This document discusses business model innovation. It begins with a quote about change and the future. The document then provides examples of business model innovations such as NetJets' fractional ownership model and Zopa.com's peer-to-peer lending. Finally, it discusses why talking about business models is important and how a common business model language can help communicate business models.

1. Management2.0:
Competitive Advantage through Business
Model Design & Innovation
Guadalajara, June 2007
Alexander Osterwalder, PhD
alex@arvetica.com

2. change is the process by
which the future invades our
lives
-> Alvin Toffler

3. first of all: what
are YOUR
concerns?
(buzz groups)

4. what are YOUR biggest issues and
fears you face in strategic management
today?

5. where do YOU see the largest
opportunities to improve strategic
management today?

6. your expectations for
today?

7. what is
innovation?

8. tell me about the most
important innovations in your
company

9. types of
innovation?

10. technology
innovation

11. process
innovation

12. product &
service
innovation

13. business model
innovation

14. four rings of innovation
business model innovation
product & service innovation
process innovation
technology innovation

15. which one of your
examples qualify as
business model
innovation?

16. “Business model innovation matters” and it is
a top priority of CEOs

17. Operating Margin Growth in Excess of
Competitive Peers
compound annual growth rate over five years
[Source: IBM, CEOs are expanding the innovation horizon: important implications for CIOs]

18. Benefits Cited by Business Model
Innovators
percent of respondents
[Source: IBM, Global CEO Study 2006]

19. some examples

20. NetJets: Fractional
Ownership

21. Zopa.com: Peer-to-Peer
lending

22. Bellum Concepts

23. why talk about
business models?

24. how do you describe a
business model?

25. without a common language

26. how do you
communicate a
business model?

27. 1% 18%
Strategy
300%
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Development plan
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Words
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means

28. Here Ok
Here
CEOs
10°
Managers
60°
Staff
360°

29. how do you implement a business
model?

30. with outdated methods

31. how do you measure the
success of a business model?

32. we don’t

33. how do you change a
business model and
innovate?

34. we re-invent the
wheel

35. what is a business
model?

36. business model framework
INFRASTRUCTURE OFFER CUSTOMER
PARTNER CUSTOMER
NETWORK RELATIONSHIPS
CORE VALUE CUSTOMER
CAPABILITIES PROPOSITION SEGMENTS
ACTIVITY DISTRIBUTION
CONFIGURATION CHANNELS
COST FINANCE REVENUE
STRUCTURE STREAMS
a business model describes the value an organization offers to
various customers and portrays the capabilities and partners
required for creating, marketing, and delivering this value and
relationship capital with the goal of generating profitable and
sustainable revenue streams
[Osterwalder (2004) The Business Model Ontology]

37. case study

38. you become the new owner of a
soccer club …

39. describe YOUR
club’s business
model

40. what value proposition do you offer,
to which customer segments?
describing how a wealth management bank acquires its clients

41. what value proposition do you offer,
to which customer segments?
(model)
OFFER CUSTOMER
VALUE CUSTOMER
PROPOSITION SEGMENTS
value proposition 1 target customer 1
value proposition 2 target customer 2
… …

42. what value proposition do you offer,
to which customer segments?
(example)
OFFER CUSTOMER
spectacular
fans
offensive football
advertising space &
advertisers
high visibility
… …

44. how do you reach your customers?

45. how do you reach your customers?
(model)
OFFER CUSTOMER
COMMUNICATION
VALUE CUSTOMER
& DISTRIBUTION
PROPOSITION SEGMENTS
CHANNELS
value proposition 1 channel 1 target customer 1
value proposition 2 channel 2 target customer 2
… … …

46. how do you reach your customers?
(example)
OFFER CUSTOMER
stadium & box office
spectacular club owned TV
fans
offensive football channel
mobile phone TV
advertising space &
sales force advertisers
high visibility

47. how do you build relationships?

48. how do you build
relationships with your
customers? (model)
OFFER CUSTOMER
VALUE CUSTOMER CUSTOMER
PROPOSITION RELATIONSHIP SEGMENTS
value proposition 1 mechanism 1 target customer 1
value proposition 2 mechanism 2 target customer 2
… … …

49. how do you build
relationships with your
customers? (example)
OFFER CUSTOMER
personalized website
(ticketing)
spectacular
team blog (RSS) fans
offensive football
…

50. how do you earn your money
with this business model?

