Malang Digital Core - Business Model Navigator
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References of Business Models used in most successful businesses
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Malang Digital Core - Business Model Navigator
- 2. A strong business model is the bedrock to business success. But all too often we fail to adapt, clinging to outdated models that are no longer delivering the results we need.
- 4. Disruptive Forces TECHNOLOGY Politics, Competition, Economy, Fiscal, Social, Regulation
- 5. Disruptive Forces You canât ignore It works. For you or Against you.
- 6. Crafting A Business Model
- 7. The challenge of business model innovation Challenge 1 Thinking outside of oneâs own dominant industry logic Challenge 2 Difficulty of thinking in terms of business models rather than of technologies and products Challenge 3 The lack of systematic tools
- 9. Strategies for new business ideas Transfer Combine Leverage
- 10. Add-on Additional charge for extras Extras, Customization Premium
- 11. Add-on Additional charge for extras
- 12. Add-on Additional charge for extras Start from basic product Prerequisites
- 13. Affiliation Your success is my success ReferralCommission
- 14. Affiliation Your success is my success
- 15. Affiliation Your success is my success
- 16. Strong ecosystem Passionate customers Win-win situation Prerequisites Affiliation Your success is my success
- 17. Aikido Strength into weakness Complete difference No confrontation
- 19. Think outside the box Prerequisites Aikido Strength into weakness
- 20. Auction Bid for more profit Never pay more than I will Efficient product allocation
- 21. Auction Bid for more profit
- 23. Cash Machine Negative cash cycle Settling debts or making new investments, lower interest payments or speed up growth Cash conversion cycle Provide liquidity
- 24. Cash Machine Negative cash cycle
- 25. Cash Machine Negative cash cycle Prerequisites Build to order High perceived value
- 26. Cross-selling Killing two birds with one stone More value from a single source Leverage existing resourcesComplementary products and services
- 27. Cross-selling Killing two birds with one stone
- 28. Cross-selling Killing two birds with one stone Prerequisites Combination of low margin and high margin products/services
- 29. Crowdfunding Taking finance by swarm Circle of investors, sales, donations Project exposure
- 30. Crowdfunding Taking finance by swarm
- 32. Crowdsourcing Outsourcing to the crowd Open callCheaper and more effective solutions
- 33. Prerequisites Open ideas and innovation Crowdsourcing Outsourcing to the crowd
- 34. Customer Loyalty Incentives for long-lasting fidelity Special offers or discountsLoyal customers More values to retain customers
- 35. Customer Loyalty Incentives for long-lasting fidelity
- 36. Prerequisites Customer-centric cultures Customer Loyalty Incentives for long-lasting fidelity
- 37. Digitization Digitizing physical products Online process and functions Transforming products or service into digital variant
- 39. Direct Selling Skipping the middleman Cut out middlemen Eliminate retail profit margins or costs Direct interaction
- 40. Direct Selling Skipping the middleman
- 41. Prerequisites Precise control of the entire sales process Direct Selling Skipping the middleman
- 42. E-commerce Transparency and savings Trading by means of telecommunications networks Delivering products or services via online channels Cost savings
- 44. Experience Selling Products appealing to the emotions Experience and impression Customerâs satisfaction shapes customerâs loyalty Promotions, retail design, sales personnel, product functionality, availability, packaging
- 45. Experience Selling Products appealing to the emotions
- 46. Prerequisites Be unique Forge a direct bond with customers Experience Selling Products appealing to the emotions
- 47. Flat Rate All you can eat Use as much as you wish Set the upper limit
- 48. Prerequisites Flat Rate All you can eat Manageable costs Diminishing marginal utility Cost-efficient billing
- 49. Franchising All for one and one for all Minimizing business risk to a proven business model Franchisees Win-win solution business
- 50. Prerequisites Franchising All for one and one for all Knowledge Brand strength
- 51. Freemium Free basic or premium versions Additional charge for premium version Paying customers
- 52. Freemium Free basic or premium versions
- 53. Prerequisites Freemium Free basic or premium versions Internet-based businesses
- 54. Guaranteed Availability Assured access to the products Ensuring zero downtime Premium price from long- run customers Repair and maintenance service
- 55. Guaranteed Availability Assured access to the products
- 56. Prerequisites Guaranteed Availability Assured access to the products Handling unforeseen customer crises
- 57. Hidden Revenue Seeking alternative sources Third party Integrate advertisements into the offering
- 58. Hidden Revenue Seeking alternative sources
- 59. Prerequisites Hidden Revenue Seeking alternative sources Business in advertising and customer data trading
- 60. Leverage Customer Data Making use of what you know Centered on the acquisition and analysis of data Customer data
- 61. Leverage Customer Data Making use of what you know
- 62. Prerequisites Leverage Customer Data Making use of what you know Combine with Hidden Revenue streams Analyze and evaluate customer behavior
