Why should your business exist? That is the core question to answer for any firm. The presentation shows how you find great answers to this question.
Presentation held at the Startup Camp Switzerland 2012, February 18th, Basel
12. Technology or a new produt does not create value.
It is the business model
product/technology
X
value
creates
enables business model
defines
business strategy
13. !
Beyond product technology innovation
Your business model is
decisive for value creation
not a new technology
14. 4 key questions for a successful business:
What excites How do we How do we Who is on our
our create value earn money? team?
customers for our What values
customers? do we
pursue?
Value Proposition Value Architecture Revenue Model Team Values
The job
of
the entre
pre-
neur
17. „That was the job
the customer
“
wanted to do.
Dr. Patrick Stähler |
18. Value Proposition
Customers
Who are our customers?
What job do we solve for our
customers?
Customer Benefit
What benefit do we create for our
customers?
What benefit do we create for our
partners?
19. Value Architecture
O er Distribution Communication
What is our o er? Channels
How do we reach our customers?
How do we communicate with
our customers?
Value Chain
What are our value creating steps?
What is our value chain?
Core Capabilities Partner
What are the core capabilities Which partners do we need?
we need?
20. Revenue Model
Cost Structure Revenue Sources
Cost structure is defined by the With what do we earn money?
value architecture.
21. Team Values
Team Values
Who is on our team? What values do we pursue?
What competencies do we have How do we interact with each
on the team? other and the customers?
22.
23. Questions for successful Business Model Innovation
Value Architecture Value Proposition
O er Distribution Communication Customers
What is our o er? Channels Who are our customers?
How do we reach our customers? What job do we solve for our
How do we communicate with customers?
our customers?
Value Chain Customer Benefit
What are our value creating steps? What benefit do we create for our
What is our value chain? customers?
What benefit do we create for our
partners?
Core Capabilities Partner
What are the core capabilities Which partners do we need?
we need?
Revenue Model
Cost Structure Revenue Sources
Cost structure is defined by the With what do we earn money?
value architecture.
Team Values
Team Values
Who is on our team? What values do we pursue?
What competencies do we have How do we interact with each other
on the team? and the customers?
24. Questions for successful Business Model Innovation
Value Architecture Value Proposition
O er Distribution Communication Customers
What is our o er? Channels Who are our customers?
How do we reach our customers? What job do we solve for our
How do we communicate with customers?
our customers?
Value Chain Customer Benefit
What are our value creating steps? What benefit do we create for our
What is our value chain? customers?
What benefit do we create for our
partners?
Core Capabilities Partner
What are the core capabilities Which partners do we need?
we need?
Revenue Model
Cost Structure Revenue Sources
Cost structure is defined by the With what do we earn money?
value architecture.
Team Values
Team Values
Who is on our team? What values do we pursue?
What competencies do we have How do we interact with each other
on the team? and the customers?
25. Creating Business model innovations is a creative and
analytical process at the same time. There is a reason
why god gave us two brain hemispheres
26. 1
Customer Insight
Observe your customers
What job is not yet or
badly solved?
How does the Customer
Experience Cycle look
like?
On what customer insights
is your idea based?
validate customer insight
27. 2
Understand
understand the current
solutions and their
strength weakness
understand how the
potential customer thinks
and decides
understand the market
market mechanism
28. 3
Ideate
Develop as many ideas as
possible in the area of
customers/ value
proposition
value architecture
revenue model
29. 4
Design
decide for three or four
options
design the business
models for the options
check the Geschäftsmodell:
Wertschöpfungsarchitektur Value Proposition
interdependencies in the Angebot Vertrieb Kommunikation Kunden
business models Produktion Nutzen
work on the uniqueness Kernfähigkeiten Partner
(positioning)
optimize the building Ertragsmodell
Kostenstruktur Ertragsquellen
blocks Team Werte
Team Werte
Created with the friendly support of Wolfsburg AG | Designed by Gottschalk+Ash Int’l
30. 5
Decide Prototype
decide for the best model
to go for
build prototype
test prototype with
customers
write business case
decide again or work on
different option
31. 6
Build Learn
execute business model
learn continuously from
customer feedback and
control KPIs
adjust and refine
continuously the business
model
32. 1 2 3
Customer Insight Understand Ideate
Observe your customers understand the current Develop as many ideas as
What job is not yet or solutions and their possible in the area of
badly solved? strength weakness customers/ value
How does the Customer understand how the proposition
Experience Cycle look potential customer value architecture
like? thinks and decides revenue model
On what customer insights understand the market
is your idea based? market mechanism
validate customer insight
4 5 6
Design Decide Prototype Build Learn
decide for three or four decide for the best execute business model
options model to go for learn continuously from
design the business build prototype customer feedback and
models for the options test prototype with control KPIs
check the customers adjust and refine
interdependencies in the write business case continuously the
business models decide again or work on business model
work on the uniqueness different option
(positioning)
optimize the building
blocks
33. What is a good business model?
trend
differenti
focus
ation
build on strengths
39. DOING
not learning to do,
is the essence of
entrepreneurship
Guy Kawasaki, The Art of the Start 2004, p. xi
40. „Scary to be this nail. Where
will the hammer hit next
time?“
41.
42. More Information on
http://blog.business-model-innovation.com
Dr. oec. Patrick Stähler
fluidminds GmbH
Seefeldstrasse 5a
CH-8008 Zürich
Patrick.Staehler@fluidminds.ch
www.fluidminds.ch
blog.business-model-innovation.com