51. how do you earn your money
with this business model?
(model)
OFFER FINANCE
VALUE REVENUE CUSTOMER
PROPOSITION STREAMS SEGMENTS
value proposition 1 revenue stream 1 target customer 1
value proposition 2 revenue stream 2 target customer 2
… … …

52. how do you earn your money
with this business model?
(example)
OFFER FINANCE
ticket sales
spectacular TV channel
fans
offensive football subscriber fees
mobile phone TV
subscriber fees
advertising space &
advertising revenues advertisers
high visibility

53. the business
models place in a
company

54. STRATEGY
BUSINES
S MODEL
ORGANIZATION TECHNOLOGY
the business model’s place in the
company

55. external forces

56. 5 forces
customer technological
needs change
BUSINES
S MODEL
legal social
environment environment
competition

57. the big picture (business
model)

58. the big
picture
Partner Network Customer Relationship
• food & beverages • personalized web profile
• ticketing services • newsletter
• promoters • team blog (RSS)
• ad placement • VIP events with team
• telecom operator • …
• TV operator
• …
Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer
• play attractive & win • team management • attractive soccer • stadium • fans (families, etc.)
games • event management • 360º event (match, • POS networks • fan groups
• brand management • venue management dining, shopping) • club website (+online TV) • companies
• video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers
• channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers
management • renting out stadium • … • …
• video crew •…
•…
Cost Structure Revenue Model
• team & maintenance • Ticket fees & season tickets
• infrastructure management • online TV subscription revenues
• marketing • revenue sharing cable & mobile phone TV
• video • renting out stadium for events
• advertising revenues
• merchandising revenues

59. value creates
revenues
Partner Network Customer Relationship
• food & beverages • personalized web profile
• ticketing services • newsletter
• promoters • team blog (RSS)
• ad placement • VIP events with team
• telecom operator • …
• TV operator
• …
Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer
• play attractive & win • team management • attractive soccer • stadium • fans (families, etc.)
games • event management • 360º event (match, • POS networks • fan groups
• brand management • venue management dining, shopping) • club website (+online TV) • companies
• video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers
• channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers
management • renting out stadium • … • …
• video crew •…
•…
Cost Structure Revenue Model
• team & maintenance • Ticket fees & season tickets
• infrastructure management • online TV subscription revenues
• marketing • revenue sharing cable & mobile phone TV
• video • renting out stadium for events
• advertising revenues
• merchandising revenues

60. creating value requires
infrastructure
Partner Network Customer Relationship
• food & beverages • personalized web profile
• ticketing services • newsletter
• promoters • team blog (RSS)
• ad placement • VIP events with team
• telecom operator • …
• TV operator
• …
Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer
• play attractive & win • team management • attractive soccer • stadium • fans (families, etc.)
games • event management • 360º event (match, • POS networks • fan groups
• brand management • venue management dining, shopping) • club website (+online TV) • companies
• video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers
• channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers
management • renting out stadium • … • …
• video crew •…
•…
Cost Structure Revenue Model
• team & maintenance • Ticket fees & season tickets
• infrastructure management • online TV subscription revenues
• marketing • revenue sharing cable & mobile phone TV
• video • renting out stadium for events
• advertising revenues
• merchandising revenues

61. infrastructure generates
costs
Partner Network Customer Relationship
• food & beverages • personalized web profile
• ticketing services • newsletter
• promoters • team blog (RSS)
• ad placement • VIP events with team
• telecom operator • …
• TV operator
• …
Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer
• play attractive & win • team management • attractive soccer • stadium • fans (families, etc.)
games • event management • 360º event (match, • POS networks • fan groups
• brand management • venue management dining, shopping) • club website (+online TV) • companies
• video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers
• channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers
management • renting out stadium • … • …
• video crew •…
•…
Cost Structure Revenue Model
• team & maintenance • Ticket fees & season tickets
• infrastructure management • online TV subscription revenues
• marketing • revenue sharing cable & mobile phone TV
• video • renting out stadium for events
• advertising revenues
• merchandising revenues

