive-advantage-19352/85/Business-Model-Design-and-Innovation-for-Competitive-Advantage-1-320.jpg)
![Operating Margin Growth in Excess of Competitive Peers compound annual growth rate over five years [Source: IBM, CEOs are expanding the innovation horizon: important implications for CIOs]](https://image.slidesharecdn.com/business-model-design-and-innovation-for-competitive-advantage-19352/85/Business-Model-Design-and-Innovation-for-Competitive-Advantage-17-320.jpg)
![Benefits Cited by Business Model Innovators percent of respondents [Source: IBM, Global CEO Study 2006]](https://image.slidesharecdn.com/business-model-design-and-innovation-for-competitive-advantage-19352/85/Business-Model-Design-and-Innovation-for-Competitive-Advantage-18-320.jpg)
![VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS INFRASTRUCTURE CUSTOMER OFFER FINANCE a business model describes the value an organization offers to various customers and portrays the capabilities and partners required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and sustainable revenue streams DISTRIBUTION CHANNELS [Osterwalder (2004) The Business Model Ontology] business model framework](https://image.slidesharecdn.com/business-model-design-and-innovation-for-competitive-advantage-19352/85/Business-Model-Design-and-Innovation-for-Competitive-Advantage-36-320.jpg)
![VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS [Osterwalder (2004) The Business Model Ontology] various starting points / depending on context](https://image.slidesharecdn.com/business-model-design-and-innovation-for-competitive-advantage-19352/85/Business-Model-Design-and-Innovation-for-Competitive-Advantage-93-320.jpg)
![attribute 1 attribute 2 attribute 3 attribute 5 1 - low 5 - high 3 - medium bank’s performance [Kim & Mauborgne (2002) Charting Your Company's Future] draw a value proposition attribute 4](https://image.slidesharecdn.com/business-model-design-and-innovation-for-competitive-advantage-19352/85/Business-Model-Design-and-Innovation-for-Competitive-Advantage-114-320.jpg)
![Alexander Osterwalder, PhD [email_address] www.arvetica.com](https://image.slidesharecdn.com/business-model-design-and-innovation-for-competitive-advantage-19352/85/Business-Model-Design-and-Innovation-for-Competitive-Advantage-139-320.jpg)
Business Model Design and Innovation for Competitive Advantage
- 1. Management2.0: Competitive Advantage through Business Model Design & Innovation Guadalajara, June 2007 Alexander Osterwalder, PhD [email_address]
- 2. change is the process by which the future invades our lives -> Alvin Toffler
- 3. first of all: what are YOUR concerns? (buzz groups)
- 4. what are YOUR biggest issues and fears you face in strategic management today?
- 5. where do YOU see the largest opportunities to improve strategic management today?
- 6. your expectations for today?
- 8. tell me about the most important innovations in your company
- 12. product & service innovation
- 14. four rings of innovation business model innovation product & service innovation process innovation technology innovation
- 15. which one of your examples qualify as business model innovation ?
- 16. “ Business model innovation matters” and it is a top priority of CEOs
- 17. Operating Margin Growth in Excess of Competitive Peers compound annual growth rate over five years [Source: IBM, CEOs are expanding the innovation horizon: important implications for CIOs]
- 18. Benefits Cited by Business Model Innovators percent of respondents [Source: IBM, Global CEO Study 2006]
- 19. some examples
- 22. Bellum Concepts
- 23. why talk about business models?
- 24. how do you describe a business model?
- 25. without a common language
- 26. how do you communicate a business model?
