I was invited to Melbourne, Australia, to give a talk to business people on the topic of business models. watch the full video of the talk here: http://business-model-design.blogspot.com/2007/08/speaking-engagement-on-business-models.html

1. Your Business Model how to identify and improve it La Trobe University, Melbourne, July 2007

2. the menu what’s on today?

3. the alchemy of business model innovation

4. first: what are your expectations for today?

5. example of business model innovation

6. waste water treatment systems

7. offer customer segment revenue stream distribution channel waste water treatment system Canadian mining sites one time sales fee sales force

8. idea!

9. sell waste water treatment system Canadian mining sites one time sales fee sales force total waste water treatment management Canadian mining sites recurring service fee sales force

11. an exercise let’s do to understand

12. your offers your client segments your channels offers client segments distribution channels consulting banking executives personal network banking knowledge banking professionals dedicated website training program

13. sell waste water treatment system Canadian mining sites one time sales fee sales force core activities core capabilities costs partner network client relationship build treatment systems water treatment knowledge production costs suppliers follow-up

14. build treatment systems water treatment knowledge production costs suppliers follow-up total waste water treatment management Canadian mining sites recurring service fee sales force dispatch repair teams error free systems development call center variable costs of repair services

15. business model template VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIP TARGET CUSTOMER DISTRIBUTION CHANNEL VALUE CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS INFRASTRUCTURE CUSTOMER OFFER FINANCE http://business-model-design.blogspot.com

16. the basics of identifying and improving business models

17. 1. describe it 2. discuss it 3. improve it 4. implement it

18. 1. describe it

20. 2. discuss it

21. but there is no common language

22. 3. improve it

23. we don’t really have the tools

24. 4. implement it

25. everything else than planned Here CEOs 10° Managers 60° Here Staff 360° Ok

26. main the challenge

27. think outside-of-the box

28. insanity: doing the same thing over and over again and expecting different results Albert Einstein “ ”

29. enabling business model innovation

30. user-centered

31. creativity & exploration

32. interdisciplinary approach

33. strategic fit

34. more examples

35. what’s the connection?

36. activities precision micro-engineering costs partners client relationship mechanical watches luxury buyers revenue streams channels mechanical joints patients

37. Cemex example

38. activities core competencies costs partners client relationship cement by cubic meter builders revenue streams channels cement delivered during time window on time delivery fleet management

39. the business model design process

40. 1. identify interdisciplinary stakeholders -> set-up team

41. 2. understand (business) environment –> frame problem

42. 3. suspend reality -> ideate

43. 4. bring back reality -> prototype

44. 5. chose suitable design -> decide

45. 6. execute -> project portfolio

46. 7. evaluate, learn and redesign -> manage improvement

48. Alexander Osterwalder, PhD [email_address] www.arvetica.com

49. all photos from Flickr under a creative commons license authors indicated in comment page of ppt

50. annex I other

51. the business modeler’s toolbox

52. co-creation

53. ideation

54. visualization

55. prototyping

56. some examples

57. 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

59. from copyright to creative commons

60. 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

61. 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

62. 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

63. from bloated head to the long tail

64. VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIP TARGET CUSTOMER DISTRIBUTION CHANNEL VALUE CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS FREE advertising supported mobile telephony mobile network operator that “rents out” capacity to Blyk subscribers fill out profile on the Internet marketing to mobile users with an interesting advertising profile regular ad messages via mobile phone marketing paying mobile phone minutes the young and the hip increasing the number of mobile phone users with the right profile to increase the value for advertisers INFRASTRUCTURE CUSTOMER OFFER FINANCE access to a pool of targeted young advertising public advertising fees finding and contracting advertisers advertisers sales force

65. annex II business model template

66. 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

67. 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

68. VALUE PROPOSITION value proposition 1 value proposition 2 … OFFER describing a company’s offer

69. 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

70. 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

71. 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

72. 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

73. CORE CAPABILITIES VALUE PROPOSITION core capability 1 core capability 2 … value proposition 1 value proposition 2 … OFFER INFRASTRUCTURE describing what capabilities are required

74. 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

75. 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

76. 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 …