62. the profit
zone
Partner Network Customer Relationship
• food & beverages • personalized web profile
• ticketing services • newsletter
• promoters • team blog (RSS)
• ad placement • VIP events with team
• telecom operator • …
• TV operator
• …
Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer
• play attractive & win • team management • attractive soccer • stadium • fans (families, etc.)
games • event management • 360º event (match, • POS networks • fan groups
• brand management • venue management dining, shopping) • club website (+online TV) • companies
• video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers
• channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers
management • renting out stadium • … • …
• video crew •…
•…
Cost Structure Revenue Model
• team & maintenance • Ticket fees & season tickets
• infrastructure management • online TV subscription revenues
• marketing • revenue sharing cable & mobile phone TV
• video < • renting out stadium for events
• advertising revenues
• merchandising revenues

63. the process of
designing innovative
business models

64. the focus of the
business model
innovator &
designer

65. user-
centered

66. PARTNER CUSTOMER
NETWORK RELATIONSHIPS
CORE VALUE CUSTOMER
CAPABILITIES PROPOSITION SEGMENTS
ACTIVITY DISTRIBUTION
CONFIGURATION CHANNELS
COST REVENUE
STRUCTURE STREAMS

67. Nokia: Jan
Chipchase

68. creativity & exploration

69. Googleple
x

70. 70:20:10

71. API

72. PARTNER CUSTOMER
NETWORK RELATIONSHIPS
CORE VALUE CUSTOMER
CAPABILITIES PROPOSITION SEGMENTS
ACTIVITY DISTRIBUTION
CONFIGURATION CHANNELS
COST REVENUE
STRUCTURE STREAMS

73. continuous
innovation

74. interdisciplinary
approach

75. Grameen Phone
Bangladesh

76. Grameen
Bank
customer
relationships
telecom
operators
micro-credit
village
phone ladies villager
telephony
mobile activity
telephony configuration
source of Grameen
phone ladies
revenue Bank (billing)
billing
telecom mobile phone
infrastructure revenues

77. holistic
design

78. Apple iTunes &
iPod

79. content
producers
lifestyle brand
hardware
suppliers
hardware & prod. & softw.
softw. dev. design
iPod Apple stores
e-commerce brand
management dealer “high-end”
iBook
network consumer
multimedia hardware
rights mgmt distribution multimedia
iTunes
downloads
content
content
distribution
hardware
revenues
cost structure
multimedia
revenues

80. strategic fit

81. the Amazon.com you
know

82. Amazon Simple Storage Services
(S3)

83. customer
partners relationships
product
selection
content selling stuff mass
Amazon.com
management on the Web customer
distribution
warehousing Web2.0
Amazon S3 Internet API
& distribution companies
product
search
A9 product e-commerce
data services Internet
search sites
Amazon.com
data grid
selling stuff
IT infra
data storage
fees
marketing
search engine
revenues

84. the business
modeler’s toolbox

85. co-creation

86. ideation

87. visualization

88. prototyping

89. the design
process

90. 1. identify interdisciplinary
stakeholders
-> set-up team

91. do you have to get the IT
team out of their cubicles?

92. 2. understand (business)
environment
–> frame problem

93. various starting points / depending on
context
PARTNER CUSTOMER
NETWORK RELATIONSHIPS
CORE VALUE CUSTOMER
CAPABILITIES PROPOSITION SEGMENTS
ACTIVITY DISTRIBUTION
CONFIGURATION CHANNELS
COST REVENUE
STRUCTURE STREAMS
[Osterwalder (2004) The Business Model Ontology]

94. 3. suspend reality
-> ideate

95. 4. bring back
reality ->
prototype

96. 5. chose suitable
design
-> decide

97. 6. sketch out projects & workload
-> draw implementation plan

98. Project Estimated
Area
name workload
10
Project V1
Value man/days
Proposition 120
Project V2
man/days
Distribution 38
Project C1
Channels man/days
…

