Der Home-Video-Markt unterlag in den letzten Jahren einem extremen Wandel. Im Rahmen der Bearbeitung des HBR-Cases wird der Wandel des Geschäftsmodells von Netflix besprochen. Dabei wird vor dem Hintergrund der Änderung der Marktgegebenheiten als auch der Änderungen interner Organisation und Ressourcen auf den Wandel des Netflix-Geschäftsmodells eingegangen. Die Theorie von Geschäftsmodellen wird kurz erklärt. Zusätzlich wird diskutiert, ob und wie man Geschäftsmodelle bewerten kann. Hierzu werden eine Systematik und einige gängige Ansätze aufgezeigt.
Geschäftsmodell & Business Model Canvas von Spotify (Sommersemester 2015)Michael Groeschel
Geschäftsmodell & Business Model Canvas von Spotify (Sommersemester 2015), erstellt als Übungsaufgabe im Rahmen der Veranstaltung E-Business im Sommersemester 2015 unter der Leitung von Prof. Dr. Michael Gröschel
The document provides an explanation of the Business Model Canvas, which describes the key components of a business model including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, cost structure, and revenue streams. It explains each building block and provides examples of questions to consider for each block to help develop a business model.
Storytelling Startup: From Core-Story to Content Strategy. Christian Riedel
The document discusses finding a company's core story. It explains that a core story provides meaning and coherence, guiding a company's actions, products and communications. It discusses using tools like the Golden Circle and Core Story Canvas to help uncover a company's core story, which is often based in a founder's experiences or beliefs about why they started the company. The core story then shapes the company's "story anchors" like themes, heroes, conflicts and stages to create an overarching narrative.
Intro to obppc architecture shelf savvy tool booksNormaAlcazar
OBPPC defines the optimal brands, packages, prices, and channels to meet consumer needs for each consumption occasion. It aims to increase sales volume and value by segmenting offerings. Good OBPPC incorporates three principles: 1) defining distinct package roles like entry, upsize, upscale to meet objectives, 2) capturing unique needs of shoppers in different channels, and 3) differentiating the offering across retail channels and customers. Developing an effective OBPPC strategy starts by identifying high-potential opportunities and incorporating packaging roles, shopper segmentation, and channel differentiation.
Business Model Innovation - Key Note Speech Emad Saif
This is my keynote speech for anyone interested on "Business Model Innovation" at the Arabic Innovation Academy organized by the European Innovation Academy and Qatar Science & Technology Park in Qatar on Jan 7 2018
This document provides an outline for an "ultimate pitch deck" to present to investors. It includes sections to introduce the team, provide an elevator pitch, demonstrate traction to date, define the market opportunity and problem, explain available and proposed solutions, describe the product/service, revenue model, marketing and growth strategies, financial projections, competition, and requested investment details. The creator offers tips for what to include in each section to impress investors and get them to say "WOW!!!" emphasizing telling a story about the team and problem being solved.
Geschäftsmodell & Business Model Canvas von Spotify (Sommersemester 2015)Michael Groeschel
Geschäftsmodell & Business Model Canvas von Spotify (Sommersemester 2015), erstellt als Übungsaufgabe im Rahmen der Veranstaltung E-Business im Sommersemester 2015 unter der Leitung von Prof. Dr. Michael Gröschel
The document provides an explanation of the Business Model Canvas, which describes the key components of a business model including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, cost structure, and revenue streams. It explains each building block and provides examples of questions to consider for each block to help develop a business model.
Storytelling Startup: From Core-Story to Content Strategy. Christian Riedel
The document discusses finding a company's core story. It explains that a core story provides meaning and coherence, guiding a company's actions, products and communications. It discusses using tools like the Golden Circle and Core Story Canvas to help uncover a company's core story, which is often based in a founder's experiences or beliefs about why they started the company. The core story then shapes the company's "story anchors" like themes, heroes, conflicts and stages to create an overarching narrative.
Intro to obppc architecture shelf savvy tool booksNormaAlcazar
OBPPC defines the optimal brands, packages, prices, and channels to meet consumer needs for each consumption occasion. It aims to increase sales volume and value by segmenting offerings. Good OBPPC incorporates three principles: 1) defining distinct package roles like entry, upsize, upscale to meet objectives, 2) capturing unique needs of shoppers in different channels, and 3) differentiating the offering across retail channels and customers. Developing an effective OBPPC strategy starts by identifying high-potential opportunities and incorporating packaging roles, shopper segmentation, and channel differentiation.
Business Model Innovation - Key Note Speech Emad Saif
This is my keynote speech for anyone interested on "Business Model Innovation" at the Arabic Innovation Academy organized by the European Innovation Academy and Qatar Science & Technology Park in Qatar on Jan 7 2018
This document provides an outline for an "ultimate pitch deck" to present to investors. It includes sections to introduce the team, provide an elevator pitch, demonstrate traction to date, define the market opportunity and problem, explain available and proposed solutions, describe the product/service, revenue model, marketing and growth strategies, financial projections, competition, and requested investment details. The creator offers tips for what to include in each section to impress investors and get them to say "WOW!!!" emphasizing telling a story about the team and problem being solved.
Netflix's business model provides on-demand streaming media and DVD rentals by mail. It was founded in 1997 and launched in 1998, initially offering DVD rentals by mail. In 2007, Netflix introduced online streaming. Its business model relies on monthly subscription fees of $17.99 per month, which allows unlimited rentals without due dates or late fees. Netflix partners with studios, electronics companies, and the USPS to support its delivery and streaming capabilities. Its personalized recommendations and large catalog contribute to its competitive advantage over traditional rental stores.
Netflix started as a DVD rental service in 1997 and transformed into a leading streaming platform. In 2011, Netflix took a major gamble by splitting its DVD and streaming services into separate plans priced at $8/month each. This risked losing subscribers but positioned the company to focus on online streaming. Netflix was successful due to its personalized recommendations, growing library of content through negotiations with studios, and innovation in streaming technology and integration with TVs.
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
The document discusses strategies for building a strong brand narrative through storytelling, focusing on developing compelling visuals, content, and understanding the target audience. It provides tips for crafting brand stories and visual content that resonate emotionally with customers while engaging them through a cohesive narrative across multiple platforms. Several case studies are also presented to illustrate how to develop simple and repeatable brand ideas that create a sense of pride and identity for consumers.
Business Model Innovation and Design at TodaiYves Pigneur
The document discusses business model innovation and design. It provides examples of companies that achieved success by focusing on business model innovation rather than just product innovation alone. These companies invented new business models rather than simply copying competitors. The document advocates for business leaders to operate more like surgeons, prototype like designers, and experiment like scientists when innovating business models.
The document discusses Chris Anderson and his concept of the "Long Tail". It describes how Anderson coined the term in 2004 to refer to the large number of unique products available in small quantities. Specifically, it notes that Anderson was the editor of Wired Magazine and later wrote a book expanding on the long tail theory. The theory holds that with a large virtual shelf space, retailers can offer more products in less demand or "niche" markets, as opposed to just focusing on popular hits. This allows businesses to profit from less popular products in addition to hits. The document provides examples of how this theory applies to industries like online music, movies, and books.
Innovation & Business Model & Business Model Canvas 2014Serdar Temiz
This document discusses business models and the business model canvas. It defines invention as a novel idea and innovation as the commercialization of that idea. The four main types of innovation are described as technology, process, product/service, and business model innovation. The business model canvas is introduced as a tool consisting of nine building blocks: customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document provides examples and questions to consider for each block to help outline a business model.
