Warby Parker disrupted the eyewear industry by offering affordable, high-quality glasses through an online platform. Traditional retailers marked up prices significantly, limiting selection and requiring multiple store visits. Frustrated by these issues, Warby Parker simplified the purchasing process by allowing customers to "try before you buy" and eliminating brick-and-mortar stores, improving accessibility. By reimagining distribution and customer interactions, businesses can challenge industry norms.
تواصل_تطوير
المحاضرة رقم 189
المهندس / محمد العربي
بعنوان
"Digital Disruption Act- From
Value Chains to Value Networks"
يوم السبت 07 يناير 2023
السابعة مساء توقيت القاهرة
الثامنة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZIvf-6oqTgsH9Dp3m-SA9-UvVdmBgjmwEYx
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
This document introduces the St. Gallen Business Model Navigator methodology for innovating business models. It discusses how most companies fail to adapt their business models to changing environments, using examples like Kodak. The methodology is based on the idea that most new business models recombinate existing ideas and concepts.
It describes a 4-dimensional framework for analyzing business models involving the customer, value proposition, activities/resources, and financial model. The methodology involves 3 steps: 1) Analyzing the current business model 2) Generating new ideas by recombining 55 identified business model patterns 3) Evaluating and selecting new business model concepts. The methodology was tested successfully with several large companies and aims to help firms innovate their business models
The document discusses comparing the business models of Skype and traditional telecommunications companies (telcos). It summarizes Skype's business model using the Business Model Ontology, which identifies nine elements including value proposition, customer segments, and revenue streams. It then compares Skype and telcos' business models, finding key differences in their value propositions, target customers, and core capabilities. The document also describes a Delphi study examining the disruption phases Skype caused to the telecom industry.
This webinar discussed developing new business models to address changing market landscapes. It introduced the business model lifecycle and explained that organizations can transform their business models to jump to new lifecycle curves. Various business model frameworks and patterns were presented, including the Business Model Canvas. The webinar emphasized validating new business models through experiments to test desirability, feasibility, and viability before full execution. Examples of business model transformations were provided.
This document provides an overview of the St. Gallen Business Model Navigator methodology for innovating business models. It discusses how most new business models are recombinations of existing ideas and components, and that innovating a business model is challenging due to mental barriers around existing industry logic.
The methodology is a 3-step process: 1) Initiate by analyzing the current business model and opportunities/threats, 2) Ideate using "pattern cards" representing 55 existing successful business model patterns to spur new ideas, 3) Implement the most promising ideas. The methodology was developed based on research of 250 business models and applied successfully in workshops with various companies.
Companies are increasingly launching to learn. Companies such as GE are increasingly prototyping products in order to test them in the marketplace. AirBNB and Uber completely changed their business models after they launched based on consumer reception. This model of beta testing, popularized by companies like Microsoft and Google, is becoming the new norm in consumer products and services. Nicholas discusses how your company or your startup can learn from these organizations, and bring products to market more rapidly and constructively.
That is a PPT presentation used for a lesson about the Business Model Innovation.
The class was held in December 2014 as a part of the larger course "General Management" at the University of Rome Tor Vergata.
Main contents are: business modeling, business model innovation, blue ocean strategy, BMI as a set od key decision.
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
تواصل_تطوير
المحاضرة رقم 189
المهندس / محمد العربي
بعنوان
"Digital Disruption Act- From
Value Chains to Value Networks"
يوم السبت 07 يناير 2023
السابعة مساء توقيت القاهرة
الثامنة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZIvf-6oqTgsH9Dp3m-SA9-UvVdmBgjmwEYx
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
This document introduces the St. Gallen Business Model Navigator methodology for innovating business models. It discusses how most companies fail to adapt their business models to changing environments, using examples like Kodak. The methodology is based on the idea that most new business models recombinate existing ideas and concepts.
It describes a 4-dimensional framework for analyzing business models involving the customer, value proposition, activities/resources, and financial model. The methodology involves 3 steps: 1) Analyzing the current business model 2) Generating new ideas by recombining 55 identified business model patterns 3) Evaluating and selecting new business model concepts. The methodology was tested successfully with several large companies and aims to help firms innovate their business models
The document discusses comparing the business models of Skype and traditional telecommunications companies (telcos). It summarizes Skype's business model using the Business Model Ontology, which identifies nine elements including value proposition, customer segments, and revenue streams. It then compares Skype and telcos' business models, finding key differences in their value propositions, target customers, and core capabilities. The document also describes a Delphi study examining the disruption phases Skype caused to the telecom industry.
This webinar discussed developing new business models to address changing market landscapes. It introduced the business model lifecycle and explained that organizations can transform their business models to jump to new lifecycle curves. Various business model frameworks and patterns were presented, including the Business Model Canvas. The webinar emphasized validating new business models through experiments to test desirability, feasibility, and viability before full execution. Examples of business model transformations were provided.
This document provides an overview of the St. Gallen Business Model Navigator methodology for innovating business models. It discusses how most new business models are recombinations of existing ideas and components, and that innovating a business model is challenging due to mental barriers around existing industry logic.
The methodology is a 3-step process: 1) Initiate by analyzing the current business model and opportunities/threats, 2) Ideate using "pattern cards" representing 55 existing successful business model patterns to spur new ideas, 3) Implement the most promising ideas. The methodology was developed based on research of 250 business models and applied successfully in workshops with various companies.
Companies are increasingly launching to learn. Companies such as GE are increasingly prototyping products in order to test them in the marketplace. AirBNB and Uber completely changed their business models after they launched based on consumer reception. This model of beta testing, popularized by companies like Microsoft and Google, is becoming the new norm in consumer products and services. Nicholas discusses how your company or your startup can learn from these organizations, and bring products to market more rapidly and constructively.
That is a PPT presentation used for a lesson about the Business Model Innovation.
The class was held in December 2014 as a part of the larger course "General Management" at the University of Rome Tor Vergata.
