SlideShare une entreprise Scribd logo
1  sur  107
Télécharger pour lire hors ligne
Morten Gade
     ITU Concept Development with Industry, Feb 15




Business
Models
Today, in two parts
Agenda
Before the break
>  The framework

>  Based on Osterwalder & Pigneur + Zott, Amitt & Massa

>  A small exercise



After the break

>  The examples and the inspiration
   – a quick run through of approx.
   30 different online business models



We end at 9.45.
Business
Model
Canvas
So, first… What do we
mean by “business model”
Zott, Amitt & Massa (2010*)
>  Literature review of 103 articles, books etc.
>  Fairly new concept (1990’s)

>  No common definition



>  Highly recommendable article, also for inspiration on different
   business models




*) The Business Model: Theoretical Roots, Recent Developments and Future Research
   http://www.iese.edu/research/pdfs/DI-0862-E.pdf
Magretta

“stories that explain how enterprises work. A good
business model answers Peter Drucker’s age old
questions: Who is the customer? And what does
the customer value? It also answers the
fundamental questions every manager must ask:
How do we make money in this business? What is
the underlying economic logic that explains how we
can deliver value to customers at an appropriate
cost?”
Timmers

“an architecture of the product, service and
information flows, including a description of the
various business actors and their roles; a
description of the potential benefits for the various
business actors; a description of the sources of
revenues”
Osterwalder & Pigneur


“The rationale of how an organization creates,
delivers and captures value.”
Osterwalder & Pigneur


> Customers

> Offer

> Infrastructure

> Financial Viability
1. Customer Segments
>  What customer group is the business trying to reach
>  Many customers aren’t necessarily better than few: There are
   businesses thriving with 1, 2 or 3 customers

>  However, businesses with few customers have a different risk
   profile than those with many customers
>  Niche markets have become easier because of the internet,
   however still customs etc.

>  For a well functioning business model, it can be a good idea to….
  >  Develop segments where entry is easy, or…
  >  Develop segments where retention is easy
2. Value Propositions
>  Why should the customers use your product instead of the
   competition?

>  You want to understand and address the customer’s need better
   than the competition
  >  Price (e.g. MetroXpress)
  >  Perceived quality/features (e.g. Apple)
  >  Ease of use (e.g. Telmore)
  >  Accessibility/Just in time/right place (e.g. mobile (or the ITU
     canteen))

>  Price sensitivity is very different in different markets

>  You need a very strong value proposition, even if your product is
   free (still competing for attention, time etc.)
Business Models
3. Channels
>  You need to have a channel strategy, that reaches your customer
   with the right value proposition at the right time

>  E.g. Heineken (indirect, direct), Dell (direct)

>  Also goes for media, e.g. direct models such as Politiken, indirect
   such as Ritzau, combined models such as Avisen.dk (if we see the
   end user as the customer)

>  There is less risk in scaling a model with indirect partner sales fast

>  Most organizations have a business model with a mix of different
   channels
4. Customer relationships
>  The relationship with the customer can be very personal (e.g. an
   attorney) or the opposite (e.g. Google)

>  Personal service can be seen as a luxury – but so can online
   interaction for some: Who is your customer segment?

>  Many companies only have relationships with resellers and never
   meet the end users

>  In the last couple of years, we have seen a development towards a
   new kind of customer relationship online, e.g. Quirky.com, where
   you cocreate products or Threadless.com, where you codesign t-
   shirts

>  If you try working with communities and co design, you need to
   address the incentive for the user, as well as for business
5. Revenue streams
>  The relationship with the customer can be very automated (e.g.
   newspaper subscription) or one off interactions (e.g. a coffee table
   book)

>  There is a major difference in a business model, whether you’re
   working on one off interactions or many interactions.
  >  One off interactions need to have a substantially larger profit margin
     (pricing)
  >  Long relationships need to continue adding value for customer

>  One is not “better” than the other
  >  razor blades: Long interaction, not automated, low entry barriers,
     habitual
  >  Lock in (hard to change supplier, e.g. high entry barriers)
  >  Risk

>  Depends on value proposition and customer segment
6. Key Ressources
>  What do you need to deliver value to the customer?



>  Virtual goods scale extremely well (1 copy and 1.000.000 copies
   cost virtually the same)

>  Physical goods may require mass production to scale – but can
   still be hard – logistics, distribution, storage etc., etc.

>  Intellectual ressources can be hard to protect

>  Many of your concepts will probably require a lot of human capital
   (the right people –those are often hard to get, and may be
   expensive, esp. if you lose them)

>  Financial capital – “Why didn’t anyone invent a decent digital
   bank?”
7. Key Activities
>  What is it actually, that the people employed in your business do?



>  They might produce something (goods, information, knowledge…),
   facilitate something (processes) or keep something afloat (a
   platform)
>  E.g.: Key activities at Facebook is to keep servers buzzing, develop
   new functionality, sell ads

>  At a supermarket: Define goods and market, run logistics, keep
   store open and filled with goods, marketing

>  At a consultancy: Help customers define what they need, deliver
   processes or products by specification, keep knowledge up to date
8. Key Partnerships
>  No business is an island.
>  Many of your activities can be performed cheaper by other
   organizations or in cooperation with other organizations



>  E.g.:
  >  Organizations with shared activities (e.g. competition)
  >  Organizations with complimentary activities (e.g. joint ventures)
  >  Organizations in other customer segments
  >  Organizations with different pricing
  >  Organizations willing to partner to reduce risk for all involved
9. Cost Structure (or economic theory 101)
>  You can define your pricing based on your costs
>  Or you can define your costs based on your pricing

>  In all business models, you will have fixed costs and variable costs
  >  Fixed costs: Costs that you will have with 1 or 1000 customers
  >  Variable costs: Costs that you have “per customer”

