Slides by Marco Tognetti for the course "Design Driven Strategies for manufacture 4.0 and social innovation". The course is promote by the University of Florence DIDA, LAMA Development and Cooperation Agency and CSM Centro Sperimentale del Mobile.

1. BUSINESS MODELING & BUSINESS
PLANNING
Marco Tognetti
Marco.tognetti@agenzialama.eu

2. An architecture for products, services and information flows,
including a description of various business actors and their
roles; A description of the potential benefits for the various
business actors; and A description of sources of revenues.
Timmers (1998: 4)

3. Archetipi: rappresentazione profonda, ideale, ancestrale di modelli operativi Input-Process-Output.
Agricoltore:
• Ha un rapporto di cura con le proprie risorse (atteggiamento pater/maternalistico educativo);
• Mantiene/manutiene (lungo periodo, riformista, riparatore);
• immette energia in t0 per raccogliere in t1 (à ha un problema di “finanza”);
• Deve difendersi dai virus (à problema di “sicurezza”, medicina, contrappesi);
• Mette da parte per l’anno successivo (à accantonamenti);
• L’anno in cui compra il trattore spende, poi se lo ritrova negli anni successivi (à ammortamenti);
• Può possedere la terra oppure no (à proprietà, affitto) ma è interessato alla stanzialità;
• Compete con gli altri agricoltori principalmente sul prodotto;
• Nel processo “input-process-output” governa tutte le risorse e ottiene marginalità sull’efficienza;
• E’ suo interesse che il fiume non sia inquinato (à social committement).

4. Archetipi: rappresentazione profonda, ideale, ancestrale di modelli operativi Input-Process-Output.
Mandriano:
• Ha un rapporto di cura con le proprie risorse (atteggiamento pater/maternalistico protettivo-
funzionalista);
• Mantiene/manutiene (medio periodo, ad un certo punto svolta di consumo);
• immette energia in t0 per raccogliere in t1 (à ha un problema di “finanza” ma con fasi di raccolta
intermedie);
• Deve difendersi dai virus (à problema di “sicurezza”, medicina, contrappesi);
• Fa riprodurre le sue risorse (à investimenti produttivi, scala);
• Può possedere la terra oppure no (à proprietà, affitto) ma NON è interessato alla stanzialità;
• Compete con gli altri mandriani principalmente sul processo e sul prodotto. Può entrare in
competizione sulle risorse di base, talvolta anche con gli agricoltori;
• Nel processo “input-process-output” governa i suoi animali, il resto è dato da Dio (si usa e fine);
• E’ suo interesse che almeno 1 fiume non sia inquinato (à social functionality)

5. Archetipi: rappresentazione profonda, ideale, ancestrale di modelli operativi Input-Process-Output.
Cacciatore:
• Ha un rapporto opportunista con le proprie risorse (atteggiamento funzionalista);
• Sfrutta (breveperiodo);
• L’energia è finalizzata al veloce realizzo (à “overnight mark-up”);
• Non si preoccupa di manutenere, assistere o curare altre risorse se non se stesso (à problema di
forza individuale);
• Investe sugli strumenti (à investimenti strumentali);
• Può sconfinare in terra d’altri per fugaci scorribande all’inseguimento della preda (à difficile il
confino legale);
• Compete con tutti gli altri cacciatori, si allea funzionamento (à partnership funzionali);
• Nel processo “input-process-output” meno spende per input-process, più guadagna in output;
• Se i fiumi sono inquinati caccerà altrove

6. A business model is a conceptual tool that contains a set of
elements and their relationships and allows expressing the
business logic of a specific firm. It is a description of the value a
company offers to one or several segments of customers and of
the architecture of the firm and its network of partners for
creating, marketing, and delivering this value relationship
capital, to generate profitable and sustainable revenue
streams.
Osterwalder et al. (2005: 17-18)

7. Owners
#1 Landlord The landlord owns an asset and profits by charging others
for the temporary (and usually exclusive) use of that asset. There are
three variations to the landlord business model: physical, virtual, and
intellectual property (IP).