Main contents are: business modeling, business model innovation, blue ocean strategy, BMI as a set od key decision.
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
This document discusses value propositions and business models. It begins by discussing how to position offers in cluttered markets and the importance of determining a clear value proposition. It then provides examples of value propositions from various companies. The document also discusses different business model types, including those based on partnerships, outsourcing, and various pricing strategies. It compares the business models of Microsoft, which focuses on software compatibility across platforms, to Apple, which focuses on vertical integration of both software and hardware.
OVERVIEW Business model innovation is often the key to capturing .docxhoney690131
OVERVIEW: Business model innovation is often the key to capturing value from innovation within corporations. Developing and implementing new business models in practice, however, is difficult and fraught with risk. This paper discusses a systematic approach to developing new business models and identifies concrete steps to reduce the risks associated with them. It draws on literature on elements of the process as well as experience developing and implementing new business models at Goodyear.
FEATURE ARTICLE
KEYWORDS: Business model innovation; Adoption risks; Co-innovation risks; Business model canvas
Business model innovation has gained increased attention over the last five years, driven in large part by the tremendous returns generated by companies that have developed new business models--Netflix, Dell, and the Apple iTunes store are the most frequently noted examples. The term itself, however, has been only vaguely defined. Keeley and coauthors (2013), for example, characterize business model innovation by the number of attributes of a business that are changed, while Osterwalder and Pigneur (2010) define a business model in terms of a completed canvas. The vagueness of these representations makes it hard to study (or even to discuss) the process of developing a successful business model to harvest value from innovation.
The concept of the business model is actually simple: the business model is the means by which a firm creates and sustains margins or growth. The business model, defined in this way, is inherently embedded in a firm's competitive environment: the ability to create margins and growth is dependent on what competitors are doing to create margins and growth for themselves. The business model is not simply the means by which a firm creates and captures customer value. Focusing on creating customer value without regard to competitive advantage will leave a firm vulnerable to both margin erosion and anemic growth. Because the competitive environment is forever changing, business models require constant vigilance; they must be adapted and strengthened over time as the competitive environment evolves.
Business model innovation, in this context, is any innovation that creates a new market or disrupts the competitive advantage of key competitors. Business model innovation is confused in many discussions with building new capabilities (for instance, a new channel). This may or may not be business model innovation: while business model innovation may require new capabilities, new capabilities will constitute business model innovation only when they significantly disrupt the competitive dynamics of an industry. A few common examples of business model innovation make this distinction clear:
* Dell: Dell disrupted the cost structure of the personal computer industry with its build-to-order model by eliminating the costs of retail outlets, which radically reduced working capital, enabled customization of orders, and (riding Moore's law) .
The document discusses several topics related to business models and strategy:
1. The objectives are to develop an understanding of business models and business model innovation, position business model innovation against linear rational processes, and complete a discussion of strategy through an ideas lens.
2. It revisits concepts like industry analysis, strategic group analysis, strategic planning, and environmental analysis through the lens of business models. Business models can better handle competitive complexity compared to traditional strategic tools.
3. Key elements of business models are discussed, including the revenue mechanism, cost structure, position in the value network, and competitive strategy. Critiques of business models and distinctions from traditional value chain analysis are also addressed.
Business models, business strategy and innovationJonh Honare
This document discusses business models and their importance. It makes three key points:
1) A business model describes how a company delivers value to customers, entices customers to pay for that value, and converts those payments to profit. It reflects management's hypothesis about customer needs and how the company can meet those needs and earn a profit.
2) Business models lack theoretical grounding in economics and business studies, which often assume markets will naturally support business activities. In reality, companies must design business models to address issues like capturing value from innovations.
3) Examples show how business model innovations, like Swift's centralized meat packing or Sea-Land's container shipping, can disrupt industries by creating new value propositions and
OVERVIEW Business model innovation is often the key to capturing .docxaman341480
OVERVIEW: Business model innovation is often the key to capturing value from innovation within corporations. Developing and implementing new business models in practice, however, is difficult and fraught with risk. This paper discusses a systematic approach to developing new business models and identifies concrete steps to reduce the risks associated with them. It draws on literature on elements of the process as well as experience developing and implementing new business models at Goodyear.
FEATURE ARTICLE
A systematic approach to business model innovation can help capture value and reduce risks
KEYWORDS: Business model innovation; Adoption risks; Co-innovation risks; Business model canvas
Business model innovation has gained increased attention over the last five years, driven in large part by the tremendous returns generated by companies that have developed new business models--Netflix, Dell, and the Apple iTunes store are the most frequently noted examples. The term itself, however, has been only vaguely defined. Keeley and coauthors (2013), for example, characterize business model innovation by the number of attributes of a business that are changed, while Osterwalder and Pigneur (2010) define a business model in terms of a completed canvas. The vagueness of these representations makes it hard to study (or even to discuss) the process of developing a successful business model to harvest value from innovation.
The concept of the business model is actually simple: the business model is the means by which a firm creates and sustains margins or growth. The business model, defined in this way, is inherently embedded in a firm's competitive environment: the ability to create margins and growth is dependent on what competitors are doing to create margins and growth for themselves. The business model is not simply the means by which a firm creates and captures customer value. Focusing on creating customer value without regard to competitive advantage will leave a firm vulnerable to both margin erosion and anemic growth. Because the competitive environment is forever changing, business models require constant vigilance; they must be adapted and strengthened over time as the competitive environment evolves.
Business model innovation, in this context, is any innovation that creates a new market or disrupts the competitive advantage of key competitors. Business model innovation is confused in many discussions with building new capabilities (for instance, a new channel). This may or may not be business model innovation: while business model innovation may require new capabilities, new capabilities will constitute business model innovation only when they significantly disrupt the competitive dynamics of an industry. A few common examples of business model innovation make this distinction clear:
* Dell: Dell disrupted the cost structure of the personal computer industry with its build-to-order model by eliminating the costs of retail outlets, which rad.