>  Economies of scale = Low variable costs, or variable costs
   deteriorating with more customers à reductions in average cost
   (Lars Larsen: Making 1 kr on 1.000 customers or 1.000 kr on 1
   customer)
>  Economies of scope = If your organization produces more than
   one good, you might share activities, e.g. marketing, sales -
   product diversification is efficient if it is based on the common and
   recurrent use of knowhow or on an indivisible physical asset
A small exercise
>  Use the time until the break to talk to the person next to you about
   a case

>  Try to apply the 9 factors of the business model canvas to the case

>  (Beware, they have many business models in one business)
Try to apply the 9 factors of the
business model canvas to Amazon

Key Activities
Key Resources
Partner Network
Value Proposition
Customer Segments
Channels
Customer Relationship
Cost Structure
Revenue Streams
Time for a break!
10 minutes.
Examples,
examples,
examples,
Try to apply the 9 factors of the
business model canvas to Amazon

Key Activities
Key Resources
Partner Network
Value Proposition
Customer Segments
Channels
Customer Relationship
Cost Structure
Revenue Streams
OK,
In the first part, we (mostly) talked business models in general. Now,
we will focus exclusively on online business models.

In the remainder of the class, I will give you a number of examples on
different online business models.
Sales
Finding new customer segments or value propositions online.
Direct sale
A clear value proposition is needed.
Business Models
Combined Model
Both online sale and marketing of traditional stores.
Business Models
Re-selling
Being the middle man for other agents, who handle logistics.
Business Models
Sales of services
Selling memberships, subscriptions and other services online.
Business Models
Broker
Where the platform is the key activity of the business.
Auction
One of the most common examples.
Business Models
Used goods
As old as time itself, but now with larger customer segments.
Business Models
Virtual marketplaces
Niche oriented platforms with both buyer and seller as customer
Business Models
Price comparison
Both buyer and seller as customer, price is value proposition.
Business Models
Contact broker/mass market
Connecting the world and taking your share of the profit.
Business Models
Contact broker/specialists
Connecting specialist users and acting as platform.
Business Models
Groups buying/brokerage
Clear value proposition to both end user and business.
Business Models
App Store
Reducing transaction costs for the developer and the end user.
Business Models
Advertising
Display advertising and other models.
Content rich, heavy traffic
Low pricing, huge supply.
Business Models
Niche-sites
Relatively high pricing, lower supply.
Business Models
Heavy on page views
Focused purely on display advertising.
Business Models
Online tools
Software as a service – fulfilling a need with huge economies of scale.
Subscription based
Subscriptions make for a long term revenue stream.
Business Models
Freemium
Letting the user become the marketer – to themselves and others.
Business Models
Adbased
Product as medium for advertising.
Business Models
Consumption based
Pay as you go , usage fee revenue stream.
Business Models
Reselling data
Servicing one group in order to generate a product to another.
Business Models
Subscription
Subscriptions for information, services or entertainment.
Community-sites & dating
Subscribing for other people.
Business Models
Games
Subscribing for entertainment and immersion.
Business Models
Niche-oriented specialist knowledge
Subscribing for low transaction costs, making your job easier
Business Models
Affiliate
Yet another way making money making people meet.
Revenue sharing
Tight economical connection to the producer of content.
Business Models
Pay per click
Great economies of scale, where business is platform.
Business Models
Stakeholder management
Addressing other stakeholder needs.
E.g. employer branding
Attracting key resources online
Business Models
Or investor relations
Attracting key resources online
Business Models
Knowledge sharing
Making internal and external processes easier.
E.g. intranet, wiki, e-learning, EDRMS…
Supporting key processes in the organization
Business Models
Digital processes
Optimizing processes with customers, partners and other stakeholders.
Upselling
Making lifetime value of customer higher.
Business Models
Better service
Making customer acquisition and retention easier
Business Models
Reduced cost
Making key processes easier, creating economies of scale
Business Models
Co-creation
Development of ideas, products or businesses
Of ideas
Creating new value propositions,
strengthening relationship to customers and partners.
Business Models
Of products
Creating new value propositions,
strengthening relationship to customers and partners.
Business Models
Of relationships
Creating new value propositions, as well as creating a new kind of
open partner strategy enabling easier handling of many partners.
Business Models
Or even businesses
Being the platform for key processes of other businesses.
Business Models
mortengade.dk




                                                                                twitter.com/mortengade
                                                                                   delicious.com/morten

MORTEN GADE                                                          flickr.com/photos/mortengade

www.mortengade.dk                                                        linkedin.com/in/mortengade

m@mortengade.dk                                      kommunikationsforum.dk/morten-gade

tlf. 30 91 92 18                                                      mitkbh.dk/profile.php?user=2




                                                  Fotos: flickr.com mm. Credits på den enkelte slide.
       Udgivet under Creative Commons-licens: http://creativecommons.org/licenses/by-sa/3.0/deed.da

Contenu connexe

Tendances

Top 15 Sales Generation Techniques (Ecommerce Customer Acquisition)
Top 15 Sales Generation Techniques (Ecommerce Customer Acquisition)Top 15 Sales Generation Techniques (Ecommerce Customer Acquisition)
Top 15 Sales Generation Techniques (Ecommerce Customer Acquisition)Rodolfo Melogli
 
Business Model Canvas 101
Business Model Canvas 101Business Model Canvas 101
Business Model Canvas 101Emad Saif
 
Business Strategy PowerPoint Presentation Slides
Business Strategy PowerPoint Presentation Slides Business Strategy PowerPoint Presentation Slides
Business Strategy PowerPoint Presentation Slides SlideTeam
 
Business model canvas in public and not for profit organisations
Business model canvas in public and not for profit organisationsBusiness model canvas in public and not for profit organisations
Business model canvas in public and not for profit organisationsBarry Keogh
 
Venture Design Workshop: Business Model Canvas
Venture Design Workshop: Business Model CanvasVenture Design Workshop: Business Model Canvas
Venture Design Workshop: Business Model CanvasAlex Cowan
 