What is a business model and how fulfill a business model canvas. Some example of wellknown companies business model: Coca Cola (glass bottle!), Financial Times, LinkedIn, Groupon, Twitter, Facebook, Blockbuster and Google.
Finally community business model (geographically based, professional and online communities) and what is a business plan and how is diverse from a business model.
This document discusses the "long tail effect" identified by Chris Anderson in 2004. The long tail effect describes how products with low demand or sales can collectively make up a significant market share if the store or distribution channel carries enough products. With an internet marketplace having virtually unlimited shelf space and no physical constraints, niche and obscure products can become easily available and formerly sub-economic products and customers can become a major market. Examples are given of how streaming services and online retailers carry much larger inventories than physical retailers, and derive significant portions of their sales and profits from niche products in the "long tail" rather than just top sellers. The advantages of targeting the long tail include lower competition and higher customer intent for niche products and topics.
A good pitch should do more than just say stuff about your business. It should present the compelling points briefly and in an order that is logical and engaging.
1. The document discusses how companies can become "invincible" by constantly reinventing themselves, competing on superior business models, and transcending industry boundaries. It introduces tools from the book like the Culture Map and Portfolio Map to help companies manage business model innovation and establish an innovation culture.
2. The Portfolio Map is used to manage a company's portfolio of business ideas by assessing their expected return, death/disruption risk, and innovation risk to help determine which ideas to explore or exploit.
3. The book provides strategies for companies to compete on business model patterns, establish an ambidextrous culture that balances exploration and exploitation, and manage business model innovation.
The document discusses the ethics of product placement in films and television. It defines product placement as placing branded goods or services in content without advertisements. While product placement pays for content and introduces new products, it can also invade content space and influence viewers with a false portrayal of products. The history, development, effectiveness, economics, and future of product placement are examined. Different ethical frameworks for analyzing product placement are presented, with the conclusion being that product placement can benefit both viewers and content producers when done appropriately within the context of the content.
Pathways for platforms to disrupt traditional industries. Lecture slides from MIT Platform Summit, July 26, 2013. Video available at https://www.youtube.com/watch?v=F-EJrG3J4GQ.
Brand Box 3 - Know Your Consumers - The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 3 - Know your consumers 2. Actions from insights 3. Know your consumers 4. Apple - Think different 5. Insights 6. Insight vs. Information 7. Insight gleaned 8. Why are insights important 9. The Pareto principle 10. Finding the outstanding results 11. The Standford prison system experiment 12. The Standford prison system experiment cont... 13. RTA "Pinky" Campaign 14. RTA "Pinky" Campaign cont... 15. Consumer Segmentation: Useful tools 16. Maslow's heirarchy of needs 17. 7 Levels of organisational consciousness 18. Cone of learning 19. Why target a consumer segment 20. Targeting and spillage 21. Key benefits of market segmentation 22. Market segmentation 23. Loyalty segmentation 24. Loyalty and relationship index 25. Generations through the ages 26. Baby boomers 27. Generation X 28. Generation Y 29. Generation Net 30. Generation C 31. Consumer 2.0 32. Customisation 33. The long tail 34. Segmentation methods 35. Who are we creating value for? 36. Segmentation: How is it done? 37. Segment examples 38. Adoption of innovation model 39. Common segmentation methodologies & models 40. Mosaic segmentation 41. geoTribes 42. Nielsen: Panorama 43. Roy Morgan segments: ASTEROID 44. Customer conversion 45. Marketing funnel 46. Purchase path 47. Conversion strategy 48. Case study: Joe Girard 49. Joe Girard cont... 50. Research: Angles and Issues 51. Bill Bernbach 52. Henry Ford 53. trendwatching.com 54. Roles of research 55. Research and ethnography 56. Different segmentation for different purposes 57. Decision making 58. Research strategies 59. Research can confuse you! 60. Case study: Coca-Cola 61. The tipping point 62. The tipping point cont... 63. The tipping point cont... 64. Pricing 65. Pricing strategies 66. Progression of commoditisation 67. Elements of pricing 68. Pricing elements 69. Pricing elements cont... 70. The strategy and tactics of pricing 71. Reference price 72. Reference price cont.. 73. Adapting to a changing environment 74. Price metrics 75. Marketing success through differentiation 76. Pricing mechanisms 77. Insight and segmentation tools 78. The "Big Questions" for stimulation 79. 24 Secondary questions 80. The top 4 81. Interrogate your consumer 82. Customer profile page 83. Benefits vs. problems 84. Benefits vs. problems cont... 85. Picture profiles 86. Pen portraits of target markets 87. Mind snapshot 88. Insight windows 89. Insight links 90. Customer journey audit 91. Experience engineering 92. Value your existing customers
The document discusses marketing challenges and strategies for clean and green technology companies. It notes that clean tech presents both opportunities in new audiences like governments and disruptive potential against entrenched industries. However, clean tech marketing requires balancing commercial and environmental messages, proving credibility through actions like audits, and finding the right tone between passion and practicality. Partnerships can help navigate these complex issues of positioning clean tech benefits against the need for realistic support and return on investment claims.
U-Haul used Tealeaf's customer experience insights to optimize its online reservation system. Tealeaf helped U-Haul uncover issues like customers abandoning reservations due to lack of information, and customers needing multiple orders to get everything they wanted. These insights allowed U-Haul to simplify the ordering process and improve online conversion and customer satisfaction.
Workshop zu Crowdsourced Innovation auf dem Unternehmergipfel Innovation 2015...innosabi GmbH
Der INNOVATION-UNTERNEHMERGIPFEL ist eine der wichtigsten Veranstaltungen in Deutschland zum Thema Innovation. innosabi veranstaltete einen praxisorientierten Workshop zum Thema "Crowd Innovation - Erfahrungen, Chancen, Risiken".
Introduction to Customer Development & LaunchPad CentralSafariConsulting
Im Rahmen des 1. Strategietag des LMU Entrepreneurship Center (Jahrgang 2014) haben wir in die Methode Customer Development (Lean Startup) eingeführt und den Accelerator Teams das Tool LaunchPad Central vorgestellt.
Netflix's business model provides on-demand streaming media and DVD rentals by mail. It was founded in 1997 and launched in 1998, initially offering DVD rentals by mail. In 2007, Netflix introduced online streaming. Its business model relies on monthly subscription fees of $17.99 per month, which allows unlimited rentals without due dates or late fees. Netflix partners with studios, electronics companies, and the USPS to support its delivery and streaming capabilities. Its personalized recommendations and large catalog contribute to its competitive advantage over traditional rental stores.
Netflix started as a DVD rental service in 1997 and transformed into a leading streaming platform. In 2011, Netflix took a major gamble by splitting its DVD and streaming services into separate plans priced at $8/month each. This risked losing subscribers but positioned the company to focus on online streaming. Netflix was successful due to its personalized recommendations, growing library of content through negotiations with studios, and innovation in streaming technology and integration with TVs.
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
The document discusses strategies for building a strong brand narrative through storytelling, focusing on developing compelling visuals, content, and understanding the target audience. It provides tips for crafting brand stories and visual content that resonate emotionally with customers while engaging them through a cohesive narrative across multiple platforms. Several case studies are also presented to illustrate how to develop simple and repeatable brand ideas that create a sense of pride and identity for consumers.
Business Model Innovation and Design at TodaiYves Pigneur
The document discusses business model innovation and design. It provides examples of companies that achieved success by focusing on business model innovation rather than just product innovation alone. These companies invented new business models rather than simply copying competitors. The document advocates for business leaders to operate more like surgeons, prototype like designers, and experiment like scientists when innovating business models.
