Business model analysis. Commercial platform.

1. jm.monguet@upc.edu | http://huntingmammoths.com
i2b/2. Practice Future
Business model analysis.
Commercial platform.
Josep Mª MonguetRFID , 2012

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Operative infrastructure
Essential capacities
Alliances
Architecture
Commercial platform.
Customers relations
Distribution channels
Customers segments
Summary

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Business Model
Competitive Strategy
Business Model metaphor.

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Operative infrastructure Offer Commercial Platform
Essential
capacities
Alliances Value
proposal for
customers
Customers
relations
Customers
segments
Architecture
Key
Resources
Key
Processes
Distribution
channels
Costs structure Results Incomes flux
Business Model Canvas adapted from Osterwalderand Pigneur
Business Model Canvas

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Commercial platform
Customers Relations
Operative infrastructure Offer Commercial Platform
Essential
capacities
Alliances Value
proposal for
customers
Customers
relations
Customers
segments
Architectur
e
Key
Resources
Key
Processes
Distribution
channels
Costs structure Results Incomes flux

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Is relation with customers mainly based on trial and
error?
Is relation with customers always oriented to selling ?
Is relation with customers often a personal
relationship?
Customer relations

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Ease of access
Customer relations
Costs

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Where the limits are ?
Customer relations
Opportunities

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Towards an integrated personal system?
Customer relations
Model

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Proposing the best for the costumer
Customer relations
Case / Google

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Customer relations
Scope
Extended company
through social
intelligence

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Co-creation,
collective design,
...
Customer relations
Participation

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Commercial platform
Distribution channels
Operative infrastructure Offer Commercial Platform
Essential
capacities
Alliances Value
proposal for
customers
Customers
relations
Customers
segments
Architectur
e
Key
Resources
Key
Processes
Distribution
channels
Costs structure Results Incomes flux

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May be the business model strongly founded on the
distribution channel?
Does physical and virtual channels form an hybrid
distribution system?
Distribution channels

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Global virtual space
Distribution channels
Digital

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How to help people to be more efficient in using and
sharing things?
Distribution channels
Digital + physical
Internet of things and distribution.

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Extension of human capacities
Distribution channels
Physical + Digital

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Incubation
of ideas
“Entrepreneurship distribution”
Distribution channels
Concept innovation

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Key 1: Utility & Value
Distribution channels
Case / Infojobs

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Key 2: Usability
Distribution channels
Case / Infojobs

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Commercial platform
Customers segmentation
Operative infrastructure Offer Commercial Platform
Essential
capacities
Alliances Value
proposal for
customers
Customers
relations
Customers
segments
Architectur
e
Key
Resources
Key
Processes
Distribution
channels
Costs structure Results Incomes flux

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Are our customers perfectly identified?
Do we know how many different customers may be
interested in our product - service?
Customers segmentation

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Variables for segmentation
Kano model
Customers segmentation
Analysis

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Variables for segmentation
Customers segmentation
Analysis
Customer
value model
Product A /Market 1

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The border of fighting
Customers segmentation
Synthesis

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The car industry has been “behavioring”
as if they were luxury shops. This is right
for Ferrari and Porsche all the others are
just supermarkets
The modelisation of the customer
Customers segmentation
Synthesis

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jm.monguet@upc.edu