3 Key Messages for the CEO
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CEO's need to change the way their companies do business. Why? How? and... Do it Different! Check out these 3 key messages in detail. This presentation was held at the CEO Forum in Taipei, Taiwan.
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3 Key Messages for the CEO
- 1. FOR THE CEOā¦ (corporate or start-up) 3 KEY MESSAGES FOR THE CEO CEO FORUM Taipei, December 11th 2013 Patrick van der Pijl
- 2. TODAYā¦
- 3. I HAVE THREE KEY MESSAGES FOR YOU
- 6. D.I.D.
- 11. WE NEED TO RETHINK THE WAY WE DO BUSINESS!
- 13. WHY?
- 14. TODAYā¦
- 15. ā¦WE SEE FORCES WE HAVENāT SEEN BEFOREā¦
- 16. ā¦WE CALL THEM NEW RULES OF THE BUSINESS GAME.
- 17. SUSTAINABILITY
- 18. CREDIT CRISIS
- 20. MARKETS CAME ALREADY UP
- 22. BETTER PICTURE?
- 23. GENERATION Z
- 25. NEW TECHOLOGY
- 26. SOME EXAMPLES OF BUSINESS MODELS WE SEE RIGHT NOWā¦
- 29. ā¦to twitter
- 31. From books...!
- 32. ā¦to kindle
- 33. RE-IMAGINATION OF CALLING A CAB
- 34. From waiting in the rain...
- 35. ā¦to a single push of a button
- 38. ā¦to youtube
- 40. From map...
- 41. ā¦to navigon
- 42. The speed of developments has increasedā¦!
- 43. resulting in shorter shelf lives of companiesā¦!
- 44. and focusing on product innovation is not enoughā¦ !
- 47. IS ABOUT
- 48. NEW TOOLS
- 49. NEW SKILLS
- 50. NEW MINDSET
- 51. FOR THE CEOā¦ (corporate or start-up)
- 52. AND HIS TEAM!
- 53. SO WHAT ARE NEW TOOLS?
- 54. WHAT IS A BUSINESS MODEL?
- 60. WE NEED NEW TOOLS TO UNDERSTAND AND CRAFT NEW BUSINESS MODELS
- 62. A BUSINESS MODEL DESCRIBES THE RATIONALE OF HOW AN ORGANIZATION CREATES, DELIVERS, AND CAPTURES VALUE
- 65. 3 CHANNELS
- 68. 6 KEY RESOURCES
- 69. 7 KEY ACTIVITIES
- 70. 8 KEY PARTNERS
- 71. 9 COST STRUCTURE
- 72. KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER SEGMENTS KEY PARTNERS COST STRUCTURE CUSTOMER RELATIONSHIPS KEY RESOURCES CHANNELS REVENUE STREAMS
- 73. Let us look at the business model of Nespresso
- 76. The Business Model of Nespresso PARTNER NETWORK KEY ACTIVITIES B2C Distribution Machine Manufacturer Marketing OFFER CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS Nespresso Club Households DISTRIBUTION CHANNELS Business Nespresso Machines Production KEY RESOURCES Patents Brand Distribution Channels Coffee Production Facilities COST STRUCTURE Production Marketing B2C Distribution Nespresso Pads Mail Order Retail Nespresso .com Call Center Nespresso Stores REVENUE STREAMS 1 x Machine Sales Repetitive Pad Sales
- 77. BUSINESS MODEL CANVAS NESPRESSO
- 82. WE HAVE DIFFERENT TOOLS IN DIFFERENT STAGES
- 84. WE SHARE THESE TOOLS ONLINEā¦
- 85. D.I.D.
- 87. NEW SKILLS
- 88. WE BASICALLY NEED DESIGNERS TO HAVE A SEAT AT THE TABLE
- 89. OR WE SHOULD THINK AND ACT LIKE DESIGNERS.
