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BUSINESS MODEL PROTOTYPING Disrupting established business models by making little leaps May 2009
[object Object],[object Object],[object Object],[object Object]
BUSINESS MODEL BASICS
*1. You make your friends laugh 2. You make your family laugh 3. You make strangers laugh 4. You make money THERE ARE  4 LEVELS  OF COMEDY *  … …  AND INNOVATION.
WHAT IS A  BUSINESS MODEL?  (PART 1) A system that enables a business to grow and make profits on a sustainable basis. BUSINESS  MODEL
8 WHAT IS A  BUSINESS MODEL?  (PART 2) Source: Peer Insight (2006) Customer Needs Control Points Customer Experience Customer Offering Value Capture Who is our customer and what are their unmet needs? What experience are we trying to create? What offering  will deliver that experience? What control points will we use to drive loyalty? How will we get  paid for participating in the experience? CREATING VALUE (EXTERNAL) GETTING PAID (INTERNAL)
9 WHY BUSINESS MODELS ARE CRITICAL RIGHT NOW.
CASE STUDY: GLAUCOMA
12 CASE STUDY: MEET ERIC G. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Has glaucoma
13 WHAT GLAUCOMA PATIENTS SAY “ I’ll bet my eye pressure is  fine (I wish I knew for sure).” “ My eyes    feel fine.” “ Those drops  are hard to get in my eyes.” “ It’s hard to remember  to put the drops in.” “ These meds cost about $70 a month!” “ Doctors …  they’re paid to  be conservative.”
14 WHAT  OPTOMETRISTS SAY “ Maybe it would be better if they could measure the pressure at home …  maybe it wouldn’t change anything.” “ They just need to put one drop in each eye at night, and it’s 89% effective.” “ Some patients have eye surgery, to drain the fluid causing pressure. It’s riskier than drops, but not if they won’t use them.” “ It’s not like we’re talking about getting  blurry vision – with Glaucoma, it goes DARK.”
15 HOW CAN WE DEVELOP A BUSINESS MODEL TO SUPPORT ERIC?
17 THE iMIST DEVICE *  MEASURES OPTHALMIC PRESSURE AND APPLIES THE TOPICAL SOLUTION. *Note: Not a real product.
18 OFFERING: “SEE FOREVER”  VIRTUAL COMMUNITY BASED ON iMIST DEVICE AND XALATAN DROPS.
19 THE BUSINESS MODEL DESIGNER’S VIEW OF iMIST FOCUSES ON SEVERAL KEY  CONTROL POINTS . To create a defensible strategy, iMist needs to limit competitive access to some of its architecture elements. These represent control points.
20 MULTIPLE  FINANCIAL FLOWS   ARE POSSIBLE, AND THE KEY ALTERNATIVES NEED TO BE TESTED. Provide optometrists with universal access to iMist? OR Charge optometrist  $2,000 license fee for geographic exclusivity? Optometrist paid  for a consultation  when reviewing data OR Optometrist only saves money from eliminating unnecessary office visits Bundle coaching fees  with Xalatan cost? OR Patient subscribes to coaching by Pavlovia separate from Xalatan (ex: subscribes for  100 days for $4/day, total of $400)
21 WHERE ARE WE? ALMOST COMPLETE, READY TO PROTOTYPE. Provide Eric a simple daily  way to affirm his connection  to people he cares about Eric, glaucoma patient, needs to develop a new habit of using a topical solution to control his opthalmic pressure “ See forever” virtual community (using iMist device and Pfizer Xalatan cartridges);  100-day “power-up” phase followed by 100-day maintenance phase ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
BUSINESS MODEL PROTOTYPING
23 THE PRINCIPLES  FOR PROTOTYPING  A BUSINESS MODEL. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
24 HOW DO YOU EXPLORE GROWTH OPPORTUNITIES? YOU THINK LIKE A VC. “ Learn through action, not analysis; affordable loss / return on learning.” What are the critical few  STRATEGIC QUESTIONS that are crucial to the  FUTURE  of the business? What is an  AFFORDABLE  minimum level of resources we can invest to  EXPLORE  those questions? Will that amount get us to a  MILESTONE?
25 DON’T TELL, SHOW. ILLUSTRATE THE CONCEPT IN ACTIVITY FLOWS AND SCENARIOS. Affordable Loss  Visualize Options  Let others Validate   Ripples   Speed
26 MAKE IT REAL FOR TEST CUSTOMERS THROUGH MOCK IMAGERY AND ARTIFACTS. Affordable Loss  Visualize Options  Let others Validate  Ripples  Speed *Note: This is a fictitious case.
