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Make It! (3/6)

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Business Model Innovation and design.

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Make It! (3/6)

  1. 1. Make It! (3/6) En föreläsning om Business Model Innovation, makerkulturen och framtiden, 2015
  2. 2. Här finns nystartade kunskapsföretag, näringslivsfrämjare och företagsrådgivare samlade. Strykbrädan.
  3. 3. Make  It!   Tillfälle  tre.  
  4. 4. Micael  Wahlberg   CV:  linkedin.com/in/micael   Por>olio:  micael.se   Mood  Boards:  pinterest.com/micaelwahlberg   Mood  Blog:  wahlberg.tumblr.com   e-­‐Commerce:  designer.se   Behance;  behance.net/micael  
  5. 5. Fokus/Konkurrensfördelar   •  Ekonomiskt  hållbara   •  Ekologiskt  hållbara   •  EKskt  hållbara  
  6. 6. Business  paLern,  Long  Tail  
  7. 7. SpoKfy  
  8. 8. Soundcloud  
  9. 9. Eventbride  
  10. 10. Elance  
  11. 11. mynewsdesk  
  12. 12. Slideshare  
  13. 13. Varför  driva  företag?  
  14. 14. Se  posiKvt  på  problem!  
  15. 15. KonstrukKvt  eller  destrukKvt?  
  16. 16. Fokus  på  problem,  posiKvt!   •  Vad  är  det  som  hindrar  oss  aL  ta  nästa  steg?   •  Företag  byggs  av  alla  problem.   •  Problem  och  motgångar  bygger  en   affärsmodell.   •  KonstrukKvt  eller  destrukKvt?  
  17. 17. 10  min   •  Vad  är  eL  problem?   •  Hur  går  det  aL  lösa?   •  Hur  använder  folk  språket  posiKvt  och   negaKvt?   •  Har  ni  varit  med  om  situaKoner  där  språket   har  används  på  konstrukKvt  eller  destrukKvt   säL?  
  18. 18. Vilja,  orka  och  kunna  
  19. 19. ProjekLriangel  
  20. 20. Tes  
  21. 21. Media  
  22. 22. Försäljning  igår   •  Cold  Calls  1000  st   •  MeaKng  100  st   •  QuotaKon  10  st   •  Order  1  st  
  23. 23. Försäljning  idag  
  24. 24. Fika  
  25. 25. CookieSwirlC,  drama  
  26. 26. CookieSwirlC,  test  
  27. 27. CookieSwirlC,  upcykling  
  28. 28. CookieSwirlC,  annons  
  29. 29. CookieSwirlC,  sajt  
  30. 30. CookieSwirlC,  sajt  annons  
  31. 31. CookieSwirlC,  ljudböcker  
  32. 32. CookieSwirlC,  musik  
  33. 33. CookieSwirlC,  fans  
  34. 34. CookieSwirlC,  google+  
  35. 35. CookieSwirlC,  FB  
  36. 36. CookieSwirlC,  TwiLer  
  37. 37. CookieSwirlC,  Instagram  
  38. 38. CookieSwirlC,  produkter  
  39. 39. CookieSwirlC,  Spredshirt  
  40. 40. Wisslaren  
  41. 41. Wisslaren  
  42. 42. Wisslaren,  2012-­‐2015  
  43. 43. Wisslaren,  TwiLer  
  44. 44. Wisslaren,  Twenty20  
  45. 45. Wisslaren,  Twenty20  
  46. 46. Wisslaren,  Steller  
  47. 47. Wisslaren,  Steller  
  48. 48. Business  Model  Canvas  
  49. 49. Strategyzer  
  50. 50. Strategyzer,  böcker  
  51. 51. Strategyzer,  online  course  
  52. 52. Strategyzer,  Masterclasses  
  53. 53. Strategyzer,  inhouse  
  54. 54. Strategyzer,  community  
  55. 55. Strategyzer,  app  
  56. 56. Strategyzer,  graKsmaterial  
  57. 57. Strategyzer,  TwiLer  
  58. 58. Strategyzer,  FB  
  59. 59. Strategyzer,  blogg  
  60. 60. Strategyzer,  film  
  61. 61. Visa  film  BMC  Disney  
  62. 62. Nyckelresurser:   -­‐  Fysiska   -­‐  Mänskliga   -­‐  Immateriella   -­‐  Finansiella   -­‐  Skills  
  63. 63. NyckelakKviteter:   -­‐  ProdukKon   -­‐  Problemlösning   -­‐  Pla>orm/Nätverk   -­‐  LogisKskt   -­‐  Nätverkande  
  64. 64. Nyckelpartners:   1.  Partner  med  icke  konkurrenter   2.  Partnerskap  med  konkurrenter   3.  Joint  Ventures  för  aL  skapa  nyL  affärsområde   4.  Partnerskap  med  vikKga  leverantörer   5.  Icke  strategiska  partnerskap  
  65. 65. Value  ProposiKons:   -­‐  Nyhet   -­‐  BäLre  prestanda   -­‐  CustomizaKon   -­‐  ”Gefng  the  job  done”   -­‐  Design   -­‐  Brand/Status   -­‐  Pris   -­‐  KostnadsredukKon   -­‐  RiskredukKon   -­‐  Tillgänglighet   -­‐  Tillgänglighet/enkelhet  
  66. 66. Channels:   -­‐  Säljstyrka   -­‐  E-­‐handel   -­‐  Egen  affär   -­‐  Via  andras  buKk  
  67. 67. Customer  RelaKonships:   -­‐  Personligt   -­‐  Dedikerat  och  personligt   -­‐  Själv  service   -­‐  AutomaKserad  service   -­‐  Communitys   -­‐  Samarbeten  
  68. 68. Kundsegment:   -­‐  Massmarknad   -­‐  Nichemarknad   -­‐  Segmenterad   -­‐  Diversifierad   -­‐  MulK  marknad  
  69. 69. Intäcktsströmmar:   -­‐  Sälja  en  vara   -­‐  Avgii  på  användande   -­‐  PrenumeraKon   -­‐  Låna/hyra/leasa   -­‐  Licensiering   -­‐  Annonsering   -­‐  Freemium   -­‐  Charity  
  70. 70. Kostnadsstruktur:   -­‐  Kostnadsdriven   -­‐  Värdedriven   -­‐  Fast  kostnad   -­‐  Varierande  kostnad   -­‐  Stordriisfördelar   -­‐  Economies  of  scope  