Business transformation trends and smart methodologyParticipium
The document discusses business transformation trends for 2020 and beyond, focusing on three dimensions: the business environment, time horizon, and key business themes. It examines the challenge of balancing exploration and exploitation through ambidexterity at both the leadership and organizational structure levels. The document also provides questions and considerations for organizations undergoing transformation to help scope needs, model approaches, activate plans, review progress, and tweak strategies over time.
This document discusses business models and their importance. It makes three key points:
1) A business model describes how a company delivers value to customers, entices customers to pay for that value, and converts those payments to profit. It reflects management's hypothesis about customer needs and how the company can meet those needs.
2) Business models lack theoretical grounding in economics and business studies. Economic theory assumes markets will naturally form and customers will pay for value, so business models are unnecessary. In reality, entrepreneurs must design business models to create and capture value.
3) Examples show how business model innovation has disrupted industries. Containerization transformed shipping. Southwest Airlines succeeded with a low-cost model unlike major carriers.
This document provides an instructor's manual for a chapter on e-commerce business models and concepts. It includes teaching objectives, key terms, a brief chapter outline, and suggestions for teaching the material. The objectives are to identify key components of e-commerce business models, describe major B2C and B2B models, and explain applicable business concepts and strategies. The outline previews case studies on Twitter's and Pandora's business models and sections on various models, raising capital, how e-commerce changes business, and a review. Teaching suggestions provide discussion questions for the cases and highlight important models, concepts, and how e-commerce can impact industries and firms.
InnovationOps - Delivering Innovation At Speed Peter Fossick
How InnovationOps can be used by organisations to transform their capacities to build and deliver new products and services that disrupt markets using researchops, designops and devops in an agile world that favours asymmetrical organisations.
Jim Heal and Mike Thomas led strategic alliance management teams for HP and Cisco respectively, to facilitate their companies' alliance. They now face challenges in expanding the alliance. Key challenges include developing a joint business plan allowing both companies to benefit without compromising creativity or products, and establishing a dedicated sales force to properly sell joint products. The incentive structure previously discouraged HP representatives from selling Cisco products, hurting sales. Heal and Thomas must address organizational and sales issues to strengthen the alliance.
The document provides an overview of business models and developing business plans. It discusses key elements of a business model like value proposition, market segment, revenue generation, costs and margins, competitors, and competitive advantage. It emphasizes the importance of validation, getting early customer feedback, and constantly learning and adjusting plans based on real-world testing rather than assumptions. The overall message is that a good business plan explains your solution in a clear, concise way and shows how all elements fit together logically to address a real customer need.
Business Model Innovation Workshop: Gent 2/2/2017Bryan Cassady
The document provides an introduction to business model innovation and the St. Gallen's business model innovation methods. It discusses objectives of introducing business model innovation and providing an easier way to get started. The agenda includes an introduction to the business model innovation methods from St. Gallen, working in groups to apply the methods to businesses, and discussing 7 keys to succeed step-by-step. It also profiles the presenters and discusses when customers typically ask for help with business model innovation.
Description of the Business Development Bank's BMI program and how it helps Canadian SMEs.
Presentation made at the Feb. 2019 Montreal Lean Startup Circle meetup.
This document provides an instructor's manual for a chapter on e-commerce business models and concepts. It includes teaching objectives, key terms, and an outline of chapter topics such as different e-commerce business models for B2C and B2B, how e-commerce changes business strategy and structure, and a case study on Pandora's "freemium" business model. The manual provides discussion questions and teaching suggestions for each topic.
This document provides an instructor's manual for a chapter on e-commerce business models and concepts. It includes teaching objectives, key terms, and an outline of chapter topics such as different e-commerce business models for B2C and B2B, how e-commerce changes business strategy and structure, and a case study on Pandora's "freemium" business model. The manual provides discussion questions and teaching suggestions for each topic.
ARTWORK Damián Ortega Controller of the Universe, 2007foun.docxfredharris32
ARTWORK Damián Ortega
Controller of the Universe, 2007
found tools and wire, 285 x 405 x 455 cm
Spotlight
100 Harvard Business Review January–February 2011
SPOTLIGHT ON BUSINESS MODEL INNOVATION
1568 JanFeb11 Casadesus-Masanell.indd 1001568 JanFeb11 Casadesus-Masanell.indd 100 12/3/10 3:52:19 PM12/3/10 3:52:19 PM
Joan E. Ricart ([email protected]
edu) is the Carl Schroder
Professor of Strategic Man-
agement and Economics
at IESE Business School in
Barcelona.
Ramon Casadesus-
Masanell ([email protected]
gmail.com) is an associate
professor at Harvard Busi-
ness School in Boston.
How to Design
A Winning
Business Model
Smart companies’ business models generate
cycles that, over time, make them operate
more eff ectively. by Ramon Casadesus-Masanell
and Joan E. Ricart
STRATEGY HAS been the primary building block of
competitiveness over the past three decades, but
in the future, the quest for sustainable advantage
may well begin with the business model. While the
convergence of information and communication
technologies in the 1990s resulted in a short-lived
fascination with business models, forces such as de-
regulation, technological change, globalization, and
sustainability have rekindled interest in the concept
today. Since 2006, the IBM Institute for Business
Value’s biannual Global CEO Study has reported that
senior executives across industries regard develop-
ing innovative business models as a major priority.
A 2009 follow-up study reveals that seven out of 10
companies are engaging in business-model innova-
tion, and an incredible 98% are modifying their busi-
ness models to some extent. Business model innova-
tion is undoubtedly here to stay.