Go-To-Market Strategy & Sales Enablement Framework
Go-To-Market Strategy & Sales Enablement FrameworkGo-To-Market Strategy & Sales Enablement Framework
Go-To-Market Strategy & Sales Enablement FrameworkLink Cheng
 
Two Stories About Strongly Sustainable Business Models
Two Stories About Strongly Sustainable Business ModelsTwo Stories About Strongly Sustainable Business Models
Two Stories About Strongly Sustainable Business ModelsAntony Upward
 
The Business Model Canvas - Brampton Entrepreneur Centre
The Business Model Canvas - Brampton Entrepreneur CentreThe Business Model Canvas - Brampton Entrepreneur Centre
The Business Model Canvas - Brampton Entrepreneur CentreEhsan Daneshgar
 
Business Plan and Entrepreneurship Toolkit - Framework, Best Practices and Te...
Business Plan and Entrepreneurship Toolkit - Framework, Best Practices and Te...Business Plan and Entrepreneurship Toolkit - Framework, Best Practices and Te...
Business Plan and Entrepreneurship Toolkit - Framework, Best Practices and Te...Aurelien Domont, MBA
 
Management Consultant Toolkit in powerpoint & Excel
Management Consultant Toolkit in powerpoint & ExcelManagement Consultant Toolkit in powerpoint & Excel
Management Consultant Toolkit in powerpoint & ExcelAurelien Domont, MBA
 
Value Proposition Canvas Explained
Value Proposition Canvas ExplainedValue Proposition Canvas Explained
Value Proposition Canvas Explainedazlaan
 
Business & consulting toolkits free sample in powerpoint
Business & consulting toolkits   free sample in powerpointBusiness & consulting toolkits   free sample in powerpoint
Business & consulting toolkits free sample in powerpointDonald Gest
 
Software company marketing plan outline
Software company marketing plan outlineSoftware company marketing plan outline
Software company marketing plan outlineDaniel Stiel
 
Corporate and Business Strategy Toolkit
Corporate and Business Strategy ToolkitCorporate and Business Strategy Toolkit
Corporate and Business Strategy ToolkitAurelien Domont, MBA
 
Business Ecosystem Design
Business Ecosystem DesignBusiness Ecosystem Design
Business Ecosystem DesignJan Schmiedgen
 

Tendances (20)

Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model Canvas
 
Top 15 Sales Generation Techniques (Ecommerce Customer Acquisition)
Top 15 Sales Generation Techniques (Ecommerce Customer Acquisition)Top 15 Sales Generation Techniques (Ecommerce Customer Acquisition)
Top 15 Sales Generation Techniques (Ecommerce Customer Acquisition)
 
Business Model Canvas 101
Business Model Canvas 101Business Model Canvas 101
Business Model Canvas 101
 
Business Strategy PowerPoint Presentation Slides
Business Strategy PowerPoint Presentation Slides Business Strategy PowerPoint Presentation Slides
Business Strategy PowerPoint Presentation Slides
 
Business model canvas in public and not for profit organisations
Business model canvas in public and not for profit organisationsBusiness model canvas in public and not for profit organisations
Business model canvas in public and not for profit organisations
 
Business plan
Business plan Business plan
Business plan
 
Business model canvas
Business model canvasBusiness model canvas
Business model canvas
 
Venture Design Workshop: Business Model Canvas
Venture Design Workshop: Business Model CanvasVenture Design Workshop: Business Model Canvas
Venture Design Workshop: Business Model Canvas
 
Go-To-Market Strategy & Sales Enablement Framework
Go-To-Market Strategy & Sales Enablement FrameworkGo-To-Market Strategy & Sales Enablement Framework
Go-To-Market Strategy & Sales Enablement Framework
 
Two Stories About Strongly Sustainable Business Models
Two Stories About Strongly Sustainable Business ModelsTwo Stories About Strongly Sustainable Business Models
Two Stories About Strongly Sustainable Business Models
 
The Business Model Canvas - Brampton Entrepreneur Centre
The Business Model Canvas - Brampton Entrepreneur CentreThe Business Model Canvas - Brampton Entrepreneur Centre
The Business Model Canvas - Brampton Entrepreneur Centre
 
Strategy 1 2 3
Strategy 1 2 3Strategy 1 2 3
Strategy 1 2 3
 
Business Plan and Entrepreneurship Toolkit - Framework, Best Practices and Te...
Business Plan and Entrepreneurship Toolkit - Framework, Best Practices and Te...Business Plan and Entrepreneurship Toolkit - Framework, Best Practices and Te...
Business Plan and Entrepreneurship Toolkit - Framework, Best Practices and Te...
 
Management Consultant Toolkit in powerpoint & Excel
Management Consultant Toolkit in powerpoint & ExcelManagement Consultant Toolkit in powerpoint & Excel
Management Consultant Toolkit in powerpoint & Excel
 
Value Proposition Canvas Explained
Value Proposition Canvas ExplainedValue Proposition Canvas Explained
Value Proposition Canvas Explained
 
Business & consulting toolkits free sample in powerpoint
Business & consulting toolkits   free sample in powerpointBusiness & consulting toolkits   free sample in powerpoint
Business & consulting toolkits free sample in powerpoint
 
Software company marketing plan outline
Software company marketing plan outlineSoftware company marketing plan outline
Software company marketing plan outline
 
Corporate and Business Strategy Toolkit
Corporate and Business Strategy ToolkitCorporate and Business Strategy Toolkit
Corporate and Business Strategy Toolkit
 
Business Model
Business ModelBusiness Model
Business Model
 
Business Ecosystem Design
Business Ecosystem DesignBusiness Ecosystem Design
Business Ecosystem Design
 

En vedette

Leadership Styles Your Team Needs
Leadership Styles Your Team NeedsLeadership Styles Your Team Needs
Leadership Styles Your Team NeedsJoshua Howard
 
