6. ARE YOU
SOLVING THE RIGHT
PROBLEM?
Most firms are not and that undermines their
innovation efforts…
Indeed, when developing new products, processes, or even businesses, most
companies aren’t sufficiently rigorous in defining the problems they’re attempting
to solve and articulating why those issues are important. Without that rigor,
organizations miss opportunities, waste resources, and end up pursuing innovation
initiatives that aren’t aligned with their strategies.
“If I were given one hour to save the planet, I would
spend 59 minutes defining the problem and one
minute resolving it,” Albert Einstein said.
8. Who?
Which new customer segments will emerge in
the next 5 years?
YUPPIES Youg Urban Professionals
YUFFIES Young Urban Failures
MOBY/DOBY Mom/Dad Older – Baby Younger
WOOFS Well Off Older Folks
SKIPPIES School Kids with Income + Purchaing
Power
SANDWICHERS Adults caught between caring their children
and their older parents
12. Customer Discovery, Phase Two:
"Get Out of the Building" to Test the
Problem: "Do Customers Care?"
Get your team "out of the building" to test the problem and
to answer three key questions:
•Do we really understand the customer's problem?
•Do enough people really care enough about the problem
for this to become a huge business?
•And will they care enough to tell their friends?
19. Business Model
Business Model Determines Value
of the Product or Service.
Business Model Innovation
Transforms Technology into
Money
Business Model Functions:
1.Value Creation
2.Value Capture
20.
21. Focus in Business Model
A business model is a conceptual tool that contains a big set of elements and their
relationships and allows expressing the business logic of a specific firm. It is a
description of the value a company offers to one or several segments of customers and of
the architecture of the firm and its network of partners for creating, marketing, and
delivering this value and relationship capital, to generate profitable and sustainable
revenue streams.
Osterwalder, Pigneur and Tucci (2005)
41. The business model system
PARTNERSHIP CAPABILITIES OFFER – VALUE CUSTOMER TARGETED
NETWORK PROPOSITION RELATIONSHIPS CUSTOMER
marketing offee SEGMENTS
Nespresso c
production machines
club
distribut Nespresso
ion
households
machine manufacturer
KEY DISTRIBUTION
RESOURCES CHANNELS
patents espresso Nespres
es so
faciliti capsules stores
business
production retail outeets
tl
c pr c en r
Nesall esso.com
distribution
channels
COST STRUCTURE REVENUE MODEL
retail logis machine
marketing
production tics capsule sales
sales