That isn’t surprising. The pressure to crack open
markets in developing countries, particularly those
at the middle and bottom of the pyramid, is driving
a surge in business-model innovation. The economic
slowdown in the developed world is forcing compa-
nies to modify their business models or create new
ones. In addition, the rise of new technology-based
and low-cost rivals is threatening incumbents, re-
shaping industries, and redistributing profi ts. Indeed,
S
STRATEGY HAS been the primen the p
competitiveness over the pacompetitiveness over the
in the future, the quest for sin the future, the quest fo
may well begin with the businmay well begin with the b
convergence of informationconvergence of inform
technologies in the 1990s restechnologies in the 1990s
fascination with business mofascination with business mo
regulation, technological chanregulation, technological chan
sustainability have rekindled sustainability have rekindled
today. Since 2006, the IBM Itoday. Since 2006, the IBM I
Value’s biannual Global CEO Siannual Global CEO S
senior executives across induves across ind
ing innovative business modbusiness m
A 2009 follow-up study revea-up study
companies are engaging in bucompanies are eng
PH
O
TO
G
R
A
PH
Y:
S
TE
PH
EN
...
ARTWORK Damián Ortega Controller of the Universe, 2007foun.docxwraythallchan
ARTWORK Damián Ortega
Controller of the Universe, 2007
found tools and wire, 285 x 405 x 455 cm
Spotlight
100 Harvard Business Review January–February 2011
SPOTLIGHT ON BUSINESS MODEL INNOVATION
1568 JanFeb11 Casadesus-Masanell.indd 1001568 JanFeb11 Casadesus-Masanell.indd 100 12/3/10 3:52:19 PM12/3/10 3:52:19 PM
Joan E. Ricart ([email protected]
edu) is the Carl Schroder
Professor of Strategic Man-
agement and Economics
at IESE Business School in
Barcelona.
Ramon Casadesus-
Masanell ([email protected]
gmail.com) is an associate
professor at Harvard Busi-
ness School in Boston.
How to Design
A Winning
Business Model
Smart companies’ business models generate
cycles that, over time, make them operate
more eff ectively. by Ramon Casadesus-Masanell
and Joan E. Ricart
STRATEGY HAS been the primary building block of
competitiveness over the past three decades, but
in the future, the quest for sustainable advantage
may well begin with the business model. While the
convergence of information and communication
technologies in the 1990s resulted in a short-lived
fascination with business models, forces such as de-
regulation, technological change, globalization, and
sustainability have rekindled interest in the concept
today. Since 2006, the IBM Institute for Business
Value’s biannual Global CEO Study has reported that
senior executives across industries regard develop-
ing innovative business models as a major priority.
A 2009 follow-up study reveals that seven out of 10
companies are engaging in business-model innova-
tion, and an incredible 98% are modifying their busi-
ness models to some extent. Business model innova-
tion is undoubtedly here to stay.
That isn’t surprising. The pressure to crack open
markets in developing countries, particularly those
at the middle and bottom of the pyramid, is driving
a surge in business-model innovation. The economic
slowdown in the developed world is forcing compa-
nies to modify their business models or create new
ones. In addition, the rise of new technology-based
and low-cost rivals is threatening incumbents, re-
shaping industries, and redistributing profi ts. Indeed,
S
STRATEGY HAS been the primen the p
competitiveness over the pacompetitiveness over the
in the future, the quest for sin the future, the quest fo
may well begin with the businmay well begin with the b
convergence of informationconvergence of inform
technologies in the 1990s restechnologies in the 1990s
fascination with business mofascination with business mo
regulation, technological chanregulation, technological chan
sustainability have rekindled sustainability have rekindled
today. Since 2006, the IBM Itoday. Since 2006, the IBM I
Value’s biannual Global CEO Siannual Global CEO S
senior executives across induves across ind
ing innovative business modbusiness m
A 2009 follow-up study revea-up study
companies are engaging in bucompanies are eng
PH
O
TO
G
R
A
PH
Y:
S
TE
PH
EN
.
Business Model Schools of thought *UPDATED*Bruce Starcher
The document discusses the evolution of business model thinking over time. It describes several influential schools of thought on business models that emerged between 1995-2020. Each school made major contributions to understanding business models, but took different approaches. There is no single agreed upon definition or framework for business models. The Starcher Group leverages the strengths of various approaches to support clients with business model design and meaningful growth.
Joe O'Mahoney, lecturer in Management Consultancy at Cardiff University, talks to the Institute of Consultancy on how innovation can thrive in consultancy.
This document provides an analysis of business models for startups in Vietnam. It begins with an introduction that defines business models and strategies. It then presents three common business model frameworks: [1] product development models, [2] customer development models, and [3] the business model canvas. For each framework, examples are provided, including Windows Phone and Airbnb. The document concludes by proposing using lessons from Uber's business model, such as scaling the personalized customer experience and unit economics.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
This document discusses value propositions and business models. It begins by discussing how to position offers in cluttered markets and the importance of determining a clear value proposition. It then provides examples of value propositions from various companies. The document also discusses different business model types, including those based on partnerships, outsourcing, and various pricing strategies. It compares the business models of Microsoft, which focuses on software compatibility across platforms, to Apple, which focuses on vertical integration of both software and hardware.
OVERVIEW Business model innovation is often the key to capturing .docxhoney690131
OVERVIEW: Business model innovation is often the key to capturing value from innovation within corporations. Developing and implementing new business models in practice, however, is difficult and fraught with risk. This paper discusses a systematic approach to developing new business models and identifies concrete steps to reduce the risks associated with them. It draws on literature on elements of the process as well as experience developing and implementing new business models at Goodyear.
FEATURE ARTICLE
KEYWORDS: Business model innovation; Adoption risks; Co-innovation risks; Business model canvas
Business model innovation has gained increased attention over the last five years, driven in large part by the tremendous returns generated by companies that have developed new business models--Netflix, Dell, and the Apple iTunes store are the most frequently noted examples. The term itself, however, has been only vaguely defined. Keeley and coauthors (2013), for example, characterize business model innovation by the number of attributes of a business that are changed, while Osterwalder and Pigneur (2010) define a business model in terms of a completed canvas. The vagueness of these representations makes it hard to study (or even to discuss) the process of developing a successful business model to harvest value from innovation.