The document discusses Chris Anderson and his concept of the "Long Tail". It describes how Anderson coined the term in 2004 to refer to the large number of unique products available in small quantities. Specifically, it notes that Anderson was the editor of Wired Magazine and later wrote a book expanding on the long tail theory. The theory holds that with a large virtual shelf space, retailers can offer more products in less demand or "niche" markets, as opposed to just focusing on popular hits. This allows businesses to profit from less popular products in addition to hits. The document provides examples of how this theory applies to industries like online music, movies, and books.
Innovation & Business Model & Business Model Canvas 2014Serdar Temiz
This document discusses business models and the business model canvas. It defines invention as a novel idea and innovation as the commercialization of that idea. The four main types of innovation are described as technology, process, product/service, and business model innovation. The business model canvas is introduced as a tool consisting of nine building blocks: customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document provides examples and questions to consider for each block to help outline a business model.
What is a business model and how fulfill a business model canvas. Some example of wellknown companies business model: Coca Cola (glass bottle!), Financial Times, LinkedIn, Groupon, Twitter, Facebook, Blockbuster and Google.
Finally community business model (geographically based, professional and online communities) and what is a business plan and how is diverse from a business model.
This document discusses the "long tail effect" identified by Chris Anderson in 2004. The long tail effect describes how products with low demand or sales can collectively make up a significant market share if the store or distribution channel carries enough products. With an internet marketplace having virtually unlimited shelf space and no physical constraints, niche and obscure products can become easily available and formerly sub-economic products and customers can become a major market. Examples are given of how streaming services and online retailers carry much larger inventories than physical retailers, and derive significant portions of their sales and profits from niche products in the "long tail" rather than just top sellers. The advantages of targeting the long tail include lower competition and higher customer intent for niche products and topics.
A good pitch should do more than just say stuff about your business. It should present the compelling points briefly and in an order that is logical and engaging.
1. The document discusses how companies can become "invincible" by constantly reinventing themselves, competing on superior business models, and transcending industry boundaries. It introduces tools from the book like the Culture Map and Portfolio Map to help companies manage business model innovation and establish an innovation culture.
2. The Portfolio Map is used to manage a company's portfolio of business ideas by assessing their expected return, death/disruption risk, and innovation risk to help determine which ideas to explore or exploit.
3. The book provides strategies for companies to compete on business model patterns, establish an ambidextrous culture that balances exploration and exploitation, and manage business model innovation.
The document discusses the ethics of product placement in films and television. It defines product placement as placing branded goods or services in content without advertisements. While product placement pays for content and introduces new products, it can also invade content space and influence viewers with a false portrayal of products. The history, development, effectiveness, economics, and future of product placement are examined. Different ethical frameworks for analyzing product placement are presented, with the conclusion being that product placement can benefit both viewers and content producers when done appropriately within the context of the content.
Pathways for platforms to disrupt traditional industries. Lecture slides from MIT Platform Summit, July 26, 2013. Video available at https://www.youtube.com/watch?v=F-EJrG3J4GQ.
Brand Box 3 - Know Your Consumers - The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 3 - Know your consumers 2. Actions from insights 3. Know your consumers 4. Apple - Think different 5. Insights 6. Insight vs. Information 7. Insight gleaned 8. Why are insights important 9. The Pareto principle 10. Finding the outstanding results 11. The Standford prison system experiment 12. The Standford prison system experiment cont... 13. RTA "Pinky" Campaign 14. RTA "Pinky" Campaign cont... 15. Consumer Segmentation: Useful tools 16. Maslow's heirarchy of needs 17. 7 Levels of organisational consciousness 18. Cone of learning 19. Why target a consumer segment 20. Targeting and spillage 21. Key benefits of market segmentation 22. Market segmentation 23. Loyalty segmentation 24. Loyalty and relationship index 25. Generations through the ages 26. Baby boomers 27. Generation X 28. Generation Y 29. Generation Net 30. Generation C 31. Consumer 2.0 32. Customisation 33. The long tail 34. Segmentation methods 35. Who are we creating value for? 36. Segmentation: How is it done? 37. Segment examples 38. Adoption of innovation model 39. Common segmentation methodologies & models 40. Mosaic segmentation 41. geoTribes 42. Nielsen: Panorama 43. Roy Morgan segments: ASTEROID 44. Customer conversion 45. Marketing funnel 46. Purchase path 47. Conversion strategy 48. Case study: Joe Girard 49. Joe Girard cont... 50. Research: Angles and Issues 51. Bill Bernbach 52. Henry Ford 53. trendwatching.com 54. Roles of research 55. Research and ethnography 56. Different segmentation for different purposes 57. Decision making 58. Research strategies 59. Research can confuse you! 60. Case study: Coca-Cola 61. The tipping point 62. The tipping point cont... 63. The tipping point cont... 64. Pricing 65. Pricing strategies 66. Progression of commoditisation 67. Elements of pricing 68. Pricing elements 69. Pricing elements cont... 70. The strategy and tactics of pricing 71. Reference price 72. Reference price cont.. 73. Adapting to a changing environment 74. Price metrics 75. Marketing success through differentiation 76. Pricing mechanisms 77. Insight and segmentation tools 78. The "Big Questions" for stimulation 79. 24 Secondary questions 80. The top 4 81. Interrogate your consumer 82. Customer profile page 83. Benefits vs. problems 84. Benefits vs. problems cont... 85. Picture profiles 86. Pen portraits of target markets 87. Mind snapshot 88. Insight windows 89. Insight links 90. Customer journey audit 91. Experience engineering 92. Value your existing customers
The document discusses marketing challenges and strategies for clean and green technology companies. It notes that clean tech presents both opportunities in new audiences like governments and disruptive potential against entrenched industries. However, clean tech marketing requires balancing commercial and environmental messages, proving credibility through actions like audits, and finding the right tone between passion and practicality. Partnerships can help navigate these complex issues of positioning clean tech benefits against the need for realistic support and return on investment claims.
U-Haul used Tealeaf's customer experience insights to optimize its online reservation system. Tealeaf helped U-Haul uncover issues like customers abandoning reservations due to lack of information, and customers needing multiple orders to get everything they wanted. These insights allowed U-Haul to simplify the ordering process and improve online conversion and customer satisfaction.
Workshop zu Crowdsourced Innovation auf dem Unternehmergipfel Innovation 2015...innosabi GmbH
Der INNOVATION-UNTERNEHMERGIPFEL ist eine der wichtigsten Veranstaltungen in Deutschland zum Thema Innovation. innosabi veranstaltete einen praxisorientierten Workshop zum Thema "Crowd Innovation - Erfahrungen, Chancen, Risiken".
Introduction to Customer Development & LaunchPad CentralSafariConsulting
Im Rahmen des 1. Strategietag des LMU Entrepreneurship Center (Jahrgang 2014) haben wir in die Methode Customer Development (Lean Startup) eingeführt und den Accelerator Teams das Tool LaunchPad Central vorgestellt.
A brief introduction to business model innovation - business model canvas explained & outlook to business model innovation from open business, open innovation to open technology.
ToC Anwenderkonferenz 2018: BI@OTTO - Nutzen des ToC Denkrahmens im BI Produk...Conny Dethloff
Im Rahmen meiner Keynote auf der ToC Anwenderkonferenz 2018 in Leimen habe ich über den Einsatz zweier leider nicht weit verbreiteter Denkrahmen, dem Viable System Model und der Theory of Constraints referiert. Mittels dieser Denkrahmen designen wir das BI Produktmanagement komplett neu.
