The document discusses strategic planning and business model development. It begins by covering strategic analysis frameworks like SWOT, PESTLE, and Porter's Five Forces. It then discusses strategic planning, including defining mission/vision, setting goals and KPIs. The document outlines a business model canvas template for describing the key elements of a business model, including value propositions, customer segments, revenue streams, and costs. Developing a business model is presented as a key part of strategic planning and formulation.
2. What we’ll cover in part 1
• What is strategy?
• How to analyse a market?
• How to create a business model?
• How to create goals for a business?
https://en.wikipedia.org/wiki/Porter_five_forces_analysis
3. What we’ll cover in part 2
• The new role of “Design”
• What is Service Design?
6. –Alfred Chandler
Strategy and Structure: Chapters in the history of industrial enterprise
Doubleday, New York, 1962.
"the determination of the basic long-term goals
of an enterprise, and the adoption of courses
of action and the allocation of resources
necessary for carrying out these goals."
7. –Alfred Chandler
Strategy and Structure: Chapters in the history of industrial enterprise
Doubleday, New York, 1962.
"the determination of the basic long-term goals
of an enterprise, and the adoption of courses
of action and the allocation of resources
necessary for carrying out these goals."
57. Business models are used to…
…describe the rationale behind
how a company creates,
delivers and captures value.
…describe current or near future
states of the business.
62. COST STRUCTURE REVENUE STREAMS
KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITION
RELATIONSHIPS CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES CHANNELS
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model
63. COST STRUCTURE REVENUE STREAMS
KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES CHANNELS
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model
64. COST STRUCTURE REVENUE STREAMS
KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model
65. COST STRUCTURE REVENUE STREAMS
KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model
66. COST STRUCTURE REVENUE STREAMS
For what value are our customers willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model
67. COST STRUCTURE REVENUE STREAMS
For what value are our customers willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES
What Key
Resources do our
VP require? Our
Distribution
Channels?Our
Customer
Relationships?
CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model
68. COST STRUCTURE REVENUE STREAMS
For what value are our customers willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
KEY PARTNERS KEY ACTIVITIES
What Key Activities
do our VPs require?
Our Distribution
Channels?Our
Customer
Relationships?
VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES
What Key
Resources do our
VP require? Our
Distribution
Channels?Our
Customer
Relationships?
CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model
69. COST STRUCTURE REVENUE STREAMS
For what value are our customers willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
KEY PARTNERS
Who are our Key
Partners?
Who are our key
suppliers?
Which Key
Resources are we
acquiring from our
partners?
When key activities
do partners
perform?
KEY ACTIVITIES
What Key Activities
do our VPs require?
Our Distribution
Channels?Our
Customer
Relationships?
VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES
What Key
Resources do our
VP require? Our
Distribution
Channels?Our
Customer
Relationships?
CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model
70. COST STRUCTURE
What are the most important costs inherent in our
business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
REVENUE STREAMS
For what value are our customers willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
KEY PARTNERS
Who are our Key
Partners?
Who are our key
suppliers?
Which Key
Resources are we
acquiring from our
partners?
When key activities
do partners
perform?
KEY ACTIVITIES
What Key Activities
do our VPs require?
Our Distribution
Channels?Our
Customer
Relationships?
VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES
What Key
Resources do our
VP require? Our
Distribution
Channels?Our
Customer
Relationships?
CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model
71. COST STRUCTURE
What are the most important costs inherent in our
business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
REVENUE STREAMS
For what value are our customers willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
KEY PARTNERS
Who are our Key
Partners?
Who are our key
suppliers?
Which Key
Resources are we
acquiring from our
partners?
When key activities
do partners
perform?
KEY ACTIVITIES
What Key Activities
do our VPs require?
Our Distribution
Channels?Our
Customer
Relationships?
VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES
What Key
Resources do our
VP require? Our
Distribution
Channels?Our
Customer
Relationships?
CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model
• Local beverage
companies
• Sabco (the
creator of the
bottles)
• Distribution
companies
• Food chains
• Restaurant
chains
• Bottling
• Distribution
• Marketing
• Producing and
supplying
syrup
• Secret recipe
• Syrup factory
• Bottles & Crates
• Bottling plants
• Distribution
centers
• Quench thirst
• Social status
• Get sugar!
• Familiar taste
• Always there for
you
• Displays
• Fridges
• Adverts to end
customers
• Sponsorships
• Large scale
distribution
• Manual
distribution
centers
• Bulk sales
• Retail sales
• Merchandise
• Larger retail
outlets
• Small shops/
restaurants
• Franchises
• Marketing
• Syrup production
• Legal cost
• Distribution
• Sponsorships
73. COST STRUCTURE
What are the most important costs inherent in our
business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
REVENUE STREAMS
For what value are our customers willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
KEY PARTNERS
Who are our Key
Partners?
Who are our key
suppliers?
Which Key
Resources are we
acquiring from our
partners?
When key activities
do partners
perform?
KEY ACTIVITIES
What Key Activities
do our VPs require?
Our Distribution
Channels?Our
Customer
Relationships?
VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES
What Key
Resources do our
VP require? Our
Distribution
Channels?Our
Customer
Relationships?
CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
http://www.slideshare.net/Alex.Osterwalder/what-is-a-business-model
75. COST STRUCTURE
What are the most important costs inherent in our
business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
REVENUE STREAMS
For what value are our customers willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
KEY PARTNERS
Who are our Key
Partners?
Who are our key
suppliers?
Which Key
Resources are we
acquiring from our
partners?
When key activities
do partners
perform?
KEY ACTIVITIES
What Key Activities
do our VPs require?
Our Distribution
Channels?Our
Customer
Relationships?
VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
RELATIONSHIPS
What type of
relationship does
each of our
Customer Segments
expect?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
KEY RESOURCES
What Key
Resources do our
VP require? Our
Distribution
Channels?Our
Customer
Relationships?
CHANNELS
How do we reach
our customers?
How are channels
integrated?
How are we
integrating them in
in customer
routines?
76. VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
77. VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
78. VALUE
PROPOSITION
What value do we
deliver to the
customer?
Which of the
customer’s
problems are we
trying to solve?
What bundles of
products and
services are we
offering to each
Customer Segment?
Which customer
needs are we
satisfying?
CUSTOMER
SEGMENT
For whom are we
creating value?
Who are our most
important
customers?
Market fit
92. […] is a multinational corporation engaged in
socially responsible operations, worldwide. It is
dedicated to provide products and services of
such quality that our customers will receive
superior value while our employees and
business partners will share in our success and
our stock-holders will receive a sustained
superior return on their investment.
93. […] is a multinational corporation engaged in
socially responsible operations, worldwide. It is
dedicated to provide products and services of
such quality that our customers will receive
superior value while our employees and
business partners will share in our success and
our stock-holders will receive a sustained
superior return on their investment.
General Motors
96. Nike
* If you have a body, you’re an athlete
To bring inspiration and innovation to every
athlete* in the world.
97.
98. Our vision is to be earth's most customer
centric company; to build a place where people
can come to find and discover anything they
might want to buy online.
99. Amazon.com
Our vision is to be earth's most customer
centric company; to build a place where people
can come to find and discover anything they
might want to buy online.
100.
101. Build the best product, cause no unnecessary
harm, use business to inspire and implement
solutions to the environmental crisis.
102. Patagonia
Build the best product, cause no unnecessary
harm, use business to inspire and implement
solutions to the environmental crisis.
103.
104. …our vision is to create a better everyday life
for the many people. Our business idea
supports this vision by offering a wide range of
well-designed […] at prices so low that as
many people as possible will be able to afford
them.
105. IKEA
…our vision is to create a better everyday life
for the many people. Our business idea
supports this vision by offering a wide range of
well-designed […] at prices so low that as
many people as possible will be able to afford
them.
106.