Startup Metrics for Pirates (KAUST, Nov 2013)
Startup Metrics for Pirates (KAUST, Nov 2013)Startup Metrics for Pirates (KAUST, Nov 2013)
Startup Metrics for Pirates (KAUST, Nov 2013)Dave McClure
 
Doors, Walls and Old Trees: Prioritizing to Get Simple
Doors, Walls and Old Trees: Prioritizing to Get SimpleDoors, Walls and Old Trees: Prioritizing to Get Simple
Doors, Walls and Old Trees: Prioritizing to Get SimpleJason Ulaszek
 
A Brief Talk On High-Performing Organisations
A Brief Talk On High-Performing OrganisationsA Brief Talk On High-Performing Organisations
A Brief Talk On High-Performing OrganisationsPhil Calçado
 
How to stop sucking and be awesome instead
How to stop sucking and be awesome insteadHow to stop sucking and be awesome instead
How to stop sucking and be awesome insteadcodinghorror
 
Leadership Without Management: Scaling Organizations by Scaling Engineers
Leadership Without Management: Scaling Organizations by Scaling EngineersLeadership Without Management: Scaling Organizations by Scaling Engineers
Leadership Without Management: Scaling Organizations by Scaling Engineersbcantrill
 
Did Toyota fool the lean community for decades?
Did Toyota fool the lean community for decades?Did Toyota fool the lean community for decades?
Did Toyota fool the lean community for decades?EmielVanEst
 
How to make people love your game in 90 seconds or less
How to make people love your game in 90 seconds or lessHow to make people love your game in 90 seconds or less
How to make people love your game in 90 seconds or lessDori Adar
 
Keeping The Auditor Away: DevOps Audit Compliance Case Studies
Keeping The Auditor Away: DevOps Audit Compliance Case StudiesKeeping The Auditor Away: DevOps Audit Compliance Case Studies
Keeping The Auditor Away: DevOps Audit Compliance Case StudiesGene Kim
 
Colin Powell leadership principles
Colin Powell   leadership principlesColin Powell   leadership principles
Colin Powell leadership principlesEric Tachibana
 
Startup Metrics, a love story. All slides of an 6h Lean Analytics workshop.
Startup Metrics, a love story. All slides of an 6h Lean Analytics workshop.Startup Metrics, a love story. All slides of an 6h Lean Analytics workshop.
Startup Metrics, a love story. All slides of an 6h Lean Analytics workshop.Andreas Klinger
 
Presentation Preparation: How To Be Above Average
Presentation Preparation: How To Be Above AveragePresentation Preparation: How To Be Above Average
Presentation Preparation: How To Be Above AverageAlex Rister
 
How NOT To Introduce Yourself
How NOT To Introduce YourselfHow NOT To Introduce Yourself
How NOT To Introduce YourselfBernard Marr
 
The Presenter Manifesto : 8 Distinctions of a World Class Presenter by @eric_...
The Presenter Manifesto : 8 Distinctions of a World Class Presenter by @eric_...The Presenter Manifesto : 8 Distinctions of a World Class Presenter by @eric_...
The Presenter Manifesto : 8 Distinctions of a World Class Presenter by @eric_...HighSpark | Visual Storytelling Agency
 
Achieving Apatheia — 7 Steps To Controlling Your Perceptions Like A Stoic
Achieving Apatheia — 7 Steps To Controlling Your Perceptions Like A StoicAchieving Apatheia — 7 Steps To Controlling Your Perceptions Like A Stoic
Achieving Apatheia — 7 Steps To Controlling Your Perceptions Like A StoicRyan Holiday
 
10 Leadership Lessons I Wish I Learned In My 20's
10 Leadership Lessons I Wish I Learned In My 20's10 Leadership Lessons I Wish I Learned In My 20's
10 Leadership Lessons I Wish I Learned In My 20'sTodd Wilms
 

En vedette (20)

Access by Default
Access by DefaultAccess by Default
Access by Default
 
Leadership Styles Your Team Needs
Leadership Styles Your Team NeedsLeadership Styles Your Team Needs
Leadership Styles Your Team Needs
 
Agile Experience Design Framework
Agile Experience Design FrameworkAgile Experience Design Framework
Agile Experience Design Framework
 
Startup Metrics for Pirates (KAUST, Nov 2013)
Startup Metrics for Pirates (KAUST, Nov 2013)Startup Metrics for Pirates (KAUST, Nov 2013)
Startup Metrics for Pirates (KAUST, Nov 2013)
 
Doors, Walls and Old Trees: Prioritizing to Get Simple
Doors, Walls and Old Trees: Prioritizing to Get SimpleDoors, Walls and Old Trees: Prioritizing to Get Simple
Doors, Walls and Old Trees: Prioritizing to Get Simple
 
A Brief Talk On High-Performing Organisations
A Brief Talk On High-Performing OrganisationsA Brief Talk On High-Performing Organisations
A Brief Talk On High-Performing Organisations
 
How to stop sucking and be awesome instead
How to stop sucking and be awesome insteadHow to stop sucking and be awesome instead
How to stop sucking and be awesome instead
 
#NoEstimates Thinking
#NoEstimates Thinking#NoEstimates Thinking
#NoEstimates Thinking
 
Leadership Without Management: Scaling Organizations by Scaling Engineers
Leadership Without Management: Scaling Organizations by Scaling EngineersLeadership Without Management: Scaling Organizations by Scaling Engineers
Leadership Without Management: Scaling Organizations by Scaling Engineers
 
Did Toyota fool the lean community for decades?
Did Toyota fool the lean community for decades?Did Toyota fool the lean community for decades?
Did Toyota fool the lean community for decades?
 