27 USE PICK AND PLACE  EXERCISE TO  LET OTHERS VALIDATE . Affordable Loss  Visualize Options  Let others Validate  Ripples  Speed Hmm, what’s fair to pay  for Glaucoma coaching?
28 LET OTHERS VALIDATE  THROUGH A  PREDICTION MARKET. Affordable Loss  Visualize Options  Let others Validate  Ripples  Speed OPTION 1 OPTION 2 Concept 1: Personal Plus Online account to determine your best fit for project sizing, budget, etc. Personalized card to accumulate your transactions and beam your points to the cash converter. Sensor embedded in the Magic Wand to observe eye movements and transmit them to the data center. Algorithm learns your preferences within 90 days. Concept 2: Plug-and-Play Modules Hosted application lets you try out any module for 7 days. Social network permits you to see who else is using a module, forge a trial link based on shared interests. PREDICTION MARKET
29 NEW iMIST CONCEPT IS EXPOSED IN  RIPPLES , WITH PROTECTION AT EACH STEP. Affordable Loss  Visualize Options  Let others Validate  Ripples   Speed *Note: This is a fictitious case.
30 SPEED  IS CRITICAL; iMIST PLATFORM IS READY FOR LEARNING LAUNCH IN 160 DAYS. Affordable Loss  Visualize Options  Let others Validate  Ripples  Speed *Note: This is a fictitious case.
31 AFFORDABLE LOSS LEARNING TEMPLATE financial capital knowledge capital Affordable Loss Structure for iMist ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Would home-feedback device and behavior modification support drive preference for optometrists and glaucoma patients? 1 designer, 1 marketing lead Half-time for 60 calendar days; not to exceed 300 hours $20,000 expense budget 60 days Proven methods the team has experience with Half-day per week from Director of Innovation Will optometrists actively promote the service? Will glaucoma patients give it a try for at least 30 days? Does iMist potentially influence how patients behave at home? Is the patient enthusiastic? The optometrist? Our team? [answer the above questions using visual prototypes] Determine supply chain feasibility for iMist device and the behavior modification service Target budget of100 days, 3 FTEs and $50k-$75k expenses
32 SUMMARY: PATH TO DEVELOPING A BUSINESS MODEL FOR iMIST.
33 ERIC HAS A NEW PERSPECTIVE “ I am committed to see forever.” “ How can I forget now? My wife signed me up for text reminders.” “ One of my cohort friends is fighting to regain  his vision. I’m helping him fight.” “ It is so much easier to get the medication in my eyes.”
34 HOW PEER INSIGHT ENGAGES CLIENTS ON BUSINESS MODEL INNOVATION ,[object Object],[object Object],[object Object]
KIMBERLY CAMPBELL [email_address] 703/535-8175 QUESTIONS? TIM OGILVIE [email_address] 703/314-3123

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Business Model Prototyping

  • 1. BUSINESS MODEL PROTOTYPING Disrupting established business models by making little leaps May 2009
  • 2.
  • 4. *1. You make your friends laugh 2. You make your family laugh 3. You make strangers laugh 4. You make money THERE ARE 4 LEVELS OF COMEDY * … … AND INNOVATION.
  • 5. WHAT IS A BUSINESS MODEL? (PART 1) A system that enables a business to grow and make profits on a sustainable basis. BUSINESS MODEL
  • 6. 8 WHAT IS A BUSINESS MODEL? (PART 2) Source: Peer Insight (2006) Customer Needs Control Points Customer Experience Customer Offering Value Capture Who is our customer and what are their unmet needs? What experience are we trying to create? What offering will deliver that experience? What control points will we use to drive loyalty? How will we get paid for participating in the experience? CREATING VALUE (EXTERNAL) GETTING PAID (INTERNAL)
  • 7. 9 WHY BUSINESS MODELS ARE CRITICAL RIGHT NOW.
  • 9.
  • 10. 13 WHAT GLAUCOMA PATIENTS SAY “ I’ll bet my eye pressure is fine (I wish I knew for sure).” “ My eyes feel fine.” “ Those drops are hard to get in my eyes.” “ It’s hard to remember to put the drops in.” “ These meds cost about $70 a month!” “ Doctors … they’re paid to be conservative.”
