1. Creating Robust Business Models:
van schets tot onderbouwde keuze
Timber Haaker (timber.haaker@novay.nl)
Timothy Sealy (timothy.sealy@novay.nl)
Kick off ‘Future Now’, 26 Februari 2013
2. 2 Van schets tot onderbouwde keuze
“If architects built buildings the way we
build businesses I'd sleep outside…”
“…let's use more building tools in
businesses, too”
Alexander Osterwalder on Twitter
(http://tinyurl.com/cpd4o7c)
6. De waarde van business modellen
• Business modellen gaan over de manier waarop je
(nieuwe) waarde wilt creëren bijvoorbeeld met ICT
• Business modellen bieden een raamwerk voor
experimenten in waardecreatie
• Vooraf toetsen van business modellen verhoogt de kans
op succes en voorkomt spijt achteraf
• Business modellen als communicatiemiddel tussen
strategie en implementatie van strategie
10. Business model testen
10
Heat Signature
Low market
capture
High market
capture
Conservative,
inflexible,
discourages
change
Progressive,
flexible,
encourages
change
“Chinese
Walls” for
customerdata,
limited data
availability
Extensive
commercial
use of
customer
records, people
at ease to
release
personal data
Service design : business model variables
Customers and/or end-users
Target group (primary; secondary)
Value proposition
Service offering
Context of use
Effort for the customer
Customer relationships
Technology design : business model variables
Applications
Devices
Service platforms
Channels
Additional functionalities
Organization design : business model variables
Actors
Actors' resources & capabilities
Actors' strategic interests
Organizational Arrangements
Value activities
Financial design : business model variables
Investments
Costs
Revenues
Risks
Financial arrangements
New entrants into FS Regulatory flexibility on new
players and new business
Personal data and privacy issues
11. 11 Van schets tot onderbouwde keuze
BUSINESS MODEL STRESS TEST
12
Create heat signature
Map Business Model to uncertainties
Select uncertainties
Describe Business Model
Creating robust business models
12. 12 Van schets tot onderbouwde keuze
Low market
capture
High market
capture
Conservative,
inflexible,
discourages
change
Progressive,
flexible,
encourages
change
“Chinese
Walls” for
customerdata
, limited data
availability
Extensive
commercial
use of
customer
records,
CANVAS Building Blocks
Customer Segments R O R G O G
Customer Relationships GR GR GR GR GR G
Channels O R GR GR R G
Value Propositions O R G R R G
Key Activities O R GR GR G G
Key Resources O R G R O G
Key Partners O R R R GR GR
Cost Structure G O O O GR GR
Revenu Streams O R R G GR GR
New entrants into FS
Regulatory flexibility on new
players and new business
models
Personal data and privacy
issues
“Favourable
futures”
“Double red
anomaly”
“Double green
dasisy”
13. 13 Van schets tot onderbouwde keuze
Android: tinyurl.com/d4z3tz5
Apple/iOS: tinyurl.com/cea2rdc
16. Transition path (example: smart
living provider)
Exec
utive
16
Business model
change
Service
Technology
Organization
Finance
Smart living platform
Smart living services
Making internal resources
available
Funding
Platform ecosystem
Risk model
Activities
Assessing competition and
demand
Acquire expertise in domain
Teaming up with relevant
partners
Acquiring specific
competences
Acquiring technical know-
how
RfP Technology providers
White paper
Several methods for describing business models – what you choose doe not matter; as long as you choose a systematic apporach.
Dit zijn de high level performance succesfactoren voor
Innovation is a must, but how do you know whether your innovation and business model is still valid tomorrow? How can you test this? What is a good design?Stress-testing identifies the weak and strong parts (by using scenario analysis) and tells where to head.
Business model gebaseerd op ‘film’ bleekniettoekomstbestendig of robuust.Eastman Kodak, once the third largest company in the world, had to fi le for bankruptcy protection in January 2012. Kodak’s business model was not robust due to a lack of alignment with evolving trends. Kodak missed the digital photography market by sticking to the existing business model based on fi lm sales for too long. misalignment between an organization and its environment has been recognized as the number one cause of corporate death.