How to make people love your game in 90 seconds or less
How to make people love your game in 90 seconds or lessHow to make people love your game in 90 seconds or less
How to make people love your game in 90 seconds or less
 
Keeping The Auditor Away: DevOps Audit Compliance Case Studies
Keeping The Auditor Away: DevOps Audit Compliance Case StudiesKeeping The Auditor Away: DevOps Audit Compliance Case Studies
Keeping The Auditor Away: DevOps Audit Compliance Case Studies
 
Colin Powell leadership principles
Colin Powell   leadership principlesColin Powell   leadership principles
Colin Powell leadership principles
 
MCJ Edward Tufte Notes
MCJ Edward Tufte NotesMCJ Edward Tufte Notes
MCJ Edward Tufte Notes
 
Startup Metrics, a love story. All slides of an 6h Lean Analytics workshop.
Startup Metrics, a love story. All slides of an 6h Lean Analytics workshop.Startup Metrics, a love story. All slides of an 6h Lean Analytics workshop.
Startup Metrics, a love story. All slides of an 6h Lean Analytics workshop.
 
Presentation Preparation: How To Be Above Average
Presentation Preparation: How To Be Above AveragePresentation Preparation: How To Be Above Average
Presentation Preparation: How To Be Above Average
 
How NOT To Introduce Yourself
How NOT To Introduce YourselfHow NOT To Introduce Yourself
How NOT To Introduce Yourself
 
The Presenter Manifesto : 8 Distinctions of a World Class Presenter by @eric_...
The Presenter Manifesto : 8 Distinctions of a World Class Presenter by @eric_...The Presenter Manifesto : 8 Distinctions of a World Class Presenter by @eric_...
The Presenter Manifesto : 8 Distinctions of a World Class Presenter by @eric_...
 
Achieving Apatheia — 7 Steps To Controlling Your Perceptions Like A Stoic
Achieving Apatheia — 7 Steps To Controlling Your Perceptions Like A StoicAchieving Apatheia — 7 Steps To Controlling Your Perceptions Like A Stoic
Achieving Apatheia — 7 Steps To Controlling Your Perceptions Like A Stoic
 
10 Leadership Lessons I Wish I Learned In My 20's
10 Leadership Lessons I Wish I Learned In My 20's10 Leadership Lessons I Wish I Learned In My 20's
10 Leadership Lessons I Wish I Learned In My 20's
 

Similaire à Business Models

How to Build and Finance Very Successful Start Ups the coming 10 years
How to Build and Finance Very  Successful  Start Ups the coming 10 yearsHow to Build and Finance Very  Successful  Start Ups the coming 10 years
How to Build and Finance Very Successful Start Ups the coming 10 yearsMike Mastroyiannis
 
New age business model.pptx
New age business model.pptxNew age business model.pptx
New age business model.pptxAnkur Kukreti
 
Updated: Crafting your Business Model
Updated:  Crafting your Business ModelUpdated:  Crafting your Business Model
Updated: Crafting your Business ModelMarty Kaszubowski
 
Difference Between Business Model And Strategy
Difference Between Business Model And StrategyDifference Between Business Model And Strategy
Difference Between Business Model And StrategyHolly Hernandez
 
HatchConf Business Model Workshop
HatchConf Business Model WorkshopHatchConf Business Model Workshop
HatchConf Business Model WorkshopSilicon Anchor
 
Business Models in Strategic Management.PPTX
Business Models in Strategic Management.PPTXBusiness Models in Strategic Management.PPTX
Business Models in Strategic Management.PPTXAhmad Thanin
 
Business Models And How They Manage Business Strategy,...
Business Models And How They Manage Business Strategy,...Business Models And How They Manage Business Strategy,...
Business Models And How They Manage Business Strategy,...Cynthia Harder
 
MBA_Master_Thesis_-_The_future_of_e-business
MBA_Master_Thesis_-_The_future_of_e-businessMBA_Master_Thesis_-_The_future_of_e-business
MBA_Master_Thesis_-_The_future_of_e-business👔Thomas Willner, MBA
 
E business 3
E business 3E business 3
E business 3Ian Miles
 
Emodel
EmodelEmodel
Emodeljim
 
Cherono Achieng - eCommerce Day Africa Blended [Professional] Experience 2023
Cherono Achieng - eCommerce Day Africa Blended [Professional] Experience 2023Cherono Achieng - eCommerce Day Africa Blended [Professional] Experience 2023
Cherono Achieng - eCommerce Day Africa Blended [Professional] Experience 2023eCommerce Institute
 
Chapter 10, relationship marketing, it and forecasting
Chapter 10, relationship marketing, it and forecastingChapter 10, relationship marketing, it and forecasting
Chapter 10, relationship marketing, it and forecastingvarsha nihanth lade
 
Business model canvas notes
Business model canvas notesBusiness model canvas notes
Business model canvas notesTucker Shouse
 

Similaire à Business Models (20)

How to Build and Finance Very Successful Start Ups the coming 10 years
How to Build and Finance Very  Successful  Start Ups the coming 10 yearsHow to Build and Finance Very  Successful  Start Ups the coming 10 years
How to Build and Finance Very Successful Start Ups the coming 10 years
 
New age business model.pptx
New age business model.pptxNew age business model.pptx
New age business model.pptx
 
Updated: Crafting your Business Model
Updated:  Crafting your Business ModelUpdated:  Crafting your Business Model
Updated: Crafting your Business Model
 
Difference Between Business Model And Strategy
Difference Between Business Model And StrategyDifference Between Business Model And Strategy
Difference Between Business Model And Strategy
 
HatchConf Business Model Workshop
HatchConf Business Model WorkshopHatchConf Business Model Workshop
HatchConf Business Model Workshop
 
Business Models in Strategic Management.PPTX
Business Models in Strategic Management.PPTXBusiness Models in Strategic Management.PPTX
Business Models in Strategic Management.PPTX
 
Business Models And How They Manage Business Strategy,...
Business Models And How They Manage Business Strategy,...Business Models And How They Manage Business Strategy,...
Business Models And How They Manage Business Strategy,...
 