99. 7. outline key indicators to
follow
-> choose measures

100. Project Estimated KPI Target
Area
name workload (measure) level
10
Project V1
Value man/days
Proposition 120
Project V2
man/days
Distribution 38
Project C1
Channels man/days
…

101. 8. select the right teams and
people
-> make responsible

102. Project Estimated KPI Target
Area leader
name workload (measure) level
10
Project V1 Mr. Jan
Value man/days
Proposition 120
Project V2 Ms. Tee
man/days
Distribution 38
Project C1
Channels man/days
…

103. 9. execute the plan
-> manage implementation &
change

104. 10. evaluate, learn and
redesign
-> manage improvement

105. designing blue
oceans

106. > market boundaries are
not given
> they are reconstructed
by the actions & beliefs
of industry players

107. RED OCEAN BLUE OCEAN
• compete in existing markets • create uncontested markets
• beat the competition • make competition irrelevant
• explore existing demand • create & capture new demand
• make the value/cost trad-off • break value/cost trad-off
• align with differentiation OR • align with differentiation
low cost AND low cost

108. differentiate your value
proposition

109. working definition value
proposition
• a customer value proposition gives an overall view of a
company's bundle of products, services and client
advice.
• it is the sum of the total benefits a customer is
promised to receive in return for a payment (or other
value transfer)

110. group warm-up
what are the 5 most
important competitive
attributes that
characterize a game
console’s offer?
(e.g. price, performance, design)
attribute 1
attribute 2 e.g. performance
e.g. price

111. 5 attributes
1
2
1. most important attribute
2. second most important
3. …
3 4. …
4 -
-

112. 1. …
2. …
3. …
4. …
5. …

114. draw a value proposition
5 - high
bank’s performance
3 - medium
1 - low
1 2 3 4 5
ut
e te te ut
e
ut
e
ib ibu ibu rib rib
attr attr attr at
t
at
t
[Kim & Mauborgne (2002) Charting Your Company's Future]

115. live
Excel

117. eliminate raise
reduce create

120. strong & valuable approach, but limited
view

121. PARTNER CUSTOMER
NETWORK RELATIONSHIPS
CORE VALUE CUSTOMER
CAPABILITIES PROPOSITION SEGMENTS
ACTIVITY DISTRIBUTION
CONFIGURATION CHANNELS
COST REVENUE
STRUCTURE STREAMS

122. examples

123. Goldcorp
“geology prize” CUSTOMER
500’000 $US RELATIONSHIPS
exploiting CUSTOMER
mining
mines SEGMENTS
DISTRIBUTION
research
CHANNELS
low costs through REVENUE
open exploration STREAMS
Goldcorp publicly shared all of its geological data and
offered US$ 500’000 in prizes for determining where they
might find the next 6 million ounces of gold

125. from copyright to creative
commons

126. Skyp
e
“eBay” website
deliver voice & free VoIP & value global
video quality added services (non segmented)
software
internet
development
software large scale
development low margin
free voice-over-IP VoIP telephony &
value-added services

127. 1291 Cityhomes low-cost hotel/rental in New York City
young
curious
Swiss
CUSTOMER
RELATIONSHIPS
apartment
owners
keep down
low cost
costs renting out DISTRIBUTION the cost
accommodation
rooms CHANNELS sensible
New York
find demand
low cost rents

128. Tecnovate
“import” young
curious CUSTOMER
Europeans to RELATIONSHIPS
India to work
low-cost multi-
keep down ACTIVITY lingual call DISTRIBUTION European
costs CONFIGURATION center CHANNELS corporations
outsourcing
REVENUE
low cost
STREAMS
business process outsourcing “up-side down” in India

129. Netflix
independent
profile
films
large movie (niche) movies specialized
database over the clientele
ACTIVITY Internet
Web
CONFIGURATION
COST REVENUE
STRUCTURE STREAMS
online movie rental (with large niche movie database)

130. from bloated head to the long
tail

133. Alexander Osterwalder, PhD
alex@arvetica.com
www.arvetica.com

134. all photos from Flickr
under a creative commons license
authors indicated in comment page of ppt