- 63. Licensing Commercializing intellectual property Creating intellectual property Commercializing the rightsDiversify revenues and risks
- 64. Prerequisites Knowledge and technology intensive contexts Licensing Commercializing intellectual property
- 65. Lock-in Forcing loyalty with high switching costs Customer dependent Customers are tied by making them get worse consequences if they use other providers
- 66. Lock-in Forcing loyalty with high switching costs
- 67. Lock-in Forcing loyalty with high switching costs Contractual agreement Sophisticated technology Incentives for customer loyalty Prerequisites
- 68. Long Tail Little and often fills the purse Selling small quantities of a very large range of products Wide range sold in the long run Helping customers find the niche products without difficulty
- 69. Long Tail Little and often fills the purse
- 70. Prerequisites Apply knowledge of complexity Keep complexity costs Long Tail Little and often fills the purse
- 71. No Frills Whatever, as long as itâs cheap Minimum value propositions Minimizing costsMass market
- 72. No Frills Whatever, as long as itâs cheap Prerequisites Cost-conscious customers Standardized products, processes and services
- 73. Open Source Working together to create a free solution Free products for public Public community develop productsCommunity members
- 74. Open Source Working together to create a free solution Prerequisites Setting standards, sharing resources and risks Creating a community of users
- 75. Pay Per Use Pay as you go Pay what you use Based on the unit or the duration used
- 76. Prerequisites The Internet of Things Pay Per Use Pay as you go
- 77. Peer to Peer Dealing from person to person Offering specific services or products or sharing information and experiences Charging transaction fees, advertising or donations Efficient handling of transactions
- 78. Prerequisites Online communities Increase marginal utility Peer to Peer Dealing from person to person
- 79. Performance-based Contracting Basing fees on results The price of a product is the services it renders Customers pay at specified amount Integrated into customersâ value creation processes
- 80. Prerequisites Monetize existing knowledge and services Deal with complex products Performance-based Contracting Basing fees on results
- 81. Razor and Blade Bait and hook Basic product is at a bargain price or even for free High-priced additional products Patenting the complementary product, building a strong brand
- 82. Prerequisites Combine with Lock-in effect Strengthen your patenting and branding capabilities Razor and Blade Bait and hook
- 83. Rent Instead of Buy Pay for Temporary No need to purchase of things you donât afford Greater sales potential
- 84. Prerequisites Fixed-priced products or services Rent Instead of Buy Pay for Temporary
- 85. Reverse Innovation Learning from good-enough solutions Repackaged and resold products From developing to developed market
- 86. Prerequisites Substantial R&D or innovation capabilities Based in higher-income economy Reverse Innovation Learning from good-enough solutions
- 87. Self-service Putting the customer to work Value creation for the customers Large savings potential Giving a lower price
- 88. Prerequisites Additional work in exchange for lower price Self-service Putting the customer to work
- 89. Shop in Shop Piggybacking Establishing an independent store in another companyâs retail space Flexible alternative and income Integrating business in another company
- 90. Prerequisites Distributors or intermediaries Retail platform Shop in Shop Piggybacking
- 91. Solution Provider All you need at one-stop Various products and services in a single source Close relationship with customers Information, training, increasing efficiency and performance
- 92. Prerequisites Wide network After-sales services Solution Provider All you need at one-stop
- 93. Subscription Taking a season ticket to services Products or services received regularly In advance or at regular interval
- 94. Regular basis products or services Giving additional value Prerequisites Subscription Taking a season ticket to services
- 95. Supermarket Large selection and small prices under one roof A variety of available products in one place Satisfaction generates demand Low prices
- 96. Prerequisites Economies of scale and scope come into play A wide range of products Supermarket Large selection and small prices under one roof
- 97. Trash to Cash Turning old rubbish into new cash Recycling and reusing old materials Cheaper materials gain more profit Impressions from refined products
- 98. Prerequisites Creativity Sustainability Trash to Cash Turning old rubbish into new cash
- 99. Two-sided Market Attracting indirect network effects Mutual benefit between two groups using a platform Advertisers or third party Customers using the platform
- 100. Prerequisites Understand who your relevant stakeholders are and how they are connected Two-sided Market Attracting indirect network effects
- 101. Ultimate Luxury More for more Highest quality privileges and services Wealthy market Branding, competent and knowledgeable sales representatives, memorable special events for customers
- 103. White Label Own brand strategy Different names, different markets Product manufacturing cost
- 104. Prerequisites Targeting price-sensitive customers Introducing a limited number of White Label products White Label Own brand strategy
- 105. Limit risk by prototyping. A picture = 1000 words. A prototype = 1000 pictures.