The concept of the business model is actually simple: the business model is the means by which a firm creates and sustains margins or growth. The business model, defined in this way, is inherently embedded in a firm's competitive environment: the ability to create margins and growth is dependent on what competitors are doing to create margins and growth for themselves. The business model is not simply the means by which a firm creates and captures customer value. Focusing on creating customer value without regard to competitive advantage will leave a firm vulnerable to both margin erosion and anemic growth. Because the competitive environment is forever changing, business models require constant vigilance; they must be adapted and strengthened over time as the competitive environment evolves.
Business model innovation, in this context, is any innovation that creates a new market or disrupts the competitive advantage of key competitors. Business model innovation is confused in many discussions with building new capabilities (for instance, a new channel). This may or may not be business model innovation: while business model innovation may require new capabilities, new capabilities will constitute business model innovation only when they significantly disrupt the competitive dynamics of an industry. A few common examples of business model innovation make this distinction clear:
* Dell: Dell disrupted the cost structure of the personal computer industry with its build-to-order model by eliminating the costs of retail outlets, which radically reduced working capital, enabled customization of orders, and (riding Moore's law) .
The document discusses several topics related to business models and strategy:
1. The objectives are to develop an understanding of business models and business model innovation, position business model innovation against linear rational processes, and complete a discussion of strategy through an ideas lens.
2. It revisits concepts like industry analysis, strategic group analysis, strategic planning, and environmental analysis through the lens of business models. Business models can better handle competitive complexity compared to traditional strategic tools.
3. Key elements of business models are discussed, including the revenue mechanism, cost structure, position in the value network, and competitive strategy. Critiques of business models and distinctions from traditional value chain analysis are also addressed.
Business models, business strategy and innovationJonh Honare
This document discusses business models and their importance. It makes three key points:
1) A business model describes how a company delivers value to customers, entices customers to pay for that value, and converts those payments to profit. It reflects management's hypothesis about customer needs and how the company can meet those needs and earn a profit.
2) Business models lack theoretical grounding in economics and business studies, which often assume markets will naturally support business activities. In reality, companies must design business models to address issues like capturing value from innovations.
3) Examples show how business model innovations, like Swift's centralized meat packing or Sea-Land's container shipping, can disrupt industries by creating new value propositions and
OVERVIEW Business model innovation is often the key to capturing .docxaman341480
OVERVIEW: Business model innovation is often the key to capturing value from innovation within corporations. Developing and implementing new business models in practice, however, is difficult and fraught with risk. This paper discusses a systematic approach to developing new business models and identifies concrete steps to reduce the risks associated with them. It draws on literature on elements of the process as well as experience developing and implementing new business models at Goodyear.
FEATURE ARTICLE
A systematic approach to business model innovation can help capture value and reduce risks
KEYWORDS: Business model innovation; Adoption risks; Co-innovation risks; Business model canvas
Business model innovation has gained increased attention over the last five years, driven in large part by the tremendous returns generated by companies that have developed new business models--Netflix, Dell, and the Apple iTunes store are the most frequently noted examples. The term itself, however, has been only vaguely defined. Keeley and coauthors (2013), for example, characterize business model innovation by the number of attributes of a business that are changed, while Osterwalder and Pigneur (2010) define a business model in terms of a completed canvas. The vagueness of these representations makes it hard to study (or even to discuss) the process of developing a successful business model to harvest value from innovation.
The concept of the business model is actually simple: the business model is the means by which a firm creates and sustains margins or growth. The business model, defined in this way, is inherently embedded in a firm's competitive environment: the ability to create margins and growth is dependent on what competitors are doing to create margins and growth for themselves. The business model is not simply the means by which a firm creates and captures customer value. Focusing on creating customer value without regard to competitive advantage will leave a firm vulnerable to both margin erosion and anemic growth. Because the competitive environment is forever changing, business models require constant vigilance; they must be adapted and strengthened over time as the competitive environment evolves.
Business model innovation, in this context, is any innovation that creates a new market or disrupts the competitive advantage of key competitors. Business model innovation is confused in many discussions with building new capabilities (for instance, a new channel). This may or may not be business model innovation: while business model innovation may require new capabilities, new capabilities will constitute business model innovation only when they significantly disrupt the competitive dynamics of an industry. A few common examples of business model innovation make this distinction clear:
* Dell: Dell disrupted the cost structure of the personal computer industry with its build-to-order model by eliminating the costs of retail outlets, which rad.
Business transformation trends and smart methodologyParticipium
The document discusses business transformation trends for 2020 and beyond, focusing on three dimensions: the business environment, time horizon, and key business themes. It examines the challenge of balancing exploration and exploitation through ambidexterity at both the leadership and organizational structure levels. The document also provides questions and considerations for organizations undergoing transformation to help scope needs, model approaches, activate plans, review progress, and tweak strategies over time.
This document discusses business models and their importance. It makes three key points:
1) A business model describes how a company delivers value to customers, entices customers to pay for that value, and converts those payments to profit. It reflects management's hypothesis about customer needs and how the company can meet those needs.
2) Business models lack theoretical grounding in economics and business studies. Economic theory assumes markets will naturally form and customers will pay for value, so business models are unnecessary. In reality, entrepreneurs must design business models to create and capture value.
3) Examples show how business model innovation has disrupted industries. Containerization transformed shipping. Southwest Airlines succeeded with a low-cost model unlike major carriers.
This document provides an instructor's manual for a chapter on e-commerce business models and concepts. It includes teaching objectives, key terms, a brief chapter outline, and suggestions for teaching the material. The objectives are to identify key components of e-commerce business models, describe major B2C and B2B models, and explain applicable business concepts and strategies. The outline previews case studies on Twitter's and Pandora's business models and sections on various models, raising capital, how e-commerce changes business, and a review. Teaching suggestions provide discussion questions for the cases and highlight important models, concepts, and how e-commerce can impact industries and firms.
InnovationOps - Delivering Innovation At Speed Peter Fossick
How InnovationOps can be used by organisations to transform their capacities to build and deliver new products and services that disrupt markets using researchops, designops and devops in an agile world that favours asymmetrical organisations.