- 27. Development plan Quisque augue felis, commodo a, elementum id, faucibus id, sem. Aenean rutrum enim. Praesent pulvinar dignissim nisl. Cras a nunc. Donec tincidunt odio sit amet lacus. Pellentesque metus tortor, ullamcorper vitae, lobortis vel, euismod in, mi. Ut laoreet, tellus laoreet blandit mollis, massa purus posuere purus, quis molestie ligula massa eu metus. Duis placerat, nulla sit amet ornare interdum, neque nunc mollis leo, vitae porttitor mi orci sit amet neque. Donec at enim. In facilisis tellus gravida ligula. Phasellus ut lorem. Pellentesque ac tortor eget augue suscipit ullamcorper. Aenean eleifend porta orci. Etiam at arcu. Vestibulum lacinia nunc in eros. Suspendisse potenti. Aliquam erat volutpat. Donec gravida. Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Maecenas vel enim et metus semper fringilla. Donec ornare arcu. Maecenas faucibus ligula convallis nibh. Mauris dui quam, congue eu, commodo nec, tristique in, enim. Nulla auctor semper urna. Quisque a elit eu purus iaculis vestibulum. Aliquam dictum risus at odio. Fusce at lorem et elit faucibus placerat. Aenean velit. Proin elit odio, blandit et, scelerisque quis, pulvinar a, dui. Nunc magna dolor, bibendum ut, accumsan congue, tincidunt sit amet, neque. Proin consequat tincidunt lacus. In urna dui, congue nec, tincidunt sit amet, facilisis imperdiet, lorem. Morbi sed nibh. Vivamus vitae dolor. Ut bibendum volutpat mi. Pellentesque quis magna non lectus elementum pretium. Aliquam quis est vitae arcu consequat fringilla. Cras magna risus, placerat eget, egestas consectetuer, ornare vel, felis. Nam ornare justo id orci mattis ultricies. Morbi luctus. Ut pretium odio ac libero. Nunc sollicitudin pharetra lorem. Aenean scelerisque, lacus eget ullamcorper scelerisque, ipsum urna viverra mi, eget viverra quam eros eget velit. Ut lacinia feugiat purus. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Etiam nunc nisl, aliquam blandit, luctus id, commodo laoreet, sem. Phasellus sit amet orci ut sapien vulputate pellentesque. Pellentesque dapibus purus et quam. Nam sit amet magna in neque dignissim sodales. Aenean non justo nec magna lobortis volutpat. Strategy Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Cras in tortor. Sed posuere erat. Maecenas pulvinar nulla eu magna. Vivamus semper, risus ut egestas pulvinar, lectus ante feugiat quam, sit amet congue odio lacus ac ipsum. Aliquam suscipit, est ut volutpat vulputate, nulla felis pulvinar libero, non ornare libero ipsum tristique tortor. Fusce sed lorem vitae justo feugiat malesuada. Donec aliquet. Vivamus semper eros nec diam. Vivamus sem arcu, imperdiet nec, congue ac, scelerisque vel, nulla. Donec et mauris. Integer a nulla vulputate pede consequat euismod. Praesent molestie urna nec leo. Proin eros. Maecenas ac sem nec dui sodales tempus. Maecenas suscipit egestas velit. Suspendisse vel tortor. Proin imperdiet, sem nec aliquet ultrices, nunc est egestas eros, non hendrerit magna eros eget augue. Maecenas sed leo vitae leo faucibus vulputate. Proin dignissim eros at augue. Nam luctus nulla non nibh. Nam at lorem ac mauris laoreet viverra. In placerat consequat nunc. Donec rhoncus nunc ac urna. Integer vestibulum condimentum orci. Fusce velit turpis, malesuada quis, scelerisque ut, eleifend vitae, ipsum. Vestibulum eu erat. Vestibulum justo nisl, tincidunt et, semper vel, tristique quis, eros. Vestibulum tempus, massa vel consectetuer congue, erat magna consequat purus, a facilisis orci nibh vitae purus. Nam tincidunt venenatis ligula. Nunc orci nulla, ornare quis, lobortis viverra, dapibus at, turpis. Suspendisse sit amet nisl at enim tincidunt blandit. Curabitur augue est, suscipit sed, egestas sit amet, vehicula vitae, tellus. Maecenas nec metus vel nisi interdum pellentesque. Words Text Text Text 18% 300% 12% 1% through inappropriate means
- 28. Here CEOs 10° Managers 60° Here Staff 360° Ok
- 29. how do you implement a business model?
- 31. how do you measure the success of a business model?
- 32. we don’t
- 33. how do you change a business model and innovate ?
