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Designing Business Models - Adela Michea & Claus Varnes

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Designing Business Models - Adela Michea & Claus Varnes

  1. 1. Designing business models Adela Michea * am.om@cbs.dk Claus J. Varnes * cv.om@cbs.dk
  2. 2. 2 DESIGNING BUSINESS MODELS
  3. 3. Types of BMs: Tradi(onal BM (Produce-­‐Sell) Razor-­‐and-­‐Blade Model (Cross-­‐subsidiza(on) Reverse Razor-­‐and-­‐Blade Model Pla<orm Business Models Freemium No-­‐frills model Groupon Model Subscrip(on Franchise Model
  4. 4. Most business leaders, when asked to explain their company’s business model, would not have a ready answer to give, and when they do come up with one they will most likely describe their organiza(onal structure and networks. Linder and Cantrell, 2000; Taran, 2011 14 november 2014 4
  5. 5. • A business model defines how the enterprise creates and delivers value to customers, and then converts payments received to profits (Teece, 2010) • A way of telling a story about the business (MagreRa, 2002) • The mind-­‐set of the company (Linder and Cantrell, 2002) • A business model is the media<on between technical input and economic output (Chesbrough and Rosenbloom, 2002) 5 What is a business model? How do I create Value? To whom? How do I capture value?
  6. 6. Agreement about BM? • Means everything (Magretta, 2002; Seddon et al, 2004) • Language and background - management background, people rather use the term strategy (Seddon et al, 2004) • A practical distinction describes business models as a system that shows how the pieces of a business fit together, while strategy in addition includes competition (Magretta, 2002). • Strategy seems to be more concerned with competitive positioning whereas business models are more concerned with the ‘core logic’ (Linder & Cantrell, 2000). • Creation of value for the business versus creation of value for the shareholder (Linder & Cantrell, 2000 - strategy capture stakeholder value better (Chesbrough & Rosenbloom, 2002). • A firm’s strategy is unique whereas a business model applies to various firms (Seddon et al, 2004).
  7. 7. “A mediocre technology pursued within a great Business Model may be more valuable that a great technology exploited via a mediocre business model.” (Chesbrough, 2006) 7 Performance of Business Models BM Innova(on: The New Route To Compe<<ve Advantage, IBM, 2006
  8. 8. New perspec(ve: ü Outside-in than inside-out ü Experimentation rather than planning ü Discovery driven approch: impossible to know in advance which design will winn ü Any competitive advantage is a temporary advantage!
  9. 9. • Experiment: investment-­‐ depended strategy McGrath,2010
  10. 10. Barriers for a discovery driven approch • Dominant logic: treat BM as a constant, instead of a variable • Lack of an incen(ve scheme for explora(on • Too much focus on planning and es(ma(on of financial projec(ons
  11. 11. ”A business model reflects the management’s hypothesis about what customers want, how they want it, and how the enterprise can organize to best meet those needs, get paid for doing so, and make a profit.” Business model definition (Teece, 2010:172) 11
  12. 12. Club 8 to BoConcept -­‐ RTA-­‐furniture to conceptmaker
  13. 13. model of a business. In essence, a business model embodies nothing less than the organizational and financial ‘archi-tecture’ of a business.2 It is not a spread sheet or computer model, although a business model might Teece (2010) well become embedded in a business plan and in income statements and cash flow projections. But, clearly, the notion refers in the first instance to a conceptual, rather than a financial, model of a busi-ness. It makes implicit assumptions about customers, the behavior of revenues and costs, the Figure 1. Elements of business model design 14
  14. 14. Chesbrough (2006) Chesbrough and Rosenblom (2002) 16
  15. 15. 14 november 2014 Osterwalder et al. (2010): Business Model Canvas 17
  16. 16. 14 november 2014 18 Shafer et al. (2004)
  17. 17. Sinfield et al,2012
  18. 18. Q&AJ
  19. 19. Template Sinfield et al. (2012)
  20. 20. Example
  21. 21. Redesign the Business Model of SAS Focus Ques(ons: • Fill out the components for each column • You can choose up to four for each column Start with using analogies from other industries (e.g. Freemium, GilleRe?) And include the following ques(ons: • Should we sell a product or a service? • Should it be standard or customizable? • Will its benefits be tangible or intangible? • Will we sell a generic or branded offering? • Should it be a durable or a consumable?

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