Jim Heal and Mike Thomas led strategic alliance management teams for HP and Cisco respectively, to facilitate their companies' alliance. They now face challenges in expanding the alliance. Key challenges include developing a joint business plan allowing both companies to benefit without compromising creativity or products, and establishing a dedicated sales force to properly sell joint products. The incentive structure previously discouraged HP representatives from selling Cisco products, hurting sales. Heal and Thomas must address organizational and sales issues to strengthen the alliance.
The document provides an overview of business models and developing business plans. It discusses key elements of a business model like value proposition, market segment, revenue generation, costs and margins, competitors, and competitive advantage. It emphasizes the importance of validation, getting early customer feedback, and constantly learning and adjusting plans based on real-world testing rather than assumptions. The overall message is that a good business plan explains your solution in a clear, concise way and shows how all elements fit together logically to address a real customer need.
Business Model Innovation Workshop: Gent 2/2/2017Bryan Cassady
The document provides an introduction to business model innovation and the St. Gallen's business model innovation methods. It discusses objectives of introducing business model innovation and providing an easier way to get started. The agenda includes an introduction to the business model innovation methods from St. Gallen, working in groups to apply the methods to businesses, and discussing 7 keys to succeed step-by-step. It also profiles the presenters and discusses when customers typically ask for help with business model innovation.
Description of the Business Development Bank's BMI program and how it helps Canadian SMEs.
Presentation made at the Feb. 2019 Montreal Lean Startup Circle meetup.
This document provides an instructor's manual for a chapter on e-commerce business models and concepts. It includes teaching objectives, key terms, and an outline of chapter topics such as different e-commerce business models for B2C and B2B, how e-commerce changes business strategy and structure, and a case study on Pandora's "freemium" business model. The manual provides discussion questions and teaching suggestions for each topic.
This document provides an instructor's manual for a chapter on e-commerce business models and concepts. It includes teaching objectives, key terms, and an outline of chapter topics such as different e-commerce business models for B2C and B2B, how e-commerce changes business strategy and structure, and a case study on Pandora's "freemium" business model. The manual provides discussion questions and teaching suggestions for each topic.
ARTWORK Damián Ortega Controller of the Universe, 2007foun.docxfredharris32
ARTWORK Damián Ortega
Controller of the Universe, 2007
found tools and wire, 285 x 405 x 455 cm
Spotlight
100 Harvard Business Review January–February 2011
SPOTLIGHT ON BUSINESS MODEL INNOVATION
1568 JanFeb11 Casadesus-Masanell.indd 1001568 JanFeb11 Casadesus-Masanell.indd 100 12/3/10 3:52:19 PM12/3/10 3:52:19 PM
Joan E. Ricart ([email protected]
edu) is the Carl Schroder
Professor of Strategic Man-
agement and Economics
at IESE Business School in
Barcelona.
Ramon Casadesus-
Masanell ([email protected]
gmail.com) is an associate
professor at Harvard Busi-
ness School in Boston.
How to Design
A Winning
Business Model
Smart companies’ business models generate
cycles that, over time, make them operate
more eff ectively. by Ramon Casadesus-Masanell
and Joan E. Ricart
STRATEGY HAS been the primary building block of
competitiveness over the past three decades, but
in the future, the quest for sustainable advantage
may well begin with the business model. While the
convergence of information and communication
technologies in the 1990s resulted in a short-lived
fascination with business models, forces such as de-
regulation, technological change, globalization, and
sustainability have rekindled interest in the concept
today. Since 2006, the IBM Institute for Business
Value’s biannual Global CEO Study has reported that
senior executives across industries regard develop-
ing innovative business models as a major priority.
A 2009 follow-up study reveals that seven out of 10
companies are engaging in business-model innova-
tion, and an incredible 98% are modifying their busi-
ness models to some extent. Business model innova-
tion is undoubtedly here to stay.
That isn’t surprising. The pressure to crack open
markets in developing countries, particularly those
at the middle and bottom of the pyramid, is driving
a surge in business-model innovation. The economic
slowdown in the developed world is forcing compa-
nies to modify their business models or create new
ones. In addition, the rise of new technology-based
and low-cost rivals is threatening incumbents, re-
shaping industries, and redistributing profi ts. Indeed,
S
STRATEGY HAS been the primen the p
competitiveness over the pacompetitiveness over the
in the future, the quest for sin the future, the quest fo
may well begin with the businmay well begin with the b
convergence of informationconvergence of inform
technologies in the 1990s restechnologies in the 1990s
fascination with business mofascination with business mo
regulation, technological chanregulation, technological chan
sustainability have rekindled sustainability have rekindled
today. Since 2006, the IBM Itoday. Since 2006, the IBM I
Value’s biannual Global CEO Siannual Global CEO S
senior executives across induves across ind
ing innovative business modbusiness m
A 2009 follow-up study revea-up study
companies are engaging in bucompanies are eng
PH
O
TO
G
R
A
PH
Y:
S
TE
PH
EN
...
ARTWORK Damián Ortega Controller of the Universe, 2007foun.docxwraythallchan
ARTWORK Damián Ortega
Controller of the Universe, 2007
found tools and wire, 285 x 405 x 455 cm
Spotlight
100 Harvard Business Review January–February 2011
SPOTLIGHT ON BUSINESS MODEL INNOVATION
1568 JanFeb11 Casadesus-Masanell.indd 1001568 JanFeb11 Casadesus-Masanell.indd 100 12/3/10 3:52:19 PM12/3/10 3:52:19 PM
Joan E. Ricart ([email protected]
edu) is the Carl Schroder
Professor of Strategic Man-
agement and Economics
at IESE Business School in
Barcelona.
Ramon Casadesus-
Masanell ([email protected]
gmail.com) is an associate
professor at Harvard Busi-
ness School in Boston.