- 34. we re-invent the wheel
- 35. what is a business model?
- 36. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS INFRASTRUCTURE CUSTOMER OFFER FINANCE a business model describes the value an organization offers to various customers and portrays the capabilities and partners required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and sustainable revenue streams DISTRIBUTION CHANNELS [Osterwalder (2004) The Business Model Ontology] business model framework
- 37. case study
- 38. you become the new owner of a soccer club …
- 39. describe YOUR club’s business model
- 40. describing how a wealth management bank acquires its clients what value proposition do you offer, to which customer segments ?
- 41. VALUE PROPOSITION CUSTOMER SEGMENTS value proposition 1 value proposition 2 … target customer 1 target customer 2 … CUSTOMER OFFER what value proposition do you offer, to which customer segments? (model)
- 42. what value proposition do you offer, to which customer segments? (example) spectacular offensive football fans CUSTOMER OFFER advertising space & high visibility advertisers … …
- 44. how do you reach your customers ?
- 45. VALUE PROPOSITION COMMUNICATION & DISTRIBUTION CHANNELS value proposition 1 value proposition 2 … channel 1 channel 2 … OFFER how do you reach your customers? (model) CUSTOMER SEGMENTS target customer 1 target customer 2 … CUSTOMER
- 46. spectacular offensive football stadium & box office CUSTOMER OFFER how do you reach your customers? (example) club owned TV channel fans mobile phone TV advertising space & high visibility sales force advertisers
- 47. how do you build relationships?
- 48. VALUE PROPOSITION CUSTOMER RELATIONSHIP value proposition 1 value proposition 2 … mechanism 1 mechanism 2 … OFFER CUSTOMER SEGMENTS target customer 1 target customer 2 … CUSTOMER how do you build relationships with your customers? (model)
- 49. spectacular offensive football personalized website (ticketing) CUSTOMER OFFER team blog (RSS) fans … how do you build relationships with your customers? (example)
- 50. how do you earn your money with this business model?
- 51. VALUE PROPOSITION REVENUE STREAMS value proposition 1 value proposition 2 … revenue stream 1 revenue stream 2 … OFFER CUSTOMER SEGMENTS target customer 1 target customer 2 … FINANCE how do you earn your money with this business model? (model)
- 52. spectacular offensive football ticket sales FINANCE OFFER TV channel subscriber fees fans mobile phone TV subscriber fees advertising space & high visibility advertising revenues advertisers how do you earn your money with this business model? (example)
- 53. the business models place in a company
- 54. the business model’s place in the company BUSINESS MODEL ORGANIZATION STRATEGY TECHNOLOGY
- 55. external forces
- 56. 5 forces BUSINESS MODEL legal environment social environment competition customer needs technological change
- 57. the big picture (business model)
- 58. team management event management venue management ticketing VIP relationship management video crew … attractive soccer 360 º event (match, dining, shopping) exclusive VIP lounges merchandising renting out stadium … stadium POS networks club website (+online TV) club cable TV channel mobile phone TV channel … play attractive & win games brand management video images channel management fans (families, etc.) fan groups companies event/concert organizers advertisers … team & maintenance infrastructure management marketing video Ticket fees & season tickets online TV subscription revenues revenue sharing cable & mobile phone TV renting out stadium for events advertising revenues merchandising revenues food & beverages ticketing services promoters ad placement telecom operator TV operator … personalized web profile newsletter team blog (RSS) VIP events with team … Value Proposition Distribution Channel Target Customer Customer Relationship Partner Network Activity Configuration Core Capability Cost Structure Revenue Model the big picture
- 59. team management event management venue management ticketing VIP relationship management video crew … attractive soccer 360 º event (match, dining, shopping) exclusive VIP lounges merchandising renting out stadium … stadium POS networks club website (+online TV) club cable TV channel mobile phone TV channel … play attractive & win games brand management video images channel management fans (families, etc.) fan groups companies event/concert organizers advertisers … team & maintenance infrastructure management marketing video Ticket fees & season tickets online TV subscription revenues revenue sharing cable & mobile phone TV renting out stadium for events advertising revenues merchandising revenues food & beverages ticketing services promoters ad placement telecom operator TV operator … personalized web profile newsletter team blog (RSS) VIP events with team … Value Proposition Distribution Channel Target Customer Customer Relationship Partner Network Activity Configuration Core Capability Cost Structure Revenue Model value creates revenues