MBA_Master_Thesis_-_The_future_of_e-business
MBA_Master_Thesis_-_The_future_of_e-businessMBA_Master_Thesis_-_The_future_of_e-business
MBA_Master_Thesis_-_The_future_of_e-business
 
Business Models.pptx
Business Models.pptxBusiness Models.pptx
Business Models.pptx
 
E business 3
E business 3E business 3
E business 3
 
4 business planning
4   business planning4   business planning
4 business planning
 
Emodel
EmodelEmodel
Emodel
 
Cherono Achieng - eCommerce Day Africa Blended [Professional] Experience 2023
Cherono Achieng - eCommerce Day Africa Blended [Professional] Experience 2023Cherono Achieng - eCommerce Day Africa Blended [Professional] Experience 2023
Cherono Achieng - eCommerce Day Africa Blended [Professional] Experience 2023
 
Business model-canvas
Business model-canvasBusiness model-canvas
Business model-canvas
 
Bmc
BmcBmc
Bmc
 
Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model Canvas
 
Chapter 10, relationship marketing, it and forecasting
Chapter 10, relationship marketing, it and forecastingChapter 10, relationship marketing, it and forecasting
Chapter 10, relationship marketing, it and forecasting
 
lecture-1.pptx
lecture-1.pptxlecture-1.pptx
lecture-1.pptx
 
Business model-canvas
Business model-canvasBusiness model-canvas
Business model-canvas
 
Business model canvas notes
Business model canvas notesBusiness model canvas notes
Business model canvas notes
 

Plus de Morten Gade

Digitale forretningsmodeller
Digitale forretningsmodellerDigitale forretningsmodeller
Digitale forretningsmodellerMorten Gade
 
Everyone's a Winner
Everyone's a WinnerEveryone's a Winner
Everyone's a WinnerMorten Gade
 
Digital strategi - DKF kursus - marts 2016
Digital strategi - DKF kursus - marts 2016Digital strategi - DKF kursus - marts 2016
Digital strategi - DKF kursus - marts 2016Morten Gade
 
Nytænk din digitale strategi
Nytænk din digitale strategi Nytænk din digitale strategi
Nytænk din digitale strategi Morten Gade
 
Medlemsorganisationens muligheder ved digitalt servicedesign
Medlemsorganisationens muligheder ved digitalt servicedesignMedlemsorganisationens muligheder ved digitalt servicedesign
Medlemsorganisationens muligheder ved digitalt servicedesignMorten Gade
 
Lav en digital strategi, der giver resultater
Lav en digital strategi, der giver resultaterLav en digital strategi, der giver resultater
Lav en digital strategi, der giver resultaterMorten Gade
 
Sådan arbejder du med digital strategi
Sådan arbejder du med digital strategiSådan arbejder du med digital strategi
Sådan arbejder du med digital strategiMorten Gade
 
We need a content facilitation system
We need a content facilitation systemWe need a content facilitation system
We need a content facilitation systemMorten Gade
 
Fremtiden for CMS
Fremtiden for CMSFremtiden for CMS
Fremtiden for CMSMorten Gade
 
Trends og forandringer - Dansk Kommunikationsforening - Maj 2014
Trends og forandringer - Dansk Kommunikationsforening - Maj 2014Trends og forandringer - Dansk Kommunikationsforening - Maj 2014
Trends og forandringer - Dansk Kommunikationsforening - Maj 2014Morten Gade
 
DONA virksomhedsbesøg hos FDB november 2011
DONA virksomhedsbesøg hos FDB november 2011DONA virksomhedsbesøg hos FDB november 2011
DONA virksomhedsbesøg hos FDB november 2011Morten Gade
 
40 succesful online business models
40 succesful online business models40 succesful online business models
40 succesful online business modelsMorten Gade
 
Præsentation til Videoday
Præsentation til VideodayPræsentation til Videoday
Præsentation til VideodayMorten Gade
 
Kampagner: Vælg de rette kanaler
Kampagner: Vælg de rette kanalerKampagner: Vælg de rette kanaler
Kampagner: Vælg de rette kanalerMorten Gade
 
Syv historier om politik og internettet
Syv historier om politik og internettetSyv historier om politik og internettet
Syv historier om politik og internettetMorten Gade
 
Sociale medier i organisationen - Morten Gade
Sociale medier i organisationen - Morten GadeSociale medier i organisationen - Morten Gade
Sociale medier i organisationen - Morten GadeMorten Gade
 
Fremtiden, internettet og alt det der
Fremtiden, internettet og alt det derFremtiden, internettet og alt det der
Fremtiden, internettet og alt det derMorten Gade
 
ITU - Social software: 22 Inviteret
ITU - Social software: 22 InviteretITU - Social software: 22 Inviteret
ITU - Social software: 22 InviteretMorten Gade
 
ITU - Social software: 20 Demokratisering
ITU - Social software: 20 DemokratiseringITU - Social software: 20 Demokratisering
ITU - Social software: 20 DemokratiseringMorten Gade
 

Plus de Morten Gade (20)

Digitale forretningsmodeller
Digitale forretningsmodellerDigitale forretningsmodeller
Digitale forretningsmodeller
 
Everyone's a Winner
Everyone's a WinnerEveryone's a Winner
Everyone's a Winner
 
Digital strategi - DKF kursus - marts 2016
Digital strategi - DKF kursus - marts 2016Digital strategi - DKF kursus - marts 2016
Digital strategi - DKF kursus - marts 2016
 
Nytænk din digitale strategi
Nytænk din digitale strategi Nytænk din digitale strategi
Nytænk din digitale strategi
 
Medlemsorganisationens muligheder ved digitalt servicedesign
Medlemsorganisationens muligheder ved digitalt servicedesignMedlemsorganisationens muligheder ved digitalt servicedesign
Medlemsorganisationens muligheder ved digitalt servicedesign
 
Lav en digital strategi, der giver resultater
Lav en digital strategi, der giver resultaterLav en digital strategi, der giver resultater
Lav en digital strategi, der giver resultater
 
Sådan arbejder du med digital strategi
Sådan arbejder du med digital strategiSådan arbejder du med digital strategi
Sådan arbejder du med digital strategi
 