How to Design
A Winning
Business Model
Smart companies’ business models generate
cycles that, over time, make them operate
more eff ectively. by Ramon Casadesus-Masanell
and Joan E. Ricart
STRATEGY HAS been the primary building block of
competitiveness over the past three decades, but
in the future, the quest for sustainable advantage
may well begin with the business model. While the
convergence of information and communication
technologies in the 1990s resulted in a short-lived
fascination with business models, forces such as de-
regulation, technological change, globalization, and
sustainability have rekindled interest in the concept
today. Since 2006, the IBM Institute for Business
Value’s biannual Global CEO Study has reported that
senior executives across industries regard develop-
ing innovative business models as a major priority.
A 2009 follow-up study reveals that seven out of 10
companies are engaging in business-model innova-
tion, and an incredible 98% are modifying their busi-
ness models to some extent. Business model innova-
tion is undoubtedly here to stay.
That isn’t surprising. The pressure to crack open
markets in developing countries, particularly those
at the middle and bottom of the pyramid, is driving
a surge in business-model innovation. The economic
slowdown in the developed world is forcing compa-
nies to modify their business models or create new
ones. In addition, the rise of new technology-based
and low-cost rivals is threatening incumbents, re-
shaping industries, and redistributing profi ts. Indeed,
S
STRATEGY HAS been the primen the p
competitiveness over the pacompetitiveness over the
in the future, the quest for sin the future, the quest fo
may well begin with the businmay well begin with the b
convergence of informationconvergence of inform
technologies in the 1990s restechnologies in the 1990s
fascination with business mofascination with business mo
regulation, technological chanregulation, technological chan
sustainability have rekindled sustainability have rekindled
today. Since 2006, the IBM Itoday. Since 2006, the IBM I
Value’s biannual Global CEO Siannual Global CEO S
senior executives across induves across ind
ing innovative business modbusiness m
A 2009 follow-up study revea-up study
companies are engaging in bucompanies are eng
PH
O
TO
G
R
A
PH
Y:
S
TE
PH
EN
.
Business Model Schools of thought *UPDATED*Bruce Starcher
The document discusses the evolution of business model thinking over time. It describes several influential schools of thought on business models that emerged between 1995-2020. Each school made major contributions to understanding business models, but took different approaches. There is no single agreed upon definition or framework for business models. The Starcher Group leverages the strengths of various approaches to support clients with business model design and meaningful growth.
Joe O'Mahoney, lecturer in Management Consultancy at Cardiff University, talks to the Institute of Consultancy on how innovation can thrive in consultancy.
This document provides an analysis of business models for startups in Vietnam. It begins with an introduction that defines business models and strategies. It then presents three common business model frameworks: [1] product development models, [2] customer development models, and [3] the business model canvas. For each framework, examples are provided, including Windows Phone and Airbnb. The document concludes by proposing using lessons from Uber's business model, such as scaling the personalized customer experience and unit economics.
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and-mortar store, involving high-pressure sales tactics
and limited opportunities for trying on frames.
3. frustrated by the high cost of eyewear, students at
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through an online platform.
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7. 4P Innovation space
7
Tidd, Joe a John R. Bessant. Řízení inovací: integrace
technologických, tržních a organizačních změn. JohnWiley &
Sons, 2020.
Paradigm
Product
Process
Position
8. You know the business model canvas (MBC)…
8
Osterwalder, Alexander, and Yves Pigneur. Business model generation: a handbook for visionaries, game changers, and challengers. Vol. 1.
John Wiley & Sons, 2010.
9. Definitions pf business models
▪ The logic of the firm, the way it operates
and how it creates value for its stakeholder
The way activities and resources are used to
ensure sustainability and growth. Cross roads of competence
and consumer needs (Teece, 2010)
▪ How a firm delivers value to customers and converts
payment into profits (Yunus, Moingeon & Lehmann-Ortega
2010)
9
D. J. Teece, Business Models, Business Strategy, and Innova- tion, Long Range Planning
43(2e3), 172e194 (2010)
M. Yunus, B. Moingeon and L. Lehmann-Ortega, Building social business models: lessons
from the Grameen experience, Long Range Planning 43(2e3), 308e325 (2010) and also J. D.
Thompson and I. C. MacMillan (2010) and N. M. Dahan, et al. (2010), op. cit. at Ref. 24
10. 10
The idea of a business model
can be understood across many
levels of abstraction
Which lends the concept its
versatility but also leads to
confusion
11. You know the business model canvas (MBC)…
11
Osterwalder, Alexander, and Yves Pigneur. Business model generation: a handbook for visionaries, game changers, and challengers. Vol. 1.
John Wiley & Sons, 2010.
13. Archetypes
13
Stabell, Charles B., and Øystein D. Fjeldstad. "Configuring value for competitive advantage: on chains, shops, and networks." Strategic management journal 19.5
(1998): 413-437.
14. Chain
▪ take in incomplete or broken things and then transform
them into more complete outputs of higher value
▪ Retailing, restaurants, automobile manufacturing, petroleum
refining, and the work of many educational institutions
14
15. Shop
▪ structured to diagnose and solve unstructured problems
▪ Consulting firms, advertising agencies, research and
development organizations, and certain law firms fall into this
category
15
16. Value network
▪ enterprises in which people exchange things with one
another
▪ Insurance, telecom, eBay etc.
16
17. Archetypes
17
Stabell, Charles B., and Øystein D. Fjeldstad. "Configuring value for competitive advantage: on chains, shops, and networks." Strategic management journal 19.5
(1998): 413-437.
PLATFORMS?
18. PHD CANDIDATE
MICHAL HRON
Platforms are multi-sided
networks that can be seen
as marketplace facilitators
Any platform is made up of
at least two sides of a market
which the platform connects
Platforms
as marketplaces
19. THE PURPOSE OF A DIGITAL PLATFORM IS
TO FACILITATE MATCHES
25. CHICKEN AND EGG PROBLEM
When building a new platform,
which side do we attract first?
