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Digitale Trends 2014 - Vortrag SocialMediaClub Hamburg
- 1. Digitale Trends 2014 - Die unternehmensstrategische Sicht
Oliver Nickels
blue herring GmbH
@bluebait
© blue herring GmbH 2014
- 2. blue herring entwickelt Strategien für das digitale Unternehmen von der ersten Planung über die Integration und Umsetzung
bis hin zur Entwicklung eines völlig neuen Geschäftsmodells.
© blue herring GmbH 2014
- 5. Digitale Trends 2014
1 Angriff auf tradierte Geschäftsmodelle
2 !Veränderung der Markenwahrnehmung
3 !Social Literacy im Unternehmen
4 ! Integriertes Community Management
5 !Digital als „Dimension of Everything“
© blue herring GmbH 2014
- 6. Trend 1
Der Angriff auf das tradierte
Geschäftsmodell wird 2014 an
Fahrt aufnehmen
© blue herring GmbH 2014
- 8. Neue Spieler mit besseren
Karten auf der Hand
Quelle:Variety
© blue herring GmbH 2014
- 16. Trend 3
Social Literacy kommt
im Unternehmen an
Quelle: McKinsey - http://
www.mckinsey.com/insights/
high_tech_telecoms_internet/six_socialmedia_skills_every_leader_needs
© blue herring GmbH 2014
- 27. „The future of the museum may be rooted in the buildings they occupy but it will address
audiences across the world – a place where people across the world will have a
conversation.
Those institutions which take up this notion fastest and furthest will be the ones which
have the authority in the future.“
Sir Nicholas Serota 2009
© blue herring GmbH 2014
- 28. Digitale Trends 2014
1 Angriff auf tradierte Geschäftsmodelle
2 !Veränderung der Markenwahrnehmung
3 !Social Literacy im Unternehmen
4 ! Integriertes Community Management
5 !Digital als „Dimension of Everything“
© blue herring GmbH 2014
- 30. Day
Month
Year
No.
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
Nicht ob, sondern
wo genau ist Ihr
Geschäftsmodell
betroffen?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
For whom are we creating value?
Who are our most important customers?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
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© blue herring GmbH 2014