Predictive Analytics World for Business Deutschland 2017Rising Media Ltd.
Die Predictive Analytics World for Business ist die führende anbieter-unabhängige Fachkonferenz für anwendungsorientierte Predictive Analytics. Anwender, Entscheider und Experten von Predictive Analytics treffen sich am 13 bis 14. November in Berlin, um sich über die neuesten Erkenntnisse und Fortschritte zu informieren, sich untereinander fachlich und persönlich auszutauschen und sich von den Erfolgen inspirieren zu lassen.
PEX Konferenz DACH 2019 in Berlin: Vom Prozess zum ProduktConny Dethloff
Meine Folien zum Vortrag auf der PEX Konferenz am 29.01.2019 in Berlin. Ich referiere darüber, wie wir im BI Bereich bei OTTO Agilität skaliert haben und dabei auf herkömmlich Frameworks wie SAFe oder LeSS bewusst verzichtet haben. Stattdessen haben wir uns zweier Denkrahmen bedient, die man in herkömmlicher Mainstream-Literatur nicht findet: dem Viable System Model und der Theory of Constraints.
CPOs@BPM&O 2019: Digitalisierung gelingt wenn Buzzwords verdammt werdenConny Dethloff
Meine Vortragsfolien der Konferenz CPOs@BPM&O 2019 in Köln. Ich erkläre meine Sicht, warum wir Unternehmen neu denken sollten, um diese wirklich wirklich passfähig am Markt ausrichten zu können. Denn, haben wir einen passfähigen Denkrahmen, benötigen wir auch keine Buzzwords mehr.
Die Business Model Ontology, ein Framework zur Geschäftsmodellbeschreibung und -analyse, unterstützt die systematische (Weiter-)Entwicklung von Geschäftsmodellen
Präsentation Innovationsmanagement DOAG Konferenz Juni 2015STRIMgroup
Kultur hat Technologie als entscheidender Erfolgsfaktor - neben Integrierter Innovationsansatz und Organisationsgestaltung - für Wachstum durch Innovation überholt. In beiliegender Präsentation wird auf alle drei Erfolgsfaktoren eingegangen und mit Praxisbeispielen unterlegt.
Die Predictive Analytics World ist die führende anbieter-unabhängige Fachkonferenz für anwendungsorientierte Predictive Analytics. Anwender, Entscheider und Experten von Predictive Analytics treffen sich am 8 bis 9. November in Berlin, um sich über die neuesten Erkenntnisse und Fortschritte zu informieren, sich untereinander fachlich und persönlich auszutauschen und sich von den Erfolgen inspirieren zu lassen.
This presentation values and introduces Richard David Precht's creative work and analyses his doings from the view point of the psychology of creativity. Especially the topics of nature nurture debate, the motivation for creativity, the creative process and the importance of intelligence are discussed.
The presentation shows his takes on these topics aswell as a snapshot from the scientific debate around them and also provides a selection of suitable quotes of him.
Richard David Precht is a German philosopher and public intellectual.
Developing a creative Marketing Approach for a fictional "Sent-on-Shipping"-S...Felix Zappe
This presentation develops a creative marketing approach for a fictional sent -on service in the business environment of Malta.
It covers the topics of internal, external market and consumer research, marketing strategies and marketing mix as well as action planning for a proper implementation.
Scenario Analysis on the Future of BurgersFelix Zappe
This presentation is about a study of future meat production and consumption patterns, combined into a symbol of both, the burger.
This presentation shows the strategy of this foresight exercise especially since the scenario technique is used and finally shows the outcomes of this exercise.
For further information you can always contact me!
Application of the basic design cycle on a exemplary piece of gym equipmentFelix Zappe
This presentations guides through an exemplary application of the basic design cycles and some of its tools. The example used is a piece of gym equipment to perform a suitcase deadlift. The actual ideas are somewhat blacked out, the methods are shown in when executed. For further information or interest regarding the ideas, please contact me.
Blackmirror S03E01 - Nosedive - Analysis and philosophical thoughtsFelix Zappe
The document provides an analysis of the Black Mirror episode "Nosedive" which depicts a dystopian future where individuals are rated on social media and their social status is tied to their average rating. It summarizes the plot of the episode, where the main character Lacie becomes obsessed with increasing her rating to move to a luxury neighborhood. Her rating drops throughout the day's events and she has a mental breakdown. The document then analyzes how the social rating system could impact social structures, interpersonal interactions, business models, and individual behavior. Potential issues discussed include a focus on conformity over individualism and the monetization of popularity.
The relation between Creativity and Substance AbuseFelix Zappe
This presentation gives an introduction into substance abuse, its biological background and its relation to creativity.
Along newest scientific results, the relation between substance abuse and creativity is explained and a possible taxonomy for the effects on creativity is proposed.
Creativity and Innovation at the Museum fuer Naturkunde BerlinFelix Zappe
This presentation briefly describes the Museum fuer Naturkunde Berlin (MfN) and guides through its technologies and innovations within its channels and exhibitions. It concludes with a categorization of the MfN with in a taxonomy of the cultural industry.
Service innovation capabilities used during Netflix' historyFelix Zappe
This picture assesses the changes in netflix' service over time by using the six dimensional model of service innovation and the capabilities for realizing new service experiences and solutions by den Hertog & van der Aa and de Jong, 2010, p. 493.
Source: den Hertog, P., van der Aa, W. and de Jong, M. W., 2010. Capabilities for managing service innovation: towards a conceptual framework. Journal of Service Management, Vol. 21 (4), pp. 490 – 514.
For high resoluted picture please contact me
Conducting feasibility studies with the Business Model CanvasFelix Zappe
The document discusses using the Business Model Canvas (BMC) to conduct feasibility studies. It provides an overview of the nine building blocks of the BMC - Key Partners, Key Activities, Key Resources, Value Propositions, Channels, Customer Relationships, Revenue Streams, Cost Structure, and Customer Segments. It explains the basic characteristics and guiding questions for each building block. The purpose is to understand how the BMC can be applied to analyze different components of a business model and determine its feasibility.
This presentation briefly analyses the characteristics and timeline of the diffusion of Netflix by assessing Rogers' five diffusion characteristics. for different steps in their company history. It analyses the surrounding of this innovation via PESTEL-analysis and gives brief hints on how to intensify the diffusion of Netflix further globally.
This brief presentation introduces an approach towards auditing the innovative and creative capabilities of organisations. It shows four main pillars of these capabilities, gives credit to respective literature and provides questions to ask in an actual audit.
General Mills Canada: Building a culture of innovationFelix Zappe
This presentation gives an approach towards the implementation of an innovation culture at general mills canada as presented in the ivey publishing case W14003 (A)
Creativity Tools - overview, use and role within creative processesFelix Zappe
This is an overview of some creativity tools, subsequently sorted regarding their general use in a creative process, the CPS-process and the To Lo Po So Go-framework.
Das Lernen der Zukunft & Entrepreneurial LearningFelix Zappe
Die vorliegende Präsentation gibt einen kurzen Überblick über aktuelle Studienergebnisse bzgl. des Lernens der Zukunft. Anschließend werden die Zusammenhänge des Lernens, entrepreneurial Thinking und Innovationen dargestellt, um folgend die Dimensionen des entrepreneurial learning zu beschreiben. Schließlich wird eine kurze, zusammenfassende Zukunftsprognose über das Lernen der Zukunft abgegeben.
