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FOR THE CEO… (corporate or start-up) 3 KEY MESSAGES FOR THE CEO CEO FORUM Taipei, December 11th 2013 Patrick van der Pij...
TODAY…
I HAVE THREE KEY MESSAGES FOR YOU
WHY WE NEED TO CHANGE
HOW WE CAN DO THAT
D.I.D.
LET’S START…
WHY WE NEED TO CHANGE
DESIGNING BETTER BUSINESSES
DESIGNING BETTER BUSINESSES
WE NEED TO RETHINK THE WAY WE DO BUSINESS!
DESIGNING BETTER BUSINESSES
WHY?
TODAY…
…WE SEE FORCES WE HAVEN’T SEEN BEFORE…
…WE CALL THEM NEW RULES OF THE BUSINESS GAME.
SUSTAINABILITY
CREDIT CRISIS
UPCOMING MARKETS?
MARKETS CAME ALREADY UP
NEW GENERATION generation  y  
BETTER PICTURE?
GENERATION Z
ONLINE REVOLUTION
NEW TECHOLOGY
SOME EXAMPLES OF BUSINESS MODELS WE SEE RIGHT NOW…
RE-IMAGINATION NEWS AND INFORMATION FLOW…
From reporters...
…to twitter
RE-IMAGINATION OF BOOKS
From books...!
…to kindle
RE-IMAGINATION OF CALLING A CAB
From waiting in the rain...
…to a single push of a button
RE-IMAGINATION OF VIDEO
From video store...
…to youtube
RE-IMAGINATION OF NAVIGATION
From map...
…to navigon
The speed of developments has increased…!
resulting in shorter shelf lives of companies…!
and focusing on product innovation is not enough… !
HOW WE CAN DO THAT
WHAT WE LEARNED…
IS ABOUT
NEW TOOLS
NEW SKILLS
NEW MINDSET
FOR THE CEO… (corporate or start-up)
AND HIS TEAM!
SO WHAT ARE NEW TOOLS?
WHAT IS A BUSINESS MODEL?
IMAGINE (BOARDROOM) CONVERSATIONS…
WE NEED NEW TOOLS TO UNDERSTAND AND CRAFT NEW BUSINESS MODELS
THE BUSINESS MODEL CANVAS
A BUSINESS MODEL DESCRIBES THE RATIONALE OF HOW AN ORGANIZATION CREATES, DELIVERS, AND CAPTURES VALUE
1 CUSTOMER SEGMENTS
2 VALUE PROPOSITIONS
3 CHANNELS
4 CUSTOMER RELATIONSHIPS
5 REVENUE STREAMS
6 KEY RESOURCES
7 KEY ACTIVITIES
8 KEY PARTNERS
9 COST STRUCTURE
KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER SEGMENTS KEY PARTNERS COST STRUCTURE CUSTOMER RELATIONSHIPS KEY RESOURCES...
Let us look at the business model of Nespresso
The Business Model of Nespresso PARTNER NETWORK KEY ACTIVITIES B2C Distribution Machine Manufacturer Marketing OFFER ...
BUSINESS MODEL CANVAS NESPRESSO
WE HAVE DIFFERENT TOOLS IN DIFFERENT STAGES
WE SHARE THESE TOOLS ONLINE…
D.I.D.
D.I.D. DO IT DIFFERENT
NEW SKILLS
WE BASICALLY NEED DESIGNERS TO HAVE A SEAT AT THE TABLE
OR WE SHOULD THINK AND ACT LIKE DESIGNERS.
OBSERVE
WHEREVER YOU LOOK THAT’S WHAT YOU SEE. JERRY SEINFELD
OUR EYES OUR EARS CAMERA NOTEBOOK AND PEN
THINK VISUALLY
DRAWING IS THE NEW WRITING
EYES, PENCILS AND THE HAND MAY BE TOOLS OF THE PAST, …I BELIEVE THEY ARE TOOLS OF THE FUTURE. John Maeda, RISD
BUT THAT’S NOT ENOUGH…
THE CONTEXT MAP OF A COMPANY Insert 4 photos of the team discussion
Future scenario
Business model
SPOTIFY BUSINESS MODEL
IDEATE
YOU NEED TO BE ABLE TO JUGGLE WITH BUSINESS MODELS
