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Make It! (4/6)

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Business Model Innovation and design.

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Make It! (4/6)

  1. 1. Make It! (4/6) 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  fyra.  
  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   •  ELskt  hållbara  
  6. 6. Business  paMern,  Long  Tail  
  7. 7. Varför  driva  företag?  
  8. 8. Se  posiLvt  på  problem!  
  9. 9. KonstrukLvt  eller  destrukLvt?  
  10. 10. Vad  är  verkligt  och  går  aM  påverka?  
  11. 11. 5  min     •  Vad  är  verkligt  och  inte?   •  Vad  går  aM  påverka  och  inte?  
  12. 12. Vilja,  orka  och  kunna  
  13. 13. ProjekMriangel  
  14. 14. Ta  eget  ansvar  
  15. 15. Change   ”If  you  focus  on  results,  you  will  never  change.  If   you  focus  om  change,  you  will  get  results.”  
  16. 16. 5  min     •  Diskussion  om  prioriteringar  
  17. 17. Fika  
  18. 18. Tes  
  19. 19. Media  
  20. 20. Försäljning  idag  
  21. 21. Web  blogger  
  22. 22. Follow  
  23. 23. Follow  Google+  
  24. 24. Samlingssajt  Japan  Handmade  
  25. 25. Japansk  sajt  
  26. 26. Facebook  
  27. 27. TwiMer  
  28. 28. Google  Search  
  29. 29. Pinterest  
  30. 30. Business  Model  Canvas  
  31. 31. Strategyzer,  film  
  32. 32. Visa  film  BMC  
  33. 33. Nyckelresurser:   -­‐  Fysiska   -­‐  Mänskliga   -­‐  Immateriella   -­‐  Finansiella   -­‐  Skills  
  34. 34. NyckelakLviteter:   -­‐  ProdukLon   -­‐  Problemlösning   -­‐  Pla?orm/Nätverk   -­‐  LogisLskt   -­‐  Nätverkande  
  35. 35. Nyckelpartners:   1.  Partner  med  icke  konkurrenter   2.  Partnerskap  med  konkurrenter   3.  Joint  Ventures  för  aM  skapa  nyM  affärsområde   4.  Partnerskap  med  vikLga  leverantörer   5.  Icke  strategiska  partnerskap  
  36. 36. Value  ProposiLons:   -­‐  Nyhet   -­‐  BäMre  prestanda   -­‐  CustomizaLon   -­‐  ”Gecng  the  job  done”   -­‐  Design   -­‐  Brand/Status   -­‐  Pris   -­‐  KostnadsredukLon   -­‐  RiskredukLon   -­‐  Tillgänglighet   -­‐  Tillgänglighet/enkelhet  
  37. 37. Channels:   -­‐  Säljstyrka   -­‐  E-­‐handel   -­‐  Egen  affär   -­‐  Via  andras  buLk  
  38. 38. Customer  RelaLonships:   -­‐  Personligt   -­‐  Dedikerat  och  personligt   -­‐  Själv  service   -­‐  AutomaLserad  service   -­‐  Communitys   -­‐  Samarbeten  
  39. 39. Kundsegment:   -­‐  Massmarknad   -­‐  Nichemarknad   -­‐  Segmenterad   -­‐  Diversifierad   -­‐  MulL  marknad  
  40. 40. Intäcktsströmmar:   -­‐  Sälja  en  vara   -­‐  Avgif  på  användande   -­‐  PrenumeraLon   -­‐  Låna/hyra/leasa   -­‐  Licensiering   -­‐  Annonsering   -­‐  Freemium   -­‐  Charity  
  41. 41. Kostnadsstruktur:   -­‐  Kostnadsdriven   -­‐  Värdedriven   -­‐  Fast  kostnad   -­‐  Varierande  kostnad   -­‐  Stordrifsfördelar   -­‐  Economies  of  scope  
  42. 42. 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  
  43. 43. 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  
  44. 44. 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  
  45. 45. Modulering   ?  

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