- 90. OBSERVE
- 91. WHEREVER YOU LOOK THATāS WHAT YOU SEE. JERRY SEINFELD
- 92. OUR EYES OUR EARS CAMERA NOTEBOOK AND PEN
- 95. THINK VISUALLY
- 96. DRAWING IS THE NEW WRITING
- 97. EYES, PENCILS AND THE HAND MAY BE TOOLS OF THE PAST, ā¦I BELIEVE THEY ARE TOOLS OF THE FUTURE. John Maeda, RISD
- 100. THE CONTEXT MAP OF A COMPANY Insert 4 photos of the team discussion
- 101. Future scenario
- 102. Business model
- 104. IDEATE
- 105. YOU NEED TO BE ABLE TO JUGGLE WITH BUSINESS MODELS
- 106. CURRENT BUSINESS MODEL Ā KEY PARTNERS Ā Ā Ā KEY ACTIVITIES Ā Ā KEY RESOURCES Ā COST STRUCTURE VALUE PROPOSITION Ā Ā CUSTOMER RELATIONSHIPS Ā CUSTOMER SEGMENTS Ā Ā CHANNELS Ā REVENUE STREAMS Ā Ā
- 107. CURRENT BUSINESS MODEL Ā KEY PARTNERS Ā Ā Ā KEY ACTIVITIES Ā Ā KEY RESOURCES COST STRUCTURE VALUE PROPOSITION Ā Ā CUSTOMER RELATIONSHIPS Ā CUSTOMER SEGMENTS Ā Ā CHANNELS Ā REVENUE STREAMS Ā Ā
- 108. CURRENT BUSINESS MODEL Ā KEY PARTNERS Ā Ā Ā KEY ACTIVITIES Ā Ā KEY RESOURCES Ā COST STRUCTURE VALUE PROPOSITION Ā Ā CUSTOMER RELATIONSHIPS Ā CUSTOMER SEGMENTS Ā Ā CHANNELS Ā REVENUE STREAMS Ā Ā
- 109. CURRENT BUSINESS MODEL Ā KEY PARTNERS KEY ACTIVITIES Ā Ā KEY RESOURCES Ā COST STRUCTURE VALUE PROPOSITION Ā Ā CUSTOMER RELATIONSHIPS Ā CUSTOMER SEGMENTS Ā Ā CHANNELS Ā REVENUE STREAMS Ā Ā
- 111. PROTOTYPING
- 112. the past was about choosing solutions the future is about generating options
- 113. Frank Gehry
- 116. 8 PROTOTYPES
- 117. GO OUT OF THE BUILDING & LEARN!
- 118. BECAUSE AN IDEAā¦
- 119. OR BUSINESS MODELā¦
- 120. IS ONLY ON PAPER AND ISā¦
- 122. IT HAS NO VALUE
- 123. ZERO
- 124. YOU NEED TO TEST YOUR ASSUMPTIONS
- 126. STEVE BLANK
- 127. KNOCK ON THE CUSTOMERS DOORā¦
- 128. AND TALK TO THEM!
- 129. BEWARE!
- 130. DONāT DO IT THE EASY WAYā¦
- 132. OR SET UP A TEST PANEL
- 133. BUT DO IT YOURSELF!
- 134. THE MORE YOU LEARN, THE SOONER YOU SUCCEED
- 135. WHY?
- 136. YOUāLL INVENT SOMETHING PEOPLE DONāT NEEDā¦
- 137. EXAMPLE OF SEGWAY
- 139. NEED I SAY MORE?
- 141. WHO HAD ONE?
- 142. SO YOU NEED TO ASK YOURSELF THE FOLLOWING
- 143. IS THE PROBLEM A REAL PROBLEM?
- 144. CAN WE IDENTIFY THE NEED?
- 145. DO WE IDENTIFY A TARGET CUSTOMER SEGMENT?
- 146. AND ARE THEY WILLING TO PAY FOR THISā¦?
- 147. YOU HAVE TO DO THIS TOGETHERā¦
- 149. AND GO OUT TO TALK TO CUSTOMERSā¦
- 151. AND LEARNā¦
- 152. QUALITY AND MARGIN WAS NOT THE JOBā¦
- 153. NOT PARENTS AND CHILDREN BUTā¦
- 154. ONLY THEN YOU CAN SUCCEEDā¦
- 155. AS A START-UPā¦
- 156. OR A CORPORATE START UPā¦
- 157. SO WHAT IS NEXT?
- 158. SO WHAT DOES THAT MEAN FOR THE CEO?
- 161. HE NEEDS TO THINK AND ACT LIKE A DESIGNER TOO.
- 162. HE NEEDS TO GO BACK TO SCHOOL!
- 163. BUT NOT TO HARVARD OR STANFORDā¦
- 164. BUT TO THE COLLEGE OF THE ARTSā¦
- 166. WHERE THEY PREPARE THE NEW GENERATION OF LEADERS FOR A WORLDā¦
- 167. THAT IS NOT ONLY PROFITABLEā¦
- 168. BUT ALSO SUSTAINABLE, ETHICAL AND TRULY MEANINGFUL.
- 169. A SUPERMAN
- 171. MY THREE KEY MESSAGES FOR YOU
- 172. WE NEED TO CHANGE
- 173. HOW YOU CAN DO THAT
- 174. D.I.D.