8. Creators
#2 Tinkerer The tinkerer is the iconic figure of the inventor toiling away
in a workshop or garage to build a better mousetrap.
#3 R&D Shop The R&D shop has systematized the process of turning
ideas into inventions and is able to produce inventions on a massive
scale, particularly relative to the tinkerer.
#4 Artist/Writer The artist is a different kind of creator, generally
working in a solitary role to create something unique and artistically
pleasing such as a book, painting, or sculpture.
#5 Content Producer The content producer is very similar to the artist,
but is focused more on the production of content or material that is
designed to inform or explain.

9. Builders
#6 Manufacturer The manufacturer assembles or builds products for
distribution and is skilled at mass producing on behalf of others or
themselves. Manufacturers are not generally inventors themselves, but
produce from ideas that originate from creators. Automobile
manufacturers are a prime example, as is the Chinese manufacturer of
iPads, Foxconn.

10. Sellers 1
#7 Wholesaler The wholesaler is able to aggregate multiple products and provide a
diverse distribution infrastructure to support individual manufacturers and enable mass
distribution to retailers.
#8 Broker The broker facilitates transactions between sellers and buyers, generally
without ever owning what is being sold and profiting from a charge on top of the sale
price.
#9 Trader The trader profits by buying and reselling assets, often by improving or
otherwise adding value to the asset prior to sale.
#10 Traditional Retailer The traditional retailer profits by selling products and services
directly to buyers at a mark-up from the actual cost. There are three variations to the
traditional retail business model: low cost, cost plus, and premium.

11. Sellers 2
#11 Non-Traditional Retailer The non-traditional retailer looks like a traditional retailer but goes
beyond individual transactions to maximize customer lifetime value. There are three common
variations to the non-traditional retail model: freemium, long tail, and razors & blades (aka bait &
hook).
#12 All You Can Eat The all you can eat retailer offers unlimited use of a product or service over
a fixed period of time for a flat fee.
#13 Subscription The subscription model offers a product or service on a continual basis for a
recurring charge, generally weekly, monthly, or yearly.
#14 Manufacturer Direct The manufacturer direct model allows manufacturers to circumvent
wholesalers and retailers and sell directly to buyers.
#15 Multi-Level Marketing The multi-level marketing company earns profit by recruiting sales
people who pay setup fees and are encouraged to recruit additional sales people to earn a share
of a pyramid-like commission model.

12. Services
Service businesses are like product businesses in almost every way, so they are included in all of
the business models above. For example, a hair dresser is simply applying the traditional retail
business model by charging a mark-up over cost to earn a profit. A service provider may employ a
variety of business models, so it would be wrong to include a specific model dedicated to
services.

13. Business-to-Business (B2B)
All of the business models above can apply equally to B2B or business-to-consumer (B2C)
companies. The term B2B simply defines the customer, not the model for reaching the customer.
For example, a B2B organization like Grainger or Kiva employs the traditional retail business
model, but sells to organizations instead of consumers.

14. Digital
Free (or nearly free) for the user:
• Early exit strategy
• Pay-what-you-want (PWYW)
• Tip jar/donation
• Freemium model
Paid (direct sales business
model):
• Subscription model
• Premium model
• Pay-per-use model
• Add-ons/In-app purchases
• License fees
• Single purchase model
• Pay-as-you-go model (PAYG)
Third Party options:
• Advertisement (Ad-based)
model
• Affiliate/Referral fee
• Get-one-give-one model
(G1G1)
• Franchise model
Broker/Matchmaking
• Commission-based model
• Auction model
Mixed business model:
• Razor and blade model
• Crowdfunding
• Open source model
• No frills model (discount or
budget model)

17. Revenue ModelOperating Model
Gross Margin Model

19. Bibliografia essenziale
http://www.businessmodelgeneration.com/ qui trovate il link al libro e tutti I canvas da scaricare
http://bura.brunel.ac.uk/bitstream/2438/2887/1/AMCIS2008.pdf paper Business Model
http://www.boardofinnovation.com/business-revenue-model-examples/ lista dei modelli di business