Скачать презентацию Creative Inquiry Talk Guest Speaker Session October 19 Скачать презентацию Creative Inquiry Talk Guest Speaker Session October 19

fa54dedccc57bdfa21ee522cf75e5974.ppt

  • Количество слайдов: 8

Creative Inquiry Talk Guest Speaker Session October 19 th, 2015 Creative Inquiry Talk Guest Speaker Session October 19 th, 2015

Why Business Models Matter? n “business model” vs. “strategy” n Who customers are & Why Business Models Matter? n “business model” vs. “strategy” n Who customers are & how to make $$ by providing value vs. how you’ll beat competitors by being different n BM = absolute (no competitors) vs. Strategy = being different Models pass when both tests clarify how the business’s various elements fit together 2

Why Business Models Matter? n BMs: metaphors & analogies – mathematical formula – “riskless Why Business Models Matter? n BMs: metaphors & analogies – mathematical formula – “riskless business” – writing a new story – managerial equivalent to the scientific method – because BMs tell a good story, it gets everyone in the organization aligned… n BMs without a Strategy “too many fledgling firms rushed to market with identical business models and no strategies to differentiate themselves” n BMs with a Strategy “his model was the same as Kmart, but his strategy was unique” 3

Reinventing Business Models n Breakthrough, game-changing products or services rarely emerge from established businesses Reinventing Business Models n Breakthrough, game-changing products or services rarely emerge from established businesses n That’s because a radically new product/service usually needs a new business model n How to transcend this problem: – Understand your existing model at a granular level in order to reinvent it “BMs often look unattractive to internal & external stakeholders – at the outset” – Come up with a great way to help people get an important job done “took a good technology and wrapped it in a great BM” No more than 10% of innovation investment at global firms is focused on developing new business models 4

Business Models: Two Frameworks n Why Business Models Matter: 1. Narrative Test: via an Business Models: Two Frameworks n Why Business Models Matter: 1. Narrative Test: via an unmet need or selling in innovative ways 2. Numbers Test: P&L must add up n Reinventing Your Business Model 1. 2. Profit Formula: revenue, cost structure, margin model, resource velocity 3. Key Resources: intangible vs. tangible 4. 5 Customer Value Proposition (CVP): “Job to be done” Key Processes: processes, rules, and norms

Reinventing Business Models Four Elements: 1) Customer Value Proposition (CVP) 2) Profit Formula 3) Reinventing Business Models Four Elements: 1) Customer Value Proposition (CVP) 2) Profit Formula 3) Key Resources 4) Key Processes (Johson, Christensen, & Kagermann, 2008) Key Resources • Human capital • Technology / equipment • Knowledge & information • Channels • Alliances / strategic partners • Branding Key Processes • Processes (e. g. design, product development, etc. ) • Rules & metrics (e. g. lead times, etc. ) • Norms (e. g. approach to customers and channels) 6 Customer Value Proposition (CVP) • Creating value for customers by identifying important “jobs” • Target customer • Job to be done • Offering Profit Formula • Revenue model =Px. V Business Model Coordinated method for delivering what customers want, how they want it, in a profitable way • Cost structure key assets, direct & indirect costs, scale • Margin model net @ transaction level • Resource velocity resource burn rate

Reinventing Business Models n Reinventing considerations… – A “job” fundamental problem in a given Reinventing Business Models n Reinventing considerations… – A “job” fundamental problem in a given situation that needs a solution – Most important attribute of CVP is precision… – Biggest risk with CVP neglect of focus on one job, dilute their efforts – Selling a BM is “to persuade (often) existing customers to buy a program instead of a product…” – Rules, norms, and metrics may not be fully envisioned until after the new product / service is road tested… 7

New vs. Old Business Model Current Business Model New Business Model Current model may New vs. Old Business Model Current Business Model New Business Model Current model may be revolutionary in a new market 1) Customer “shut out” (e. g. Tata’s Nano) Old model will do when CVP is met with: 2) New technology / business model (Apple & MP 3 players) • w/ current profit formula • using most, if not all, of current resources / processes • using same core metrics, rules, and norms Example P&G with the Swiffer 8 3) Job-to-be-done focus, where one does not exist (Fed. Ex) 4) Fend off low-end disrupters (Bloom going “upmarket”) 5) Shifting when global competition intensifies (Hilti) No Business is Bullet-proof Firms must continually seek “fit”