CURRENT BUSINESS MODEL   KEY PARTNERS       KEY ACTIVITIES     KEY RESOURCES   COST STRUCTURE VALU...
CURRENT BUSINESS MODEL   KEY PARTNERS       KEY ACTIVITIES     KEY RESOURCES COST STRUCTURE VALUE PRO...
CURRENT BUSINESS MODEL   KEY PARTNERS       KEY ACTIVITIES     KEY RESOURCES   COST STRUCTURE VALU...
CURRENT BUSINESS MODEL   KEY PARTNERS KEY ACTIVITIES     KEY RESOURCES   COST STRUCTURE VALUE PROPOSITION ...
PROTOTYPING
the past was about choosing solutions the future is about generating options
Frank Gehry
8 PROTOTYPES
GO OUT OF THE BUILDING & LEARN!
BECAUSE AN IDEA…
OR BUSINESS MODEL…
IS ONLY ON PAPER AND IS…
DESIGNING BETTER BUSINESSES
IT HAS NO VALUE
ZERO
YOU NEED TO TEST YOUR ASSUMPTIONS
STEVE BLANK
KNOCK ON THE CUSTOMERS DOOR…
AND TALK TO THEM!
BEWARE!
DON’T DO IT THE EASY WAY…
DON’T HIRE AN AGENCY…
OR SET UP A TEST PANEL
BUT DO IT YOURSELF!
THE MORE YOU LEARN, THE SOONER YOU SUCCEED
WHY?
YOU’LL INVENT SOMETHING PEOPLE DON’T NEED…
EXAMPLE OF SEGWAY
NEED I SAY MORE?
WHO HAD ONE?
SO YOU NEED TO ASK YOURSELF THE FOLLOWING
IS THE PROBLEM A REAL PROBLEM?
CAN WE IDENTIFY THE NEED?
DO WE IDENTIFY A TARGET CUSTOMER SEGMENT?
AND ARE THEY WILLING TO PAY FOR THIS…?
YOU HAVE TO DO THIS TOGETHER…
AND GO OUT TO TALK TO CUSTOMERS…
AND LEARN…
QUALITY AND MARGIN WAS NOT THE JOB…
NOT PARENTS AND CHILDREN BUT…
ONLY THEN YOU CAN SUCCEED…
AS A START-UP…
OR A CORPORATE START UP…
SO WHAT IS NEXT?
SO WHAT DOES THAT MEAN FOR THE CEO?
DON’T WRITE PLANS….
HE NEEDS TO THINK AND ACT LIKE A DESIGNER TOO.
HE NEEDS TO GO BACK TO SCHOOL!
BUT NOT TO HARVARD OR STANFORD…
BUT TO THE COLLEGE OF THE ARTS…
WHERE THEY PREPARE THE NEW GENERATION OF LEADERS FOR A WORLD…
THAT IS NOT ONLY PROFITABLE…
BUT ALSO SUSTAINABLE, ETHICAL AND TRULY MEANINGFUL.
A SUPERMAN
MY THREE KEY MESSAGES FOR YOU
WE NEED TO CHANGE
HOW YOU CAN DO THAT
D.I.D.
patrick@businessmodelsinc.com DESIGNING BETTER BUSINESSES
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
The Business Model of Nespresso
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The Business Model of Nespresso 3 Key Messages for the CEO

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The Business Model of Nespresso
PARTNER
NETWORK

KEY
ACTIVITIES
B2C
Distribution

Machine
Manufacturer

Marketing

OFFER

CUSTOMER
RELATIONSHIPS

CUSTOMER
SEGMENTS

Nespresso
Club

Households

DISTRIBUTION
CHANNELS

Business

Nespresso
Machines

Production

KEY
RESOURCES
Patents

Brand

Distribution
Channels
Coffee

Production
Facilities

COST STRUCTURE
Production

Marketing
B2C
Distribution

Nespresso
Pads

Mail
Order

Retail

Nespresso
.com
Call
Center

Nespresso
Stores

REVENUE STREAMS
1 x Machine
Sales

Repetitive
Pad Sales

Veröffentlicht in: Business
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