Portfolioptimierung mit der BCG-Matrix am Beispiel einer BierbrauereiFelix Zappe
Am Beispiel einer mittelständischen Brauerei wird die Portfoliosteuerung und Portfoliooptimierung im Konsumgüterbereich mit Hilfe der BCG-Matrix erklärt und durchgeführt. Weiterhin werden durch die Optimierung begünstigte Marketingimplikationen abgeleitet. Im Zuge dessen werden aktuelle Trends der Konsumgüter bzw. FMCG-Industrie untersucht und dargelegt.
Die aktuelle Lage (Demografie, MIgration, Arbeit 4.0 ...) lässt den Ruf nach einer Reform des Gesellschaftssystems immer lauter werden. Ein solches Altenativsystem könnte das des bedingungslosen Grundeinkommens (BGE) sein. Doch wie genau funktioniert es? Was sind Vor- und Nachteile? Ist es bezahlbar? Wer sind Profiteure? Wie wirkt es sich auf die Mobilität einer Gesellschaft aus? Wie nötig ist es? Diese Präsentation führt in die Thematik ein und versucht, diese Fragen zu beantworten.
1. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
Prof. Dr. Katharina Hölzle & Tassilo Henike:
Innovationsmanagement |
Übung | HBR Case Study
Business Model Innovation
Tabea Müller, Lina Glaser, Celine Kuschel,
Xun Wang, Florian Schmidt, Felix Zappe
2. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
DisclaimerAgenda
Die Netflix-Story2
Die Evolution des Home Video Marktes1
2
Was ist ein Geschäftsmodel?3
Bewertung von Geschäftsmodellen inklusive Beispiel Netflix4
3. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
3
Die Evolution des Home-Video-Marktes
1977:
Erste VHS
Kassetten
1985:
Blockbuster
Video öffnet
1991:
MPEG als Digital
Video Standard
1997:
Erste DVDs
2003:
DVD überholt VHS
2005:
YouTube geht
online
2006:
Erste Blu-Rays
2010:
Blockbuster-
Stores
geschlossen
2007:
Apple TV-Launch
2013:
YouTube Stars,
Social Videos &
Google Chrome
Cast
2015:
Binge Watching
1998:
Tivo Launch
Ownership Experience Identification
1984:
Digital
Video
2012:
Mobile Video
4. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
Beschaffungs-
kosten
AngebotNachfrage nach
Neuerscheinungen
Die Netflix-Story (I/II)
DVD Ausleihe mit
Suchmaschine und
Queue geht online
Neues Preismodell
Abonnement
(Subscription Model)
Empfehlungssystem
Algorithmus für
individuelle
Produktempfehlungen
Ted Sarandos eingestellt
Lizenzvereinbarungen
mit großen Studios
Delivery Center Rollout,
Overnight und Same Day
Delivery
Red Envelope Entertainment,
Marktführerschaft für
Independent Filme
Online Streaming
1997 2000 2007
LieferzeitNachfrage nach
vergiffenen
Empfehlungen
Nachteile durch
Versandmodell
Video-On-Demand
40 $
Säumnisgebühr
1.0
5. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
DisclaimerDie Netflix-Story (II/II)
2007 2013 2017
Technologie
Partnerschaft u.a. mit Xbox
360, TV set-top boxes, PS3
Eigenproduktion
Unabhängigkeit, Erfolg
manifestiert sich in
zahlreichen Emmy-
Nominierungen und
Auszeichnungen
Internationalisierung
Ausweitung des Angebots
außerhalb der USA (aktuell
in 60 Ländern verfügbar)
Neues
Konsumverhalten
Netflix Merchandise
Open Source Projekt
Netflix Hack Day
NETFLIX WELTWEIT
Ziel: Nur noch ein “TV-
Sender” weltweit!
6. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
6
Was ist ein Geschäftsmodell?
St. Gallen Magic Triangle
Wert?
Was?
Wie?
Wer?
Nutzen-
versprechen
Ertrags-
mechanik
Wertschöpfungs-
kette
Wie wird Ertrag generiert?
• Logik des erzielten
Profits
• Verbindung Kosten- und
Umsatzstruktur
• Schaffung von Wert für
alle Seiten
Wie wird die Leistung
erstellt?
• Wertaktivitäten
• Optimierungspotenzial
• Einbezug von Partnern
Welchen Nutzen bieten wir unseren
Kunden?
• Welche Probleme müssen gelöst
werden?
• Welchen Wert erhält der Kunde?
Welchen nimmt er wahr?
• Welchen Produktmix biete ich an?
• Welche Eigenschaften verknüpft der
Kunde mit dem Produkt?
Wer ist unsere Zielgruppe?
• Bedürfnisse
• Lebenssituation
• Zahlungsbereitschaft
• Wertvorstellungen
Gassmann, Frankenberger, Csik: The St. Gallen Business Model Navigator (2015)
7. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
Was ist ein Geschäftsmodell?
St. Gallen Magic Triangle | Wert
Wer zahlt für den
Wert?
Welche
Umsatzquellen sollen
Verfolgt werden?
Angemessenen Preis
für den Wert finden
Welcher Wert soll
angeboten werden?
Rahmenwerk um
Gewinne zu
generieren
Ertragsmechanik
(Revenue Model)
Wert?
8. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
Was ist ein Geschäftsmodell?
St. Gallen Magic Triangle | Was
Imagefaktoren &
besondere
Beziehungen
Welchen Nutzen
erhält der Kunde?
Welche
Kundenbedürfnisse
werden erfüllt?
Welche
Kundenprobleme
werden gelöst?
Kundenwert schaffen
Nutzenversprechen
(Value Proposition)
Was?
9. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
Was ist ein Geschäftsmodell?
St. Gallen Magic Triangle | Wie
Analyse von
Wertschöpfungs-
aktivitäten
Geordnete Reihung
von Tätigkeiten
Logische Abfolge von
abgrenzbaren
Abläufen
Entscheidungs-Tool
Trennung von
nützlichen und
unnützen Aktivitäten
Wertschöpfungskette
(Value Chain)
Wie?
10. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
Was ist ein Geschäftsmodell?
Wertschöpfungskette
10
Porter: Wettbewerbsvorteile (1986)
Wie?
11. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
11
Was ist ein Geschäftsmodell?
Business Model Canvas
Osterwalder, Pigneur: Business Model Generation – A Handbook for Visionaries, Game Changers, and Challengers (2010)
12. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
Cost Structure
12
Was ist ein Geschäftsmodell?
Business Model Canvas für Netflix
Key Partners Key Activities Value
Proposition
Customer
Relationship
Customer
Segments
Revenue Streams
ChannelsKey Resources
Content
licensing
Original
content
production
Virtual
Content
Original
Licensed
13. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
Was ist ein Geschäftsmodell?
