Turning corporate managers into business model mavericks

1. Rocking Business Innovation | 1© NC-Creators
4. Types of
Nightmare Competitors

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Your Business Model can be attacked from different angles. Make sure you have
considered as many as possible
Customer
1. Describe
Customer
Base
of the
Establishe
d
2. Profile
Business
Model
of the
Establishe
d
3. Identify
Customer
s that are
not served
Perfectly
4. Create a
new
Business
Model for
Customer
BM Radar Constituents Profile
Core Offering Questioning Constituents New Profile
Specific Customer Nightmare Competitor 1
Nightmare Competitor 2
Nightmare Competitor X

3. Rocking Business Innovation | 3© NC-Creators
Is it possible to classify possible Nightmare Competitors?
T-Pod. The self
driving E-Truck
from Sweden
Street Scooter
BlaBlaCar
Is China’s BYD overtaking Tesla?
E.Go from Germany

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There are 5 Attacker Archetypes. Each of them is focusing on a specific type of
customer
Unique
Value
NC
Bargain
NC
Choice
NC
Ultimate
Want
NC
Access
NC
• The bored ones
• The ones who need
new kicks
• The established spend
a lot on marketing but
customers are
nevertheless not loyal
• Offers an altered
product in a
proprietary system
• Tesla, Apple, Zara,
Starbucks
• The overshot
• Notorious penny
pinchers
• Industries compete on
the frequency of product
launches and
functionalities
• Reduces the offerings,
streamlines processes
• Fosters modularity and
reusability
• Cuts marketing cost
• Ikea, Aldi, SpaceX,
Ryanair, Motel One,
Mindray, Dacia
• The ones who see choice
and transparency as
parts of their fundamental
rights
• Industries are not ready
to grant the choice
customers expect
• Provide a platform
comprising the offerings
of the important market
players
• Amazon, Craigslist,
Pairship, Moovel,
AutoScout24, Uber,
Expedia, Agoda, Alibaba,
kloeckner.i
• The ones who see the
industry’s offering as
workarounds
• The industry is
extremely product
oriented
• Provide a service or a
product designed from
the customer
backwards
• Dürr, Kuka, SolarCity,
Webasto, Amazon
Elastic Cloud
Compute, Red Bull,
Spotify, Double
Robotics
• The ones overlooked or
purposely not
addressed by the
industry
• Industries do not
question the boundaries
of their customer
definition anymore
• Designs a business
model that allows to
give the excluded
access
• Kieser, Nintendo,
Waymo, klickrent,
Airbnb, NetJets, Drivy
Targeted
customers:
Sees his
chance when:
What he
does:
Role Models:

5. Rocking Business Innovation | 5© NC-Creators
There are many ways to set a Business Model apart. Use the Business Model
Constituents to make sure you considered the most important ways
Customer
1. Describe
Customer
Base
of the
Establishe
d
2. Profile
Business
Model
of the
Establishe
d
3. Identify
Customer
s that are
not served
Perfectly
4. Create a
new
Business
Model for
Customer
BM Radar Constituents Profile
Core Offering Questioning Constituents New Profile
Specific Customer Nightmare Competitor 1
Nightmare Competitor 2
Nightmare Competitor X

6. Rocking Business Innovation | 6© NC-Creators
Each Business Model Constituent is providing enormous
potential for setting business models apart
Offering (O)
Value-Creation System (V)
Suppliers (S)
Model for Utilization (U)
Model for Generating Revenues (R)
Standards of Integrity (I)

7. Rocking Business Innovation | 7© NC-Creators
Business Model
All companies were once startups - most then grew by
following a certain pattern

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Go to slideshare.net to download core elements of the Nightmare Competitor
Approach

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www.nc-creators.com