  71. 71. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry AG The makers of Business Model Generation and Strategyzer This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? is your business more Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) sample characteristics Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? channel phases 1. Awareness How do we raise awareness about our company’s products and services? 2. Evaluation How do we help customers evaluate our organization’s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? examples Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? catergories Production Problem Solving Platform/Network What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? types of resources Physical Intellectual (brand patents, copyrights, data) Human Financial Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? motivations for partnerships Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? characteristics Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability types Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising fixed pricing List Price Product feature dependent Customer segment dependent Volume dependent dynamic pricing Negotiation (bargaining) Yield Management Real-time-Market strategyzer.com Resursdrivet:   -­‐  Resurser  styr   -­‐  Infrastruktur   -­‐  Tryckpress,  gruva   -­‐  Nätverk   -­‐  Kunskap   -­‐  Personligt,  dansare,  band  m  fl  
  72. 72. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry AG The makers of Business Model Generation and Strategyzer This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? is your business more Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) sample characteristics Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? channel phases 1. Awareness How do we raise awareness about our company’s products and services? 2. Evaluation How do we help customers evaluate our organization’s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? examples Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? catergories Production Problem Solving Platform/Network What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? types of resources Physical Intellectual (brand patents, copyrights, data) Human Financial Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? motivations for partnerships Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? characteristics Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability types Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising fixed pricing List Price Product feature dependent Customer segment dependent Volume dependent dynamic pricing Negotiation (bargaining) Yield Management Real-time-Market strategyzer.com Kunddrivet:   -­‐  Kunden  och  marknaden  styr   -­‐  Ekologisk  mat   -­‐  Upplevelser   -­‐  Avkoppling   -­‐  Förstärka  egen  person   -­‐  Dricka  och  mat  på  mack  
  73. 73. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry AG The makers of Business Model Generation and Strategyzer This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? is your business more Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) sample characteristics Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? channel phases 1. Awareness How do we raise awareness about our company’s products and services? 2. Evaluation How do we help customers evaluate our organization’s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? examples Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? catergories Production Problem Solving Platform/Network What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? types of resources Physical Intellectual (brand patents, copyrights, data) Human Financial Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquairing from partners? Which Key Activities do partners perform? motivations for partnerships Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? characteristics Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability types Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising fixed pricing List Price Product feature dependent Customer segment dependent Volume dependent dynamic pricing Negotiation (bargaining) Yield Management Real-time-Market strategyzer.com Finansdrivet:   -­‐  Hyra  och  leasing   -­‐  RUT  och  ROT   -­‐  Tilläggsförsäkringar  
  74. 74. Modulering   ?  

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