- 60. team management event management venue management ticketing VIP relationship management video crew … attractive soccer 360 º event (match, dining, shopping) exclusive VIP lounges merchandising renting out stadium … stadium POS networks club website (+online TV) club cable TV channel mobile phone TV channel … play attractive & win games brand management video images channel management fans (families, etc.) fan groups companies event/concert organizers advertisers … team & maintenance infrastructure management marketing video Ticket fees & season tickets online TV subscription revenues revenue sharing cable & mobile phone TV renting out stadium for events advertising revenues merchandising revenues food & beverages ticketing services promoters ad placement telecom operator TV operator … personalized web profile newsletter team blog (RSS) VIP events with team … Value Proposition Distribution Channel Target Customer Customer Relationship Partner Network Activity Configuration Core Capability Cost Structure Revenue Model creating value requires infrastructure
- 61. team management event management venue management ticketing VIP relationship management video crew … attractive soccer 360 º event (match, dining, shopping) exclusive VIP lounges merchandising renting out stadium … stadium POS networks club website (+online TV) club cable TV channel mobile phone TV channel … play attractive & win games brand management video images channel management fans (families, etc.) fan groups companies event/concert organizers advertisers … team & maintenance infrastructure management marketing video Ticket fees & season tickets online TV subscription revenues revenue sharing cable & mobile phone TV renting out stadium for events advertising revenues merchandising revenues food & beverages ticketing services promoters ad placement telecom operator TV operator … personalized web profile newsletter team blog (RSS) VIP events with team … Value Proposition Distribution Channel Target Customer Customer Relationship Partner Network Activity Configuration Core Capability Cost Structure Revenue Model infrastructure generates costs
- 62. team management event management venue management ticketing VIP relationship management video crew … attractive soccer 360 º event (match, dining, shopping) exclusive VIP lounges merchandising renting out stadium … stadium POS networks club website (+online TV) club cable TV channel mobile phone TV channel … play attractive & win games brand management video images channel management fans (families, etc.) fan groups companies event/concert organizers advertisers … team & maintenance infrastructure management marketing video Ticket fees & season tickets online TV subscription revenues revenue sharing cable & mobile phone TV renting out stadium for events advertising revenues merchandising revenues food & beverages ticketing services promoters ad placement telecom operator TV operator … personalized web profile newsletter team blog (RSS) VIP events with team … Value Proposition Distribution Channel Target Customer Customer Relationship Partner Network Activity Configuration Core Capability Cost Structure Revenue Model the profit zone <
- 63. the process of designing innovative business models
- 64. the focus of the business model innovator & designer
- 65. user-centered
- 66. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
- 69. Googleplex
- 70. 70:20: 10
- 71. API
- 72. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
- 76. village telephony telecom infrastructure customer relationships villager activity configuration micro-credit Grameen Bank mobile phone revenues source of revenue mobile telephony billing telecom operators Grameen Bank (billing) phone ladies phone ladies
- 77. holistic design
- 78. Apple iTunes & iPod
- 79. iPod cost structure lifestyle brand “ high-end” consumer prod. & softw. design hardware & softw. dev. hardware revenues iTunes multimedia downloads e-commerce multimedia rights mgmt iBook content producers Apple stores dealer network multimedia revenues hardware suppliers brand management hardware distribution content distribution content
- 80. strategic fit
- 81. the Amazon.com you know
- 82. Amazon Simple Storage Services (S3)
- 83. selling stuff on the Web IT infra customer relationships mass customer data services Amazon.com data grid partners selling stuff Amazon S3 Amazon.com Internet API Web2.0 companies warehousing & distribution distribution content management product selection A9 product search data storage fees product search search engine revenues e-commerce sites Internet marketing
- 84. the business modeler’s toolbox
- 85. co-creation
- 86. ideation
- 87. visualization
- 88. prototyping
- 90. 1. identify interdisciplinary stakeholders -> set-up team
- 91. do you have to get the IT team out of their cubicles?