USPs durch Kombination von Geschäftsmodellen
Landlord All-You-Can-Eat
großer Vorrat eigener Ressourcen
Ausleihe für bestimmte Zeit
Beispiel: Autovermietung
Kunde erhält unbegrenzten Zugang
Insb. Preissensible und „high volume“-Kunden
Ursprung: Gastronomie
Subscription Long -Tail
Kunde zahlt regelmäßig für Abonnement
Kunde erhält Zugang zum Produkt
Beispiel: Zeitungsabonnement
Nutzen der marginalen Kosten für die
Bereitstellung und Verwaltung virtueller Güter
Fokus auf Nischenprodukte (C-Produkte)
V A L U E – C O N V E N I E N C E – S E L E C T I O N
14. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
14
Bewertung von Geschäftsmodellen
Business Modell Evaluation
Ex-ante Ex-post
KennzahlenbasiertKennzahlenbasiertQualitativ
St. Gallen
Business Modell
Navigator
St. Gallen
Magic Triangle
Osterwalder’s
Building Blocks
Hamel’s 4
Performance
Indicators
NICE-
Framework
(Amit & Zott)
Potenzielle Kundenzahl
Potenzielle
Konkurrenten
Potenzieller Revenue
Amortisationsrechnung
Kosten-Nutzen-Analyse
Business-Case
Berechnung
Kunden- und
Zuliefererfeedback
Marken-
assoziationen
Marktstellung
SWOT-Analyse/
Interne Analyse
Porter’s Five Forces
Customer-Lifecycle
Revenue
Marktdurchdringung
Wachstum
Copy-Rate
Qualitativ
15. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
15
Bewertung von Geschäftsmodellen
Business Modell Evaluation
Ex-ante Ex-post
KennzahlenbasiertKennzahlenbasiertQualitativ
St. Gallen
Business Modell
Navigator
St. Gallen
Magic Triangle
Osterwalder’s
Building Blocks
Hamel’s 4
Performance
Indicators
NICE-
Framework
(Amit & Zott)
Potenzielle Kundenzahl
Potenzielle
Konkurrenten
Potenzieller Revenue
Amortisationsrechnung
Kosten-Nutzen-Analyse
Business-Case
Berechnung
Kunden- und
Zuliefererfeedback
Marken-
assoziationen
Marktstellung
SWOT-Analyse/
Interne Analyse
Porter’s Five Forces
Customer-Lifecycle
Revenue
Marktdurchdringung
Wachstum
Copy-Rate
Qualitativ
Gassmann, Frankenberger, Csik: The St. Gallen Business Model Navigator (2015)
Gassmann, Frankenberger, Csik: The St. Gallen Business Model Navigator (2015)
Osterwalder, Pigneur: Business Model Generation – A Handbook for Visionaries, Game
Changers, and Challengers (2010)
Hamel: The Future of Management (2007)
Amit, Zott: Business Model Design: An Activity System Perspective (2010)
16. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
16
Bewertung von Geschäftsmodellen
Ansätze zur qualitativen Bewertung Ex-ante
Gassmann, Frankenberger, Csik: The St. Gallen Business Model Navigator (2015)
Gassmann, Frankenberger, Csik: The St. Gallen Business Model Navigator (2015)
Osterwalder, Pigneur: Business Model Generation – A Handbook for
Visionaries, Game Changers, and Challengers (2010)
Hamel: The Future of Management (2007)
Amit, Zott: Business Model Design: An Activity System Perspective (2010)
17. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
17
Bewertung von Geschäftsmodellen
Home-Video-Markt im Vergleich
What Who Revenue How
2.0
3.0
1.0
Streaming
Streaming
/eigene Inhalte
Videoverleih Filmkonsumenten
Versand
Filiale
Filmliebhaber
Film/Serienliebhaber
SVod
Preis/Film
Algorithmen
Streaming/DTO
Eigenproduktion
Musik/Filme/VersandAmazonkunden
TVod
18. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
18
Bewertung von Geschäftsmodellen
Vergleich Ex-post: TVod vs. SVod
TVod SVod
Transactional video on demand Subscription based video on demand
Umsatz 2016
(in Millionen - USD)
User penetration in 2016
durchschn. Umsatz
Pro Nutzer
Umsatz im größten
Markt (US, in Mio. USD, 2016)
3882,7
6.59%
15,07 USD
2078,2
10611,8
4.55%
59,64 USD
5,358.8
Anbieter iTunes, Google Play... Netflix, Amazon Prime...
19. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
19
Bewertung von Geschäftsmodellen
Sind Geschäftsmodelle vergleichbar?
Grundsätzlich gilt:
Verschiedene
Möglichkeiten der
Geschäftsmodell-
bewertung
Ex-ante
Ex-post
• Nicht objektiv messbar
über soft facts
• Hard Facts selten
vorhanden
• Möglich
• Schnittmengen zum
strategischen Management
Anpassungsfähige
Geschäftsmodelle
haben größere
Chancen
langfristig im
Markt zu bestehen
als statische.
Theorie Methodik Empirie
20. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
20
Quellen
"Die Wertschöpfungskette." (n.d.): n. pag. Homepages.
Web. 17 Jan. 2016.
https://homepages.fhv.at/wf/Tool/Toolbar/MP.pdf.
Epstein, Eli. "The Evolution of Video, from Technicolor
to Streaming to 4K." Mashable. N.p., n.d. Web. 17
Jan. 2016. http://mashable.com/2015/01/09/ces-
tech-video/#pAvY2Vyf8kqz.
"Four Paths to Business Model Innovation." Harvard
Business Review. N.p., 01 July 2014. 17 Jan. 2016.
https://hbr.org/2014/07/four-paths-to-business-
model-innovation
Grassmann, Oliver, Frankenberger, Karolin, and
Michaela Csik. Geschäftsmodelle Entwickeln: 55
Innovative Konzepte Mit Dem St. Galler Business
Model Navigator. By Oliver Grassmann. N.p.: Carl
Hanser Verlag GmbH & KG, 2013. N. pag. Print.
Gassmann, Oliver. "The St. Gallen Business Model
Navigator." BMI Lab (n.d.): 1-2. Web. 17 Jan. 2016.
http://www.bmi-
lab.ch/fileadmin/images/home/The_St.Gallen_Busine
ss_Model_Navigator.pdf.
Hamel, Gary. The Future of Management. N.p.:
Harvard Business School, 2007. Print.
Horton, Graham. "Kompaktwissen Ideenbewertung."
Impulse Für Innovation. WordPress, n.d. Web. 17 Jan.
2016.
http://www.zephram.de/blog/ideenbewertung/komp
aktwissen-ideenbewertung/.
"How to Assess the Quality of Your Business Model."
Cleverism. N.p., 31 Mar. 2015. Web. 17 Jan. 2016.
http://www.cleverism.com/how-to-assess-quality-of-
business-model/.
Johnson, Mark W., Clayton M. Christensen, and
Henning Kagermann. "Reinventing Your Business
Model." Harvard Business Review (2008): 51-60.
Netflix Business Model Innovation Case 2014. Dir.
Ernesto Suzán Reed. Vimeo. Vimeo, 2014. Web. 17
Jan. 2016. https://vimeo.com/138473445.
21. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
21
Quellen
Noren, Eric. "Digital Business Models: Analysis of the
Netflix Business Model." Digital Business Models:
Analysis of the Netflix Business Model. N.p., 21 Jan.
2013. Web. 17. Jan.
2016.http://www.digitalbusinessmodelguru.com/2013
/01/analysis-of-netflix-business-model.html.
Osterwalder, Alexander, and Yves Pigneur. Business
Model Generation: A Handbook for Visionaries, Game
Changers, and Challengers. Hoboken, NJ: Wiley, 2010.
Print.
Osterwalder, Alexander. "7 Questions to Assess Your
Business Model Design." Business Model Alchemist.
Business Model Alchemist, 14 Sept. 2011. Web. 17 Jan.
2016.
http://businessmodelalchemist.com/blog/2011/09/7-
questions-to-assess-your-business-model-design.html.
Ovans, Andrea. "What Is a Business Model?" Harvard
Business Review. N.p., 23 Jan. 2015. Web. 17. Jan.
2016.https://hbr.org/2015/01/what-is-a-business-
model.
