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EIA2019Portugal - Business & Revenue Model Design & Growth - Daan de Geus

Business & Revenue Model Design & Growth - Daan de Geus

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EIA2019Portugal - Business & Revenue Model Design & Growth - Daan de Geus

  1. 1. You all came up with great ideas
  2. 2. And you want to conquer the world
  3. 3. Make money as fast as you can
  4. 4. Design your next revenue model Daan de Geus daan@businessmodelsinc.com Business Models Inc.
  5. 5. San Francisco Amsterdam HQ TaipeiNew-York Brisbane Stay ahead of competition
  6. 6. It is all about you today
  7. 7. A structure that states & explains the revenue earning strategy of a company
  8. 8. 1 Value over price
  9. 9. 2 Business models are fluid
  10. 10. 3 It’s a journey of exploration
  11. 11. … Where to start?
  12. 12. Show me the money guide
  13. 13. 1 Value over price
  14. 14. Make money as fast as you can
  15. 15. Nobody pays for something they don’t value
  16. 16. One question…
  17. 17. Where is value created?
  18. 18. Business model canvas Key partners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com
  19. 19. A business model describes the rationale of how an organization creates, delivers, and captures value.
  20. 20. Business model canvas Key partners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com
  21. 21. Do we identify a target customer segment?
  22. 22. Can we identify the need?
  23. 23. And are they willing to pay for this?
  24. 24. Business model canvas Key partners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com
  25. 25. A great startup example - search
  26. 26. Meet Scott
  27. 27. Never won a fight
  28. 28. His vision…
  29. 29. Reduce headaches & frustrations in the bar…
  30. 30. An app for ordering…
  31. 31. You are drinking with your friends
  32. 32. You want to pay and leave…
  33. 33. Pay at the bar with an app
  34. 34. So where to start $?
  35. 35. IT IS NOT ABOUT THE PRODUCT
  36. 36. It is about the business model!
  37. 37. What does the 1st business model look like?
  38. 38. Business model canvas Key partners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com Onetab #1 Develop & maintain app Drinkers App stores App download fees People App developm. Social media Really cool app for buying drinks Dev Team
  39. 39. We almost forgot something…
  40. 40. What is our key assumption here?
  41. 41. Drinkers want to pay 99c for an app to buy beers
  42. 42. Customers are still the party animals
  43. 43. What they learned after visiting 40 pubs…
  44. 44. Nobody wanted to pay for an app!
  45. 45. His dream was destroyed
  46. 46. But he had a point of view
  47. 47. Improve the experience in the bars
  48. 48. Become financially independent
  49. 49. So he went on…
  50. 50. Go out of the building again!
  51. 51. Bar owners liked the app!
  52. 52. Order process was slow & admin hassle
  53. 53. What does 2nd business model look like?
  54. 54. Business model canvas Key partners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com Onetab #2 Develop customer base Drinkers App stores Pay per usePeople App developm. Social MediaKeep the night moving, no worries about paying Marketeers & Dev Team Faster order process & more sales Staff Free App store fees POS software provider (H&L Australia) Develop & maintain app
  55. 55. Again… the team was puzzled
  56. 56. No downloads… no transactions
  57. 57. Bar adoption was slow
  58. 58. So, what to do next?
  59. 59. How do you visit each bar in Australia?
  60. 60. How many sales people to hire?
  61. 61. So he looked for investors…
  62. 62. Mark Carnegie Show me clients first!
  63. 63. Then H&L knocked on the door
  64. 64. Integrate & distribute at scale!
  65. 65. Business model canvas Key partners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com Onetab #3 Develop customer base Drinkers Point of Sales Cash Register Pay per usePeople App developm. Social Media Keep the night moving, no worries about paying Marketeers & Dev Team ONE TAB APP Faster order process & more sales Staff Free App store fees POS software provider (H&L Australia) Develop & maintain app
  66. 66. What does the next business model look like?
  67. 67. Power of data. “In God we trust. For everything else there’s data.”
  68. 68. Mark bought Scott’s company
  69. 69. What did Scott learn from his journey
  70. 70. It is easy to get distracted in the short run
  71. 71. And the ride is not always fun…
  72. 72. Value first.
  73. 73. 2 Business models are fluid
  74. 74. The world is changing
  75. 75. What seems impossible today, is reality tomorrow
  76. 76. Technology shift
  77. 77. AI – like humans & learning
  78. 78. AR – digital interactive layer
  79. 79. Blockchain – fast and transparent
  80. 80. Automation - Robotics
  81. 81. Internet of Things – everything connected
  82. 82. New way of life, different value
  83. 83. People shift
  84. 84. In legal support, from expensive lawyers…
  85. 85. …to Do It Yourself - online
  86. 86. In mobility, from ownership…
  87. 87. …to access through BMW Drivenow - IoT
  88. 88. In retail shopping, from visiting the store…
  89. 89. …to food delivery by Amazon Fresh… - AI
  90. 90. In personal mobility, from waiting…
  91. 91. …to instant serving and comfort
  92. 92. In shopping, from physical 9-5 stores…
  93. 93. …to 24/7 shopping and delivery…
  94. 94. …even in your car! (by Amazon, who else?)
  95. 95. New needs?Designworks
  96. 96. 1. Simplified
  97. 97. 2. Minimized distractions
  98. 98. 3. Flexibility
  99. 99. 4. Frictionless
  100. 100. Business models shift
  101. 101. Welcome to the late nineties
  102. 102. Marc Randolph & Reed Hastings
  103. 103. VHS tapes too expensive to ship
  104. 104. Ship DVD’s by mail
  105. 105. A linear business model start 1998
  106. 106. Business model canvas Key partners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com USA Mass Market Rental Price Comfort Mail order Network Titles 925 DVD’s Distri- bution Sales Netflix #1
  107. 107. Flat fee unlimited rentals in 1999
  108. 108. Business model canvas Key partners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com USA Mass Market Price Comfort Mail order Network Titles Distri- bution 35.000 films Sub scription 1 mln DVD’s shipped every day Netflix #2
  109. 109. Personalized video recommendation in 2006
  110. 110. Video streaming on demand in 2007
  111. 111. Business model canvas Key partners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com USA Mass Market Price Comfort Distri- bution Sub scription Data Algorithm Video on demand Internet TV Netflix #3
  112. 112. Kevin Spacey, a new format
  113. 113. We were used to think in linear formats
  114. 114. Let’s publish in chapters all at once
  115. 115. The worst idea! “Ruins our revenue model & people don’t want this”
  116. 116. Device and length are irrelevant - Kevin Spacey
  117. 117. People want stories… about Frank Underwood
  118. 118. At a reasonable price - Kevin Spacey
  119. 119. NETFLIX immediately said: YES!How did they know?
  120. 120. Business model canvas Key partners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com Content Mass Market Sub- scription Price Acces- ibility Unique content Netflix .com Multiple devicesAlgorithm Commu- nications Network IP Cash Content SLA Self Service Rating Product Placement Netflix #4
  121. 121. Business models change over time
  122. 122. 3 It’s a journey of exploration
  123. 123. There are many revenue model options
  124. 124. Traditional revenue models Let’s look at 3 most common
  125. 125. 1 Pay per product One time transaction
  126. 126. Business model canvas Key partners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com Giant Product sales High quality bike Men
  127. 127. 2 Freemium Free & paid at the same time
  128. 128. 3 Bait & Hook Products at a low price, refills are expensive
  129. 129. Business model canvas Key partners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com Nespresso X
  130. 130. Razor blades Printer cartridges Console games
  131. 131. What we see today…
  132. 132. 1 Everything as a service
  133. 133. Meet Dirk
  134. 134. A flat tire…
  135. 135. What’s his initial solution?
  136. 136. He went to the bike repair shop
  137. 137. BIKING! I need to be able to bike!
  138. 138. Definition ‘as a service’ A move towards getting the job done by selling the use of a product
  139. 139. 2 Pay per use
  140. 140. LIME operates as a platform through IOT
  141. 141. Find your LIME scooter, and ACTIVATE and RIDE
  142. 142. Keep track of your rides and costs
  143. 143. Business model canvas Key partners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com Lime You and me Fee (time & distance) Scooter ride from A to B IoT Platform Fun App
  144. 144. Definition ‘pay per use’ When the customer is charged for a specific usage of a product or service.
  145. 145. 3 Platform
  146. 146. You and me…
  147. 147. Easy order and pick up
  148. 148. Clear price upfront
  149. 149. Review your driver
  150. 150. No cash to leave the cab
  151. 151. The driver – income opportunity
  152. 152. Easy pick up – no hassle
  153. 153. They review you too!
  154. 154. Easy administration
  155. 155. Business model canvas Key partners Key activities Key resources Value propositions Customer relationships Channels Customer segments Revenue streamsCost structure Business Models Inc © www.businessmodelgeneration.com UBER Platform You and me Fee (time and distance) Taxi services from A to B Platform Platform promotion Personal App % Drivers Income opportunit y Promotion Developme nt
  156. 156. Definition ‘platform’ Creates value by facilitating exchanges between consumers and producers.
  157. 157. For mobility only already a lot of options!
  158. 158. No single right solution
  159. 159. To summarize +
  160. 160. 1 Value over price “Are people willing to pay”
  161. 161. 2 Business models are fluid
  162. 162. 3 It’s a journey of exploration
  163. 163. No single right solution
  164. 164. It is all about learning
  165. 165. Start experimenting
  166. 166. The sooner your learn, the sooner you succeed
  167. 167. Only then you will conquer the world.
  168. 168. Make money as quickly as you can
  169. 169. Be the gamechanger…
  170. 170. Where is value created next?
  171. 171. www.businessmodelsinc.com

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