- 92. 2. understand (business) environment –> frame problem
- 93. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS [Osterwalder (2004) The Business Model Ontology] various starting points / depending on context
- 94. 3. suspend reality -> ideate
- 95. 4. bring back reality -> prototype
- 96. 5. chose suitable design -> decide
- 97. 6. sketch out projects & workload -> draw implementation plan
- 98. … 38 man/days Project C1 Distribution Channels 120 man/days Project V2 10 man/days Project V1 Value Proposition Estimated workload Project name Area
- 99. 7. outline key indicators to follow -> choose measures
- 100. … 38 man/days Project C1 Distribution Channels 120 man/days Project V2 10 man/days Project V1 Value Proposition Target level KPI (measure) Estimated workload Project name Area
- 101. 8. select the right teams and people -> make responsible
- 102. … 38 man/days Project C1 Distribution Channels Ms. Tee 120 man/days Project V2 Mr. Jan 10 man/days Project V1 Value Proposition leader Target level KPI (measure) Estimated workload Project name Area
- 103. 9. execute the plan -> manage implementation & change
- 104. 10. evaluate, learn and redesign -> manage improvement
- 106. > market boundaries are not given > they are reconstructed by the actions & beliefs of industry players
- 107. compete in existing markets beat the competition explore existing demand make the value/cost trad-off align with differentiation OR low cost create uncontested markets make competition irrelevant create & capture new demand break value/cost trad-off align with differentiation AND low cost RED OCEAN BLUE OCEAN
- 108. differentiate your value proposition
- 109. a customer value proposition gives an overall view of a company's bundle of products, services and client advice. it is the sum of the total benefits a customer is promised to receive in return for a payment (or other value transfer) working definition value proposition
- 110. what are the 5 most important competitive attributes that characterize a game console’s offer? (e.g. price, performance, design) attribute 2 e.g. price attribute 1 e.g. performance group warm-up
- 111. 1 2 3 4 - - most important attribute second most important … … 5 attributes
- 112. … … … … …
- 114. attribute 1 attribute 2 attribute 3 attribute 5 1 - low 5 - high 3 - medium bank’s performance [Kim & Mauborgne (2002) Charting Your Company's Future] draw a value proposition attribute 4
- 115. live Excel
- 117. eliminate raise reduce create
- 120. strong & valuable approach, but limited view
- 121. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
- 122. examples
- 123. Goldcorp mining low costs through open exploration CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS exploiting mines “ geology prize” 500’000 $US REVENUE STREAMS DISTRIBUTION CHANNELS Goldcorp publicly shared all of its geological data and offered US$ 500’000 in prizes for determining where they might find the next 6 million ounces of gold research
- 125. from copyright to creative commons
- 126. Skype free VoIP & value added services software development website global (non segmented) deliver voice & video quality “ eBay” large scale low margin internet software development free voice-over-IP VoIP telephony & value-added services
- 127. 1291 Cityhomes low cost accommodation New York low cost CUSTOMER RELATIONSHIPS the cost sensible renting out rooms keep down costs apartment owners rents DISTRIBUTION CHANNELS find demand young curious Swiss low-cost hotel/rental in New York City
- 128. Tecnovate low-cost multi-lingual call center outsourcing low cost CUSTOMER RELATIONSHIPS European corporations ACTIVITY CONFIGURATION keep down costs “ import” young curious Europeans to India to work REVENUE STREAMS DISTRIBUTION CHANNELS business process outsourcing “up-side down” in India
- 129. Netflix (niche) movies over the Internet COST STRUCTURE profile specialized clientele ACTIVITY CONFIGURATION large movie database independent films REVENUE STREAMS Web online movie rental (with large niche movie database)
- 130. from bloated head to the long tail
- 131. sodi platforms VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
- 132. NetJets VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
- 133. house for all seasons VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
- 134. WISE VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
- 135. Blyk VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