Shih, Willy, Stephen Kaufman, and David Spinola.
"Netflix." Harvard Business School (2009): 1-15. Print.
"SVoD - Worldwide | Statista Market Forecast."
Statista. Statista, n.d. Web. 17 Jan. 2016.
<http://www.statista.com/outlook/206/100/svod/wor
ldwide>.
"TVoD - Worldwide | Statista Market Forecast."
Statista. Statista, n.d. Web. 17 Jan. 2016.
http://www.statista.com/outlook/205/100/tvod/worl
dwide#.
"Value Chain & Business Model." Mastering the Art of
Business Planning. N.p., n.d. Web. 17. Jan.
2016.http://www.business-planning-for-
managers.com/cheese/spices-2/value-chain-business-
mode/.
Zott, Christoph, and Raphael Amit. "Business Model
Design: An Activity System Perspective." Elsevier Ltd.
(2009): n. pag. 2009. Web. 17 Jan. 2016.
https://mgmt.wharton.upenn.edu/files/?whdmsaction
=public:main.file&fileID=4009.
22. 20.01.2016
Innovationsmanagement: Business Model Innovation at Netflix
WiSo-Fakultät | Uni Potsdam
Disclaimer
22
Bildquellen
https://canew.global.ssl.fastly.net/files/cache/news/Netflix_socks_via_Twit
ter_large.jpg
http://www.vccp.com/wp-content/uploads/sites/1/2015/09/cui-1.jpg
http://blog.sharperimage.com/wp-content/uploads/2013/02/WD-TV-
Play_1.png
www.netflix.com/browse
http://si.wsj.net/public/resources/images/MK-
CJ650_EUROFL_G_20140128174504.jpg
https://www.studienscheiss.de/wp-
content/uploads/2016/01/Studienscheiss_Fun_Studium-und-Netflix-unter-
einen-Hut-300x300.jpg
http://blog.bosch-si.com/wp-content/uploads/2013/11/Magic_Triangle-
527x350.png
http://icdn4.digitaltrends.com/image/netflix-3-1500x1000.jpg
Antwort auf: How and why did Netflix innovate its Business Model?
Mythos zur Entstehung der Geschäftsidee: R. hastings findet Film im Schrank und muss horrende Säumnisgebürhen von 40$ zahlen gründet eigenes Unternehmen, das DVDs über eine Website verleiht. Auf der Website gibt es eine Suchmaschine und die sog. Queue, Warteschlange noch zu schauender Filme
Netflix setzt anfangs auf neue Technologie DVD Erfolg auch durch schnelle Adaption dieser.
Value Propositions: Watch all movies u want for a flat fee
Danach aus Problemen Chancen gemacht
- Nachteile des Versandmodells durch zeitlich unlimitierte Ausleihe mitigiert
hoher Nachfrage nach Neuerscheinungen(top listings) wird mit einem Empfehlungssystem begegnet, das unbekanntere Produktionen bewirbt
Nachfrage nach vergriffenen Empfehlungen, Verbesserung des Algorithmus (Individuelle Empfehlungen)
Beschaffungskosten konnten gesenkt werden duch Lizenzvereinbarungen, die der 2000 eingestellteTed Sarandos mit den großen Studios aushandelte
Lieferzeit massiv verbessert durch Bau neuer Verteilungszentren (zusätzliche Abonnements: 2003 zum ersten Mal profitabel) und Etablierung der Overnight Delivery
2007: 44 center mit 90% der Filme, die am gleichen Tag geliefert wurden
Angebot weiter ausgebaut (Absetzen von Wettbewerbern) offizielle Liznzverträge mit Produzenten der Branche
Tochterfirma Red Envelope Entertainment besondere Differenzierung als Marktführer für Independent Produktionen
Bsp Case: Hotel Rwanda war zeitweise der 4.meistgesehene Film bei Netflix, Bestärkung zum Independent Fokus
- Video on Demand: Online Streaming wird als neuer Service angeboten, zusätzlich: mehr Wege Filme zu schauen (Tablet, Smartphone), freundlicher Service
Technologieproblem: Man konnte noch nicht auf Fernsehern streamen (nur PC und Laptop), deshalb Partnerschaft mit Consumer Electronics Firmen Xbox 360, Blu-ray disc players and TV set-top boxes, PS3, Internet connected TVs and other Internet connected devices, Apple Produkten etc
Ausweitung des Angebots --> Internationalisierung
Netflix bietet Service in weiteren Märkten an. Ankündigung auf CES: 130 neue Märkte in 2016, aktuell in 60 Ländern verfügbar
2013: Treiber Eigenproduktion: Sehr Erfolgreich, seitdem Emmy Nominierungen und Preise für eigene Serien wie House of Cards, Walking Dead, Orange is the New Black
1998 Online Movie Rental vs. 2013 Internet TV Network
Heute: neues Konsumverhalten
Netflix Merch (nicht von Netlfix selbst verkauft, sondern Open Source DIY Projekte mit “Bastelanleitung”, z.B. Button der Bildschirm einschaltet, Licht dimmt, Lieblingspizza bestellt
Netflix Hack Day, einmal im Jahr, CODES für Pärchen
Eine mögliche Definition:
„Das Business Model eines Unternehmens dient als Grundlogik für dieses Unternehmen und zeigt wie der Nutzen dieses Unternehmens an den Kunden oder an die beliebigen Partner weiter gegeben werden kann. Ein Business Model beantwortet auch die Frage wie der Nutzen in der Form von Umsatz an das Unternehmen zurückfließt
Diese Darstellung von der Universität in St. Gallen bietet eine Möglichkeit wie man die Struktur eines Business Models beschreiben kann. Durch die Reduktion auf die 4 Konzepte macht es die Darstellung einfach und gibt dennoch einen guten Überblick von dem Aufbau eines Business Modells.
Business Modell Innovation verändert mindestens 2 Aspekte -> Was, Wert, Wer oder Wie...
Quellen:
"Four Paths to Business Model Innovation." Harvard Business Review. N.p., 01 July 2014. <https://hbr.org/2014/07/four-paths-to-business-model-innovation>
Gassmann, Oliver. "The St. Gallen Business Model Navigator." BMI Lab (n.d.): 1-2. Web. <http://www.bmi-lab.ch/fileadmin/images/home/The_St.Gallen_Business_Model_Navigator.pdf>.
Ovans, Andrea. "What Is a Business Model?" Harvard Business Review. N.p., 23 Jan. 2015. Web. <https://hbr.org/2015/01/what-is-a-business-model>.
http://blog.bosch-si.com/wp-content/uploads/2013/11/Magic_Triangle-527x350.png
Interessant, von welcher Seite man kommt.
-Wie wird Wert erzieht? Wert= Ein Wert aus einem Produkt für einen Kunden
-Hauptfrage die sich ein Unternehmen stellen sollte: Welche Logik steckt hinter dem erzielten Profit? Wie kann der Wert einen Umsatz erzielen?
-Eine Art Blueprint für das Unternehmen, das Definiert wie das Unternehmen einen Wert für sich selber kreieren kann und gleichzeitig dem Kunden einen Wert schafft.
-Verbindet Aspekte wie die Kosten Struktur und den Umsatz Mechanismus
-Antwort auf die zentrale Frage jedes Unternehmens: Wie kann das Unternehmen einen Umsatz erzielen?
-Wie man den Umsatz innerhalb des Revenue Models errechnet: Preis x Volumen
Quellen:
Johnson, Mark W., Clayton M. Christensen, and Henning Kagermann. "Reinventing Your Business Model." Harvard Business Review (2008): 51-60.