We need a content facilitation system
We need a content facilitation systemWe need a content facilitation system
We need a content facilitation system
 
Fremtiden for CMS
Fremtiden for CMSFremtiden for CMS
Fremtiden for CMS
 
Trends og forandringer - Dansk Kommunikationsforening - Maj 2014
Trends og forandringer - Dansk Kommunikationsforening - Maj 2014Trends og forandringer - Dansk Kommunikationsforening - Maj 2014
Trends og forandringer - Dansk Kommunikationsforening - Maj 2014
 
DONA virksomhedsbesøg hos FDB november 2011
DONA virksomhedsbesøg hos FDB november 2011DONA virksomhedsbesøg hos FDB november 2011
DONA virksomhedsbesøg hos FDB november 2011
 
40 succesful online business models
40 succesful online business models40 succesful online business models
40 succesful online business models
 
Præsentation til Videoday
Præsentation til VideodayPræsentation til Videoday
Præsentation til Videoday
 
Sociale medier
Sociale medierSociale medier
Sociale medier
 
Kampagner: Vælg de rette kanaler
Kampagner: Vælg de rette kanalerKampagner: Vælg de rette kanaler
Kampagner: Vælg de rette kanaler
 
Syv historier om politik og internettet
Syv historier om politik og internettetSyv historier om politik og internettet
Syv historier om politik og internettet
 
Sociale medier i organisationen - Morten Gade
Sociale medier i organisationen - Morten GadeSociale medier i organisationen - Morten Gade
Sociale medier i organisationen - Morten Gade
 
Fremtiden, internettet og alt det der
Fremtiden, internettet og alt det derFremtiden, internettet og alt det der
Fremtiden, internettet og alt det der
 
ITU - Social software: 22 Inviteret
ITU - Social software: 22 InviteretITU - Social software: 22 Inviteret
ITU - Social software: 22 Inviteret
 
ITU - Social software: 20 Demokratisering
ITU - Social software: 20 DemokratiseringITU - Social software: 20 Demokratisering
ITU - Social software: 20 Demokratisering
 

Dernier

To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 

Dernier (20)