107. …to accelerate the advent of sustainable
transport by bringing compelling mass market
electric cars to market as soon as possible
108. Tesla Motors
…to accelerate the advent of sustainable
transport by bringing compelling mass market
electric cars to market as soon as possible
111. A definition to help you:
The tangible result of your
mission. A compelling and
detailed visualization of your
successful outcome that could
be as simple as one descriptive
paragraph.
http://zurb.com/article/263/the-dreadful-mission-statement
113. – Collins and Porras
Built to Last: Successful Habits of Visionary Companies
"A true BHAG is clear and compelling, serves
as unifying focal point of effort, and acts as a
clear catalyst for team spirit. It has a clear finish
line, so the organization can know when it has
achieved the goal; people like to shoot for
finish lines."
114. • SpaceX: Enable human exploration and settlement of
Mars.
• Facebook: To make the world more open and
connected.
• Ford: Democratize the automobile.
• Google: Organize the world's information and make it
universally accessible and useful.
• Blackpool FC: Reach English Premier League.
https://en.wikipedia.org/wiki/Big_Hairy_Audacious_Goal
116. Goals
• The result of a strategy
• Should be as clear as possible, actionable
• The day to day compass for each employee
• Should work on unit/department level and trickle down
• Very easy to get the wrong effect
https://hbr.org/2014/11/a-list-of-goals-is-not-a-strategy
145. 30 years of services
1986
• Cash
• Bank transfer
• Bank- / Postgiro
• Invoice
• Bank card
2016
• Swish
• iZettle
• Klarna
• Bank Card
• Credit Card
• Credit
• Bitcoin
• Pay what you want
• Google Wallet
• Apple Pay
• Pay by phone
• Pay via internetbank
• Postal advance
• SMS
• Pay via phone subscription
• and more…
157. –Brandon Schauer
Adaptive Path
”the process of carefully framing a project of
what to design before you figure out how it
should be designed”
158. Wikipedia
“Design strategy is a discipline which helps
firms determine what to make and do, why do
it and how to innovate contextually, both
immediately and over the long term. This
process involves the interplay between design
and business strategy.”
https://en.wikipedia.org/wiki/Design_strategy
162. What is it?
• Horizontal rather than vertical
• Touchpoint coordination
- People
- Place
- Props
- Partners
- Processes
http://www.slideshare.net/notrevol/using-service-design-thinking-to-make-awesome-products
163. When to use it?
• When you need to improve your service offering
• When you’re mixing online & offline
• When you’ve lost track
• When you have a complex setup of different “players”
• When you want to move up the value chain
http://www.slideshare.net/notrevol/using-service-design-thinking-to-make-awesome-products
164. Service Design vs. Traditional product development
• Facilitate the creation
of outcomes
• Value co-creation
• Integrated eco-system
• Relationship
• Focus on exchanging
value
http://www.slideshare.net/notrevol/using-service-design-thinking-to-make-awesome-products
• Make & Distribute a
unit
• Discrete value chain
• Specialist silos
• Transaction
• Focus on extracting
value
172. User-centered
• Male
• Born 1948
• English
• Wealthy
• Twice Married
• Grown children
• Dog lover
• Live in the countryside
• Granddad
• Winter holiday in the alps
173.
174.
175. Co-creative
• Who’s the customer? Are there
several customer segments?
• What stakeholders do we
have?
• How can we involve anyone
who either creates, provides or
consumes the service?
176. Sequenced
• Imagine your service as a
movie!
• How can we influence the
rhythm of a service?
• Touchpoint coordination
177. Evidencing
• Make the users aware of
intangible services
• Tell the user what’s going on
178. Evidencing
• Make the users aware of
intangible services
• Tell the user what’s going on
179. Holistic
• Keep the big picture
• Find patterns
• Mitigate external factors
• Recognise overarching
sequences
184. Just ask “why?” five times
• Why does it take so long to serve a customer?
• Why is there always a queue during lunch time?
• Why don’t we have enough staff to cope with the busy
periods?
• Why is there not enough room for more staff?
• Why is there so much equipment around?
https://en.wikipedia.org/wiki/Porter_five_forces_analysis