135. Nobody knows your business environment better than
yourself. We co-design your strategic vision by building
we co-create
on your knowledge. Through group thinking we find the
right answers to the right questions together
Having a great vision is not sufficient - implementation
counts. We help you reconcile long term views with short
we operationalize
term actions. We make strategy everyone's job by
translating it into pragmatic and prioritized projects.
Change does not happen accidentally it has to be
managed. We help you align strategy, people and
we manage change
processes with respect to your organizational culture and
values.
When you stop learning, you stop competing. We scan the
knowledge universe for you, across disciplines and
we build knowledge
industries. We transfer the best methods, tools and
theory in business to your organization.
Specific problems require specific skills that you do not
necessarily dispose of in-house. Through our
we connect
interdisciplinary network we connect you with leading
domain experts.

136. annexes

137. annex I
business model
template

138. INFRASTRUCTURE OFFER CUSTOMER
PARTNER CUSTOMER
NETWORK RELATIONSHIP
CORE VALUE TARGET
CAPABILITIES PROPOSITION CUSTOMER
VALUE DISTRIBUTION
CONFIGURATION CHANNEL
COST FINANCE REVENUE
STRUCTURE STREAMS
a business model describes the value an organization offers to
various customers and portrays the capabilities and partners
required for creating, marketing, and delivering this value and
relationship capital with the goal of generating profitable and
sustainable revenue streams

139. describing a company’s business model
INFRASTRUCTURE PARTNER CUSTOMER CUSTOMER
NETWORK RELATIONSHIP
OFFER
CORE TARGET
portrays the network of explains the
CAPABILITIES cooperative relationships a
CUSTOMER
agreements with other VALUE company establishes
companies with its customers
outlines the capabilities PROPOSITION
describes the
required to run a
customers a company
company's business
wants to offer value to
model DISTRIBUTION
VALUE gives an overall view of
CONFIGURATION a company's bundle of CHANNEL
products and services
describes the channels
describes the to communicate and
arrangement of get in touch with
activities and resources customers
sums up the monetary describes the revenue
consequences to run a COST FINANCE REVENUE streams through which
business model STRUCTURE STREAMS money is earned

140. describing a company’s offer
OFFER
VALUE
PROPOSITION
value proposition 1
value proposition 2
…

141. describing who a company offers value to
OFFER CUSTOMER
VALUE TARGET
PROPOSITION CUSTOMER
value proposition 1 target customer 1
value proposition 2 target customer 2
… …

142. describing how a company reaches its customers
OFFER CUSTOMER
VALUE DISTRIBUTION TARGET
PROPOSITION CHANNEL CUSTOMER
value proposition 1 distribution channel 1 target customer 1
value proposition 2 distribution channel 2 target customer 2
… … …

143. describing the relationships a company builds
OFFER CUSTOMER
VALUE CUSTOMER TARGET
PROPOSITION RELATIONSHIP CUSTOMER
value proposition 1 relationship type 1 target customer 1
value proposition 2 relationship type 2 target customer 2
… … …

144. describing how a company makes money
OFFER FINANCE CUSTOMER
VALUE REVENUE TARGET
PROPOSITION STREAM CUSTOMER
value proposition 1 revenue stream 1 target customer 1
value proposition 2 revenue stream 2 target customer 2
… … …

145. describing what capabilities are required
INFRASTRUCTURE OFFER
CORE VALUE
CAPABILITIES PROPOSITION
core capability 1 value proposition 1
core capability 2 value proposition 2
… …

146. describing what activities are required
INFRASTRUCTURE OFFER
CORE VALUE VALUE
CAPABILITIES CONFIGURATION PROPOSITION
core capability 1 activity 1 value proposition 1
core capability 2 activity 2 value proposition 2
… … …

147. describing the partners that leverage the business model
INFRASTRUCTURE OFFER
CORE PARTNER VALUE
CAPABILITIES NETWORK PROPOSITION
core capability 1 partner 1 value proposition 1
core capability 2 partner 2 value proposition 2
… … …

148. describing the costs of a business model
INFRASTRUCTURE FINANCE OFFER
CORE COST VALUE
CAPABILITIES STRUCTURE PROPOSITION
core capability 1 cost account 1 value proposition 1
core capability 2 cost account 2 value proposition 2
… … …

149. annex ii
other