To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 

Business Models

  • 1. Morten Gade ITU Concept Development with Industry, Feb 15 Business Models
  • 3. Agenda Before the break >  The framework >  Based on Osterwalder & Pigneur + Zott, Amitt & Massa >  A small exercise After the break >  The examples and the inspiration – a quick run through of approx. 30 different online business models We end at 9.45.
  • 5. So, first… What do we mean by “business model”
  • 6. Zott, Amitt & Massa (2010*) >  Literature review of 103 articles, books etc. >  Fairly new concept (1990’s) >  No common definition >  Highly recommendable article, also for inspiration on different business models *) The Business Model: Theoretical Roots, Recent Developments and Future Research http://www.iese.edu/research/pdfs/DI-0862-E.pdf
  • 7. Magretta “stories that explain how enterprises work. A good business model answers Peter Drucker’s age old questions: Who is the customer? And what does the customer value? It also answers the fundamental questions every manager must ask: How do we make money in this business? What is the underlying economic logic that explains how we can deliver value to customers at an appropriate cost?”
  • 8. Timmers “an architecture of the product, service and information flows, including a description of the various business actors and their roles; a description of the potential benefits for the various business actors; a description of the sources of revenues”
  • 9. Osterwalder & Pigneur “The rationale of how an organization creates, delivers and captures value.”
  • 11. 1. Customer Segments >  What customer group is the business trying to reach >  Many customers aren’t necessarily better than few: There are businesses thriving with 1, 2 or 3 customers >  However, businesses with few customers have a different risk profile than those with many customers >  Niche markets have become easier because of the internet, however still customs etc. >  For a well functioning business model, it can be a good idea to…. >  Develop segments where entry is easy, or… >  Develop segments where retention is easy
  • 12. 2. Value Propositions >  Why should the customers use your product instead of the competition? >  You want to understand and address the customer’s need better than the competition >  Price (e.g. MetroXpress) >  Perceived quality/features (e.g. Apple) >  Ease of use (e.g. Telmore) >  Accessibility/Just in time/right place (e.g. mobile (or the ITU canteen)) >  Price sensitivity is very different in different markets >  You need a very strong value proposition, even if your product is free (still competing for attention, time etc.)
  • 14. 3. Channels >  You need to have a channel strategy, that reaches your customer with the right value proposition at the right time >  E.g. Heineken (indirect, direct), Dell (direct) >  Also goes for media, e.g. direct models such as Politiken, indirect such as Ritzau, combined models such as Avisen.dk (if we see the end user as the customer) >  There is less risk in scaling a model with indirect partner sales fast >  Most organizations have a business model with a mix of different channels
  • 15. 4. Customer relationships >  The relationship with the customer can be very personal (e.g. an attorney) or the opposite (e.g. Google) >  Personal service can be seen as a luxury – but so can online interaction for some: Who is your customer segment? >  Many companies only have relationships with resellers and never meet the end users >  In the last couple of years, we have seen a development towards a new kind of customer relationship online, e.g. Quirky.com, where you cocreate products or Threadless.com, where you codesign t- shirts >  If you try working with communities and co design, you need to address the incentive for the user, as well as for business
  • 16. 5. Revenue streams >  The relationship with the customer can be very automated (e.g. newspaper subscription) or one off interactions (e.g. a coffee table book) >  There is a major difference in a business model, whether you’re working on one off interactions or many interactions. >  One off interactions need to have a substantially larger profit margin (pricing) >  Long relationships need to continue adding value for customer >  One is not “better” than the other >  razor blades: Long interaction, not automated, low entry barriers, habitual >  Lock in (hard to change supplier, e.g. high entry barriers) >  Risk >  Depends on value proposition and customer segment
  • 17. 6. Key Ressources >  What do you need to deliver value to the customer? >  Virtual goods scale extremely well (1 copy and 1.000.000 copies cost virtually the same) >  Physical goods may require mass production to scale – but can still be hard – logistics, distribution, storage etc., etc. >  Intellectual ressources can be hard to protect >  Many of your concepts will probably require a lot of human capital (the right people –those are often hard to get, and may be expensive, esp. if you lose them) >  Financial capital – “Why didn’t anyone invent a decent digital bank?”
  • 18. 7. Key Activities >  What is it actually, that the people employed in your business do? >  They might produce something (goods, information, knowledge…), facilitate something (processes) or keep something afloat (a platform) >  E.g.: Key activities at Facebook is to keep servers buzzing, develop new functionality, sell ads >  At a supermarket: Define goods and market, run logistics, keep store open and filled with goods, marketing >  At a consultancy: Help customers define what they need, deliver processes or products by specification, keep knowledge up to date
  • 19. 8. Key Partnerships >  No business is an island. >  Many of your activities can be performed cheaper by other organizations or in cooperation with other organizations >  E.g.: >  Organizations with shared activities (e.g. competition) >  Organizations with complimentary activities (e.g. joint ventures) >  Organizations in other customer segments >  Organizations with different pricing >  Organizations willing to partner to reduce risk for all involved
  • 20. 9. Cost Structure (or economic theory 101) >  You can define your pricing based on your costs >  Or you can define your costs based on your pricing >  In all business models, you will have fixed costs and variable costs >  Fixed costs: Costs that you will have with 1 or 1000 customers >  Variable costs: Costs that you have “per customer” >  Economies of scale = Low variable costs, or variable costs deteriorating with more customers à reductions in average cost (Lars Larsen: Making 1 kr on 1.000 customers or 1.000 kr on 1 customer) >  Economies of scope = If your organization produces more than one good, you might share activities, e.g. marketing, sales - product diversification is efficient if it is based on the common and recurrent use of knowhow or on an indivisible physical asset
  • 21. A small exercise >  Use the time until the break to talk to the person next to you about a case >  Try to apply the 9 factors of the business model canvas to the case >  (Beware, they have many business models in one business)
  • 22. Try to apply the 9 factors of the business model canvas to Amazon Key Activities Key Resources Partner Network Value Proposition Customer Segments Channels Customer Relationship Cost Structure Revenue Streams
  • 23. Time for a break! 10 minutes.
  • 25. Try to apply the 9 factors of the business model canvas to Amazon Key Activities Key Resources Partner Network Value Proposition Customer Segments Channels Customer Relationship Cost Structure Revenue Streams
  • 26. OK, In the first part, we (mostly) talked business models in general. Now, we will focus exclusively on online business models. In the remainder of the class, I will give you a number of examples on different online business models.
  • 27. Sales Finding new customer segments or value propositions online.
  • 28. Direct sale A clear value proposition is needed.
  • 30. Combined Model Both online sale and marketing of traditional stores.
  • 32. Re-selling Being the middle man for other agents, who handle logistics.
  • 34. Sales of services Selling memberships, subscriptions and other services online.
  • 36. Broker Where the platform is the key activity of the business.
  • 37. Auction One of the most common examples.
  • 39. Used goods As old as time itself, but now with larger customer segments.
  • 41. Virtual marketplaces Niche oriented platforms with both buyer and seller as customer
  • 43. Price comparison Both buyer and seller as customer, price is value proposition.
  • 45. Contact broker/mass market Connecting the world and taking your share of the profit.
  • 47. Contact broker/specialists Connecting specialist users and acting as platform.
  • 49. Groups buying/brokerage Clear value proposition to both end user and business.
  • 51. App Store Reducing transaction costs for the developer and the end user.
  • 54. Content rich, heavy traffic Low pricing, huge supply.
  • 58. Heavy on page views Focused purely on display advertising.
  • 60. Online tools Software as a service – fulfilling a need with huge economies of scale.
  • 61. Subscription based Subscriptions make for a long term revenue stream.
  • 63. Freemium Letting the user become the marketer – to themselves and others.
  • 65. Adbased Product as medium for advertising.
  • 67. Consumption based Pay as you go , usage fee revenue stream.
  • 69. Reselling data Servicing one group in order to generate a product to another.
  • 71. Subscription Subscriptions for information, services or entertainment.
  • 76. Niche-oriented specialist knowledge Subscribing for low transaction costs, making your job easier
  • 78. Affiliate Yet another way making money making people meet.
  • 79. Revenue sharing Tight economical connection to the producer of content.
  • 81. Pay per click Great economies of scale, where business is platform.
  • 84. E.g. employer branding Attracting key resources online
  • 86. Or investor relations Attracting key resources online
  • 88. Knowledge sharing Making internal and external processes easier.
  • 89. E.g. intranet, wiki, e-learning, EDRMS… Supporting key processes in the organization
  • 91. Digital processes Optimizing processes with customers, partners and other stakeholders.
  • 92. Upselling Making lifetime value of customer higher.
  • 94. Better service Making customer acquisition and retention easier
  • 96. Reduced cost Making key processes easier, creating economies of scale
  • 98. Co-creation Development of ideas, products or businesses
  • 99. Of ideas Creating new value propositions, strengthening relationship to customers and partners.
  • 101. Of products Creating new value propositions, strengthening relationship to customers and partners.
  • 103. Of relationships Creating new value propositions, as well as creating a new kind of open partner strategy enabling easier handling of many partners.
  • 105. Or even businesses Being the platform for key processes of other businesses.
  • 107. mortengade.dk twitter.com/mortengade delicious.com/morten MORTEN GADE flickr.com/photos/mortengade www.mortengade.dk linkedin.com/in/mortengade m@mortengade.dk kommunikationsforum.dk/morten-gade tlf. 30 91 92 18 mitkbh.dk/profile.php?user=2 Fotos: flickr.com mm. Credits på den enkelte slide. Udgivet under Creative Commons-licens: http://creativecommons.org/licenses/by-sa/3.0/deed.da