Gassmann, Oliver. "The St. Gallen Business Model Navigator." BMI Lab (n.d.): 1-2. Web. <http://www.bmi-lab.ch/fileadmin/images/home/The_St.Gallen_Business_Model_Navigator.pdf>.
-Was bieten wir den Kunden an?
-Hauptfrage die sich ein Unternehmen stellen soll: Welchen Wert nimmt der adressierte Kunde wahr? Und welchen Wert erhält der Kunden durch das gegebene Geschäftsmodel bzw. durch das Produkt?
-Spezieller Mix aus Preis, Produkt und Dienstleistung
-Was wird dem Konsumenten angeboten
-Ein Bündel von Produkten bzw. Dienstleistungen die ein Unternehmen anbietet worauf Konsumenten Wert legen
-Imagefaktoren des Unternehmens ggü. dem Kunden und besondere Beziehungen spielen eine Rolle
Quellen:
Johnson, Mark W., Clayton M. Christensen, and Henning Kagermann. "Reinventing Your Business Model." Harvard Business Review (2008): 51-60.
Gassmann, Oliver. "The St. Gallen Business Model Navigator." BMI Lab (n.d.): 1-2. Web. <http://www.bmi-lab.ch/fileadmin/images/home/The_St.Gallen_Business_Model_Navigator.pdf>.
Wie stellen wir die Leistung her?
Die Wertschöpfungskette stellt die Stufen der Produktion als eine geordnete Reihung von Tätigkeiten dar. Diese Tätigkeiten schaffen Werte, verbrauchen Ressourcen und sind in Prozessen miteinander verbunden. Siehe Diagramm von Porter
-Die Wertkette setzt sich aus den einzelnen Wertaktivitäten zusammen. Wertaktivitäten sind Tätigkeiten, die zur Herstellung eines Produktes oder einer Dienstleistung erbracht werden.
-Am Anfang einer Wertschöpfungskette identifiziert das Unternehmen jeden einzelnen Schritt seines Produktionsprozesses. Hier werden unnötige Schritte ausgelassen und Verbesserungen vorgenommen -Reihenfolge von Aktivitäten die einen bestimmten Wert an jeder stelle kreieren
-Die Wertschöpfungskette separiert nutzvolle Aktivitäten von unnützen Aktivitäten um den optimalen Gewinn zu erzielen
--Wertgröße= Produkt
Quellen:
"Die Wertschöpfungskette." (n.d.): n. pag. Hompages. Web. <https://homepages.fhv.at/wf/Tool/Toolbar/MP.pdf>
Gassmann, Oliver. "The St. Gallen Business Model Navigator." BMI Lab (n.d.): 1-2. Web. <http://www.bmi-lab.ch/fileadmin/images/home/The_St.Gallen_Business_Model_Navigator.pdf>.
"Value Chain & Business Model." Mastering the Art of Business Planning. N.p., n.d. Web. <http://www.business-planning-for-managers.com/cheese/spices-2/value-chain-business-mode/>.
Die Wertschöpfungskette analysiert Wertschöpfungsaktivitäten. Es gibt primäre und unterstützende Aktivitäten. Hierdurch kann man Wettbewerbsvorteile ergattern und die Unternehmensinternen Prozesse gestalten.
Ziele: Hohe Umsätze und geringer Kosteneinsatz
Primäraktivitäten: Tätigkeiten, die einen direkten wertschöpfenden Beitrag zur Erstellung eines Produktes oder einer Dienstleistung liefern.
Unterstützungsaktivitäten: Tätigkeiten, die für die Ausübung der primären Aktivitäten die notwendige Voraussetzung sind. Sie liefern somit einen indirekten Beitrag zur Erstellung eines Produktes oder einer Dienstleistung.
http://www.fructus-gmbh.de/wp-content/uploads/2010/06/Wertkette_Porter1029_2.jpg
In der Business Model Canvas von Alexander Osterwalder werden 9 Aspekte eines Unternehmens abgefragt bzw. abgedeckt. Diese Aspekte schaffen einen Fokus auf die Haupt Attribute eines Unternehmens.
Noren, Eric. "Digital Business Models: Analysis of the Netflix Business Model." Digital Business Models: Analysis of the Netflix Business Model. N.p., 21 Jan. 2013. Web. <http://www.digitalbusinessmodelguru.com/2013/01/analysis-of-netflix-business-model.html>.
Antwort auf: Is Netflix’ Business Model a really new one or does it have components from other industries?
Ist das Geschätsmodell von Netflix nun neu oder besteht es auf Komponenten anderer Industrien?
Zunächst klassischer Anbieter nach Landlord-Modell
- Großer Ressourcen Vorrat
- Begrenzung der Zeit bei Ausleihe
Beispiel: Autovermietung
Nachteile:
+Kunde muss den Weg zur Videothek auf sich nehmen
+ Säumnisgebühren
Netlfix Lösung: Versand nach Hause, später VOD und Verzicht auf Säumnisgebühren
Subscription
Abonnement bietet für Netflix den Vorteil eines konstanten Cash Flows; für Kunden geringen monatlichen Preis
Bietet Monat für Monat dasselbe Produkt für den gleichen monatlichen Festpreis (Bsp. Zeitung)
All-you-can-eat
Kunde hat unbegrenzten Zugang zum Produkt
Rücksicht auf preissensible und high volume Kunden
Urpsrung: Gastronomie
Long-Tail
Nutzung des Vorteils virtueller Güter: marginale Kosten für Bereitstellung und Verwaltung “Long-tail” kann kostengünstig und mit geringen zusätzlichen Aufwand angeboten werden
Fokus Nischenprodukt
ABC-Analyse (C-Produkte)
Beispiel außer Netflix selbst: iTunes Store
Netflix konzentriert sich auf die Nutzung des Internets für das Geschäftsmodell und verschafft sich hiermit letztendlich einen Wettbewerbsvorteil
Zusätzlich von DVD-Technologie profitiert
Die selbst gegebene Value Proposition von Netflix beinhaltet: VALUE CONVENIENCE SELECTION
Alles entlang der frühen Vision von Reed Hastings das BESTE HEIMKINO-ERLEBNIS für Kunden zu ermöglichen!
Das Geschäftsmodell ist nicht neu per se, sondern durch seine Kombination von Landlord, All you can eat, subscription und Long-Tail Modell eine Geschäftsmodell-Innovation!!
http://www.cleverism.com/how-to-assess-quality-of-business-model/
Osterwalder, A., & Pigneur, Y. (2010). Business
Model Generation: A Handbook for Visionaries,
Game Changers, and Challengers. Hoboken, NJ:
John Wiley & Sons
http://www.amazon.de/Gesch%C3%A4ftsmodelle-entwickeln-innovative-Konzepte-Navigator/dp/3446435670/ref=sr_1_1?ie=UTF8&qid=1369927271&sr=8-1&keywords=gassmann
Gassmann, Frankenberger, Csik: The St. Gallen Business Model Navigator (2015)
http://www.zephram.de/blog/ideenbewertung/kompaktwissen-ideenbewertung/
http://www.amazon.com/Future-Management-Gary-Hamel/dp/1422102505
The Future of Management (2007)
https://mgmt.wharton.upenn.edu/files/?whdmsaction=public:main.file&fileID=4009
Amit, Zott: Business Model Design: An Activity System Perspective (2010)
http://businessmodelalchemist.com/blog/2011/09/7-questions-to-assess-your-business-model-design.html