Side B only comes if side A
is already there…
26. Ott, T., R. Bremner, and K. Eisenhardt. "Beyond the chicken and egg: strategy formation in two-sided
marketplace ventures." Kenan Institute Journal (2018).
Matching supply and demand is important but product features and geography
can matter too
29. OVERVIEW Typical
Disciplines
Economics
Implicit Focus Facilitating Transactions
Highlighted
Elements
Actors on two sides of the
market, platform as a
“matchmarker”
Suppressed
Elements
Technical architecture,
complements extending the
technical core of the
platform
Questions
Pricing? Geography?
Which side is subsidised?
Chicken and egg problem?
32. 32
Christensen, Clayton, et al. The hard truth about business model innovation. MIT Sloan Management Review, 2016.
Clayton Christensen (father of
disruptive innovation) was
using this depiction of a
business model with four inter-
locking elements
33. 33
Al-Debei, Mutaz M., and David Avison. "Developing a unified framework of the business model concept." European journal of information systems 19.3 (2010):
359-376.
There are other frameworks of
the business model in the
literature
The V4 model pictured here is
an example.
34. Archetypes
34
Stabell, Charles B., and Øystein D. Fjeldstad. "Configuring value for competitive advantage: on chains, shops, and networks." Strategic management journal 19.5
(1998): 413-437.
PLATFORMS?
35. Limits of BMC
Strong business models cannot be generated by brainstorming the
elements of a business model using a tool like the Business Model
Canvas (Osterwalder and Pigneur 2010).
The canvas may be useful in representing a business model, but it
misses the key dynamic elements of working business models:
• it does not represent coherence (or the relationship
among elements)
• it does not represent the competitive position
(which is off the canvas);
• it does not quantify the economic leverage points.
35
Euchner, Jim, and Abhijit Ganguly. "Business model innovation in practice." Research-Technology
Management 57.6 (2014): 33-39.
37. BMI as paradigm shift on high level and process change on lower level
37
Tidd, Joe a John R. Bessant. Řízení inovací: integrace
technologických, tržních a organizačních změn. JohnWiley &
Sons, 2020.
Paradigm
Product
Process
Position
We can also relate business
models to process innovation,
especially on lower level of
abstraction.
38. Process
▪ changes in the ways in which they are created and delivered
▪ Incremental: Improved factory operations effciency
through upgraded equipment
▪ Radical:Toyota Production System and other ‘lean’
approaches
38
W. Abernathy and J. Utterback, ‘Patterns of industrial innovation’, Technology Review, vol. 80, pp. 40–47, 1978.
Recall this slide from first
lecture?
39. 39
Massa, Lorenzo, and Christopher L. Tucci. "Business model innovation." The Oxford handbook of innovation management 20.18 (2013): 420-441.
After a business is
established, to stay
competitive, exploration of
new or amended business
models may be needed.
40. 40
Shops, values networks + platforms
Canvas and Gassman why, what how…
V4 model
Possible tool is
business process
management,
subject of next
class
41. 41
Christensen, Clayton, et al. The hard truth about business model innovation. MIT Sloan Management Review, 2016.
The model highlights the
interdependencies among
elements and illuminates what a
business is incapable of doing
They explain why, for example,
Rolls-Royce Motor Cars Ltd. is
unable to sell cheap bespoke cars
and why Wal-Mart Stores Inc. is
unable to combine low prices
with fancy stores
42. 42
Christensen, Clayton, et al. The hard truth about business model innovation. MIT Sloan Management Review, 2016.
43. Business models develop through
predictable stages over time. Business
leaders then need to evaluate whether or
not a business model innovation they are
considering is consistent with the current
priorities of their existing business model
Christensen, Clayton, et al. The hard truth about business model innovation. MIT Sloan Management Review, 2016.
44. Creation stage
▪ In this initial stage, the focus is on creating a customer by
developing a compelling value proposition that fulfills unmet
needs.
▪ The founding team, armed with an idea and resources, is
immersed in designing initial product and service offerings to
meet customers' jobs.
▪ The emphasis is on understanding customers' unfulfilled jobs
through patient inquiry and bottom-up exploration
44
45. In the creation stage,
Four questions for BMI according to Gassman
▪ According to Gasmann (2014) there are only 55 truly original business model types .
▪ 90% of BMs are combinations of those types
45
What
Value How
Who
What do you offer to customers?
Who are customers?
How do we generate revenue?
How do we create value?
46. Sustaining Innovation Stage
▪ This phase occurs when customer demand grows, shifting
the focus to scaling operations to meet demand and building
a loyal customer base.
▪ The business unit transitions from creating customers to
building a well-functioning organization that consistently
delivers products or services.
▪ Innovations in this stage aim at improving products for higher
prices within the current target market
46
47. Process ton sustain
▪ changes in the ways in which they are created and delivered
▪ Incremental: Improved factory operations effciency
through upgraded equipment
▪ Radical:Toyota Production System and other ‘lean’
approaches
47
W. Abernathy and J. Utterback, ‘Patterns of industrial innovation’, Technology Review, vol. 80, pp. 40–47, 1978.
Recall this slide from first
lecture?
48. Efficiency Stage
▪ At this point, the business unit prioritizes efficiency
innovations to reduce costs by streamlining processes or
redesigning products.
▪ Activities include outsourcing, optimizing processes, and
consolidating industries for economies of scale.
▪ Managers shift focus from customer needs to shareholder
priorities, aiming to enhance efficiency and cost-effectiveness
48
49. Based on Christensen’s argument, it is
preferable to create new business models
than to change existing ones.
True?
Christensen, Clayton, et al. The hard truth about business model innovation. MIT Sloan Management Review, 2016.
50. Despite these challenges, BM innovation is
bene
fi
cial and sometimes even needed.
Christensen, Clayton, et al. The hard truth about business model innovation. MIT Sloan Management Review, 2016.
51. Process of designing a business model according Gasmann
51
Initiation Ideation Integration Implementation
Analysis of
Model