  • 11. 14 WHAT OPTOMETRISTS SAY “ Maybe it would be better if they could measure the pressure at home … maybe it wouldn’t change anything.” “ They just need to put one drop in each eye at night, and it’s 89% effective.” “ Some patients have eye surgery, to drain the fluid causing pressure. It’s riskier than drops, but not if they won’t use them.” “ It’s not like we’re talking about getting blurry vision – with Glaucoma, it goes DARK.”
  • 12. 15 HOW CAN WE DEVELOP A BUSINESS MODEL TO SUPPORT ERIC?
  • 13. 17 THE iMIST DEVICE * MEASURES OPTHALMIC PRESSURE AND APPLIES THE TOPICAL SOLUTION. *Note: Not a real product.
  • 14. 18 OFFERING: “SEE FOREVER” VIRTUAL COMMUNITY BASED ON iMIST DEVICE AND XALATAN DROPS.
  • 15. 19 THE BUSINESS MODEL DESIGNER’S VIEW OF iMIST FOCUSES ON SEVERAL KEY CONTROL POINTS . To create a defensible strategy, iMist needs to limit competitive access to some of its architecture elements. These represent control points.
  • 16. 20 MULTIPLE FINANCIAL FLOWS ARE POSSIBLE, AND THE KEY ALTERNATIVES NEED TO BE TESTED. Provide optometrists with universal access to iMist? OR Charge optometrist $2,000 license fee for geographic exclusivity? Optometrist paid for a consultation when reviewing data OR Optometrist only saves money from eliminating unnecessary office visits Bundle coaching fees with Xalatan cost? OR Patient subscribes to coaching by Pavlovia separate from Xalatan (ex: subscribes for 100 days for $4/day, total of $400)
  • 17.
  • 19.
  • 20. 24 HOW DO YOU EXPLORE GROWTH OPPORTUNITIES? YOU THINK LIKE A VC. “ Learn through action, not analysis; affordable loss / return on learning.” What are the critical few STRATEGIC QUESTIONS that are crucial to the FUTURE of the business? What is an AFFORDABLE minimum level of resources we can invest to EXPLORE those questions? Will that amount get us to a MILESTONE?
  • 21. 25 DON’T TELL, SHOW. ILLUSTRATE THE CONCEPT IN ACTIVITY FLOWS AND SCENARIOS. Affordable Loss Visualize Options Let others Validate Ripples Speed
  • 22. 26 MAKE IT REAL FOR TEST CUSTOMERS THROUGH MOCK IMAGERY AND ARTIFACTS. Affordable Loss Visualize Options Let others Validate Ripples Speed *Note: This is a fictitious case.
  • 23. 27 USE PICK AND PLACE EXERCISE TO LET OTHERS VALIDATE . Affordable Loss Visualize Options Let others Validate Ripples Speed Hmm, what’s fair to pay for Glaucoma coaching?
  • 24. 28 LET OTHERS VALIDATE THROUGH A PREDICTION MARKET. Affordable Loss Visualize Options Let others Validate Ripples Speed OPTION 1 OPTION 2 Concept 1: Personal Plus Online account to determine your best fit for project sizing, budget, etc. Personalized card to accumulate your transactions and beam your points to the cash converter. Sensor embedded in the Magic Wand to observe eye movements and transmit them to the data center. Algorithm learns your preferences within 90 days. Concept 2: Plug-and-Play Modules Hosted application lets you try out any module for 7 days. Social network permits you to see who else is using a module, forge a trial link based on shared interests. PREDICTION MARKET
  • 25. 29 NEW iMIST CONCEPT IS EXPOSED IN RIPPLES , WITH PROTECTION AT EACH STEP. Affordable Loss Visualize Options Let others Validate Ripples Speed *Note: This is a fictitious case.
  • 26. 30 SPEED IS CRITICAL; iMIST PLATFORM IS READY FOR LEARNING LAUNCH IN 160 DAYS. Affordable Loss Visualize Options Let others Validate Ripples Speed *Note: This is a fictitious case.
  • 27.
  • 28. 32 SUMMARY: PATH TO DEVELOPING A BUSINESS MODEL FOR iMIST.
  • 29. 33 ERIC HAS A NEW PERSPECTIVE “ I am committed to see forever.” “ How can I forget now? My wife signed me up for text reminders.” “ One of my cohort friends is fighting to regain his vision. I’m helping him fight.” “ It is so much easier to get the medication in my eyes.”
  • 30.
  • 31. KIMBERLY CAMPBELL [email_address] 703/535-8175 QUESTIONS? TIM OGILVIE [email_address] 703/314-3123