- 137. myfootballclub VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS ACTIVITY CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS DISTRIBUTION CHANNELS
- 139. Alexander Osterwalder, PhD [email_address] www.arvetica.com
- 140. all photos from Flickr under a creative commons license authors indicated in comment page of ppt
- 141. When you stop learning, you stop competing. We scan the knowledge universe for you, across disciplines and industries. We transfer the best methods, tools and theory in business to your organization. we build knowledge Change does not happen accidentally it has to be managed. We help you align strategy, people and processes with respect to your organizational culture and values. we manage change Specific problems require specific skills that you do not necessarily dispose of in-house. Through our interdisciplinary network we connect you with leading domain experts. we connect Having a great vision is not sufficient - implementation counts. We help you reconcile long term views with short term actions. We make strategy everyone's job by translating it into pragmatic and prioritized projects. we operationalize Nobody knows your business environment better than yourself. We co-design your strategic vision by building on your knowledge. Through group thinking we find the right answers to the right questions together we co-create
- 142. annexes
- 143. annex I business model template
- 144. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIP TARGET CUSTOMER DISTRIBUTION CHANNEL VALUE CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS INFRASTRUCTURE CUSTOMER OFFER FINANCE a business model describes the value an organization offers to various customers and portrays the capabilities and partners required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and sustainable revenue streams
- 145. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIP TARGET CUSTOMER DISTRIBUTION CHANNEL VALUE CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS gives an overall view of a company's bundle of products and services portrays the network of cooperative agreements with other companies describes the channels to communicate and get in touch with customers describes the arrangement of activities and resources explains the relationships a company establishes with its customers sums up the monetary consequences to run a business model describes the revenue streams through which money is earned describes the customers a company wants to offer value to outlines the capabilities required to run a company's business model INFRASTRUCTURE CUSTOMER OFFER FINANCE describing a company’s business model
- 146. VALUE PROPOSITION value proposition 1 value proposition 2 … OFFER describing a company’s offer
- 147. VALUE PROPOSITION TARGET CUSTOMER value proposition 1 value proposition 2 … target customer 1 target customer 2 … CUSTOMER OFFER describing who a company offers value to
- 148. VALUE PROPOSITION TARGET CUSTOMER DISTRIBUTION CHANNEL value proposition 1 value proposition 2 … distribution channel 1 distribution channel 2 … target customer 1 target customer 2 … CUSTOMER OFFER describing how a company reaches its customers
- 149. VALUE PROPOSITION TARGET CUSTOMER CUSTOMER RELATIONSHIP value proposition 1 value proposition 2 … relationship type 1 relationship type 2 … target customer 1 target customer 2 … CUSTOMER OFFER describing the relationships a company builds
- 150. TARGET CUSTOMER REVENUE STREAM revenue stream 1 revenue stream 2 … target customer 1 target customer 2 … FINANCE VALUE PROPOSITION value proposition 1 value proposition 2 … OFFER CUSTOMER describing how a company makes money
- 151. CORE CAPABILITIES VALUE PROPOSITION core capability 1 core capability 2 … value proposition 1 value proposition 2 … OFFER INFRASTRUCTURE describing what capabilities are required
- 152. describing what activities are required VALUE PROPOSITION VALUE CONFIGURATION CORE CAPABILITIES value proposition 1 value proposition 2 … core capability 1 core capability 2 … activity 1 activity 2 … INFRASTRUCTURE OFFER
- 153. describing the partners that leverage the business model VALUE PROPOSITION PARTNER NETWORK CORE CAPABILITIES value proposition 1 value proposition 2 … core capability 1 core capability 2 … partner 1 partner 2 … INFRASTRUCTURE OFFER
- 154. VALUE PROPOSITION COST STRUCTURE cost account 1 cost account 2 … value proposition 1 value proposition 2 … FINANCE INFRASTRUCTURE OFFER describing the costs of a business model CORE CAPABILITIES core capability 1 core capability 2 …
- 155. annex ii other