1. The document describes an innovation project conducted by Claro Partners for a leading insurance and banking company to understand the fundamental human needs and new business models influencing the future of urban mobility. 2. The project involved interviews and research to identify innovative services and partnership opportunities for the client to succeed in the new mobility paradigm. Outcomes included profiles of needs and modes, emerging value propositions, and concepts for 6 new business models. 3. The document discusses tools like the Claro Business Model Canvas that were used to translate insights into business opportunities for networked business models in mobility.

1. 1 |
Translating deep understanding of
human need into scalable insights
Adam Walker| Senior Associate | Claro Partners
Myria Solorzano | Strategic Designer | Claro Partners

2. 2 |
Let’s start!

3. 3 |
Design for the
future
Translating deep understanding of human need into scalable insights
Understand
emerging
human needs
Identify emerging
value propositions
Transform Insights
into opportunities

4. 4 |
In late 2016 we conducted an innovation project for a leading
insurance & banking company
Challenge
The future of mobility is going to drastically
change the need for financial services
Project scope
Understand the fundamental human needs
and new business models that are
influencing the future of urban mobility
Outcomes
Identify innovative services and partnership
opportunities so that our client can thrive in
the new mobility paradigm

5. 5 |
Project approachProject approach
Design for the
future
Understand emerging human
needs & business models
Transform Insights
in actionable tools
1 2 3
In context 3 hour
Interviews with 25+
people in 3 locations
20+ expert interviews
Researched over 250
emerging value
propositions

6. 6 |
LandscapeNeeds & ModesTrends
Project approach
Design for the
future
Understand emerging human
needs & business models
Transform Insights
in actionable tools
1 2 3
Profiles

7. 7 |
2-days workshop: 6 new business concepts developed
Project approach
Design for the
future
Understand emerging human
needs & business models
Transform Insights
in actionable tools
1 2 3

8. 8 |
Scalable tools

9. 9 |
Profiles
Scalable toolsHUMAN
Translate scalable insights into business opportunities
Landscape
Needs & Modes
Design Principles
Opportunity areas
And Emerging VP
Claro Business
Model Canvas
Understand
emerging human
needs
Identify
emerging value
propositions
Trends

10. 10 |
Needs and Modes

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The new mobility paradigm is characterized
by an increased complexity and fluidity
PRIMARY BASIC NEEDS
Make me
feel SAFE
Allow me to
be FLEXIBLE
SIMPLIFY
my decisions
Let me feel
in
CONTROL

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“I use a dashcam. It’s a ritual, every time I get in the car the
first thing I do is set it up. But I never actually used the video,
I’m not sure I even know how to get it from the camera.”
Marianne, Singapore
“I started to use Flexicar because the pod is right in
front of my daughter’s school. So it fits in my
schedule perfectly.”
Melinda, Albert Park, VIC

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SIMPLIFY
my decisions
Make me
feel SAFE
Allow me to
be FLEXIBLE
Let me feel
in
CONTROL
To feel safer people also need
to become actors in a situation
– taking action, rather than
remaining passive. People are
increasingly willing to forgive
some privacy to feel safer
People expect mobility to
work around the constraints
of their daily routine, not
the other way around

14. 14 |
SIMPLIFY
my decisions
Make me
feel SAFE
Allow me to
be FLEXIBLE
Let me feel
in
CONTROL
People expect to be presented with only
the information relevant for them in the
moment, so they can choose without
thinking
As driving slowly transitions to
being a passive activity, people still
want to remain decision makers

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“So all accounted for my car cost me $1400
a month. That’s almost half my income.
But it’s worth every penny!”
Emma, Cranbourne, VIC
When their lives are in flux, owning a car gives people a
satisfying sense of being in control

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BUILD
Create
opportunities
INDULGE
Treat myself
BELONG
Bond with
others
DISCONNECT
Enjoy ”me” time
With a free mind, mobility becomes a
privileged, malleable moment people
use to regulate their lives
SIMPLIFY
my decisions
Make me
feel SAFE
Allow me to
be FLEXIBLE
Let me feel
in
CONTROL
SECONDARY ASPIRATIONAL MODES
To have peace of mind while
on the move people need to
have 4 basic needs covered
PRIMARY BASIC NEEDS

17. 17 |
“Every Sunday we drive to my parents house for lunch –
each week one of us puts their playlist on Spotify, so I know
what my kids listen to… It’s really an important moment for
the family.” Marianne, Singapore
Change
picture
“The train is the real ‘me time’. I listen to podcasts or read –
whatever feels the most different from what I’ve been doing
that day at the office.”
Adam, Caulfield North, VIC

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BUILD
Create
opportunities
INDULGE
Treat myself
BELONG
Bond with
others
DISCONNECT
Enjoy ”me” time
Journeys (even short and in
public transportation) have a
unique capacity to create bonds
For many, commuting is the
only moment during a hectic
day when they can really
disconnect

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BUILD
Create
opportunities
INDULGE
Treat myself
BELONG
Bond with
others
DISCONNECT
Enjoy ”me” time
People fully expect to get
things done and multitask
while on the move
People now treat themselves with
a ride home, in the same way they
would treat themselves with a
special dinner

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“Being an Uber driver is actually good for my personal brand.
I want to be associated with Uber as much as possible.”
Jaye, Kew, VIC
Journeys are an ideal time to develop
personal and professional opportunities

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BUILD
Create
opportunities
INDULGE
Treat myself
BELONG
Bond with
others
DISCONNECT
Enjoy ”me” time
With a free mind, mobility becomes a
privileged, malleable moment people
use to regulate their lives
SIMPLIFY
my decisions
Make me
feel SAFE
Allow me to
be FLEXIBLE
Let me feel
in
CONTROL
SECONDARY ASPIRATIONAL MODES
To have peace of mind while
on the move people need to
have 4 basic needs covered
PRIMARY BASIC NEEDS

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Landscape

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24. 24 |

25. 25 |

26. 26 |
Using the best
for my mode
An integrated
mobility
experience
Emerging
ownership and
access modes

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Emerging ownership and access modes

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What could be the new offering in response to the
emerging ownership and access modes?

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Using the best for my mode

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How might service companies partner to deliver
the best experience for each modes?

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An integrated mobility experience

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What does the next integrated experience look
like in the mobility space?

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Using the best
for my mode
An integrated
mobility
experience
Emerging
ownership and
access modes

34. 34 |
Ideation Exercise
20 min

35. 35 |
Local
Government
improving public
transport
Automotive
company
developing
services
Financial Service
designing an
adjacent benefit
Retail (clothing)
considering
on-demand services

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Using the best
for my mode
An integrated
mobility
experience
Emerging
ownership and
access modes

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Biz model

38. 38 |
Profiles
Scalable toolsHUMAN
Translate scalable insights into business opportunities
Landscape
Needs & Modes
Design Principles
Opportunity areas
And Emerging VP
Claro Business
Model Canvas
Understand
emerging human
needs
Identify
emerging value
propositions
Trends

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The access economy drives new business models
Caruseu
tRentalfee
Caru
tPayment

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Car use u
t Rental fee
The peer-to-peer economy drives networked business models
Caru
tPayment

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Networked business models are disrupting all industries
NETWORKEDTRADITIONAL

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The Claro canvas is an evolution of existing canvases
Original business model canvas Lean startup canvas Claro canvas
Mainly for corporate business
Existing market
Mainly for startups
Market does not exist yet
Analyse relationships between actors of a
business model, and between business
models of a corporate group
è canvas of a networked world
Claro Business Model Canvas
Solution
Adapted from the Business Model Canvas from A. Osterwalder and the Lean Startup Canvas from A. Maurya
Unfair Advantage
What prevents from being replicated?
Solution
Description including key features
Value exchange
Diagram representing the service visually
Assets
Material and immaterial, for org. and partner(s)
Channels
How is the service delivered?
Synergies
What synergies exist with other
company business models?
Value Proposition
Main benefit for the actor
Actors
Key external participants in the model
Problem Statement
What is the actor’s problem?
Alternatives
What are the substitutes for the solution?
Revenue
Main Revenue streams (volume x unit price)
Cost
Fixed and variable costs
Design a unique solution
Concept Name. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Date. . . . . . . . . . . . . . . . Version. . . . . . . . .
External
Understand users and context
Organizations
Build a strategic advantage, autonomously or with partner(s)

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Claro Business Model Canvas
Solution
Adapted from the Business Model Canvas from A. Osterwalder and the Lean Startup Canvas from A. Maurya
Unfair Advantage
What prevents from being replicated?
Solution
Description including key features
Value exchange
Diagram representing the service visually
Assets
Material and immaterial, for org. and partner(s)
Channels
How is the service delivered?
Synergies
What synergies exist with other
company business models?
Value Proposition
Main benefit for the actor
Actors
Key external participants in the model
Problem Statement
What is the actor’s problem?
Alternatives
What are the substitutes for the solution?
Revenue
Main Revenue streams (volume x unit price)
Cost
Fixed and variable costs
Design a unique solution
Concept Name. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Date. . . . . . . . . . . . . . . . Version. . . . . . . . .
External
Understand users and context
Organizations
Build a strategic advantage, autonomously or with partner(s)
Claro business model canvas

44. 44 |
Claro Business Model Canvas
Solution
Adapted from the Business Model Canvas from A. Osterwalder and the Lean Startup Canvas from A. Maurya
Unfair Advantage
What prevents from being replicated?
Solution
Description including key features
Value exchange
Diagram representing the service visually
Assets
Material and immaterial, for org. and partner(s)
Channels
How is the service delivered?
Synergies
What synergies exist with other
company business models?
Value Proposition
Main benefit for the actor
Actors
Key external participants in the model
Problem Statement
What is the actor’s problem?
Alternatives
What are the substitutes for the solution?
Revenue
Main Revenue streams (volume x unit price)
Cost
Fixed and variable costs
Design a unique solution
Concept Name. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Date. . . . . . . . . . . . . . . . Version. . . . . . . . .
External
Understand users and context
Organizations
Build a strategic advantage, autonomously or with partner(s)
A few ways to renew business models
1. Target different
or more users
2. Solve different problems
for the same users
3. Produce differently
5. Change ownership structure6. Charge differently 4. Reach users differently

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Value Exchange Exercise
20 min

46. 46 |
Value exchange
A way to visually represent the
relationships, and value exchanged,
between different players involved
in the production, delivery and use
of a specific concept.

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To close

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From going after the problem To exploring the problem
From being the last consideration To considering it throughout
From giving the solution To providing the platform
Understand
Design
Business
considerations

49. 49 |
Adam Walker
Senior Associate
Claro Partners
Myria Solorzano
Strategic Designer
Claro Partners
Claro Partners
www.claropartners.com
+34 931 786 332
Tweet @claropartners
Myria Solorzano | Strategic Designer
myria.solorzano@claropartners.com
Tweet @_myria
Adam Walker | Senior Associate
Adam.walker@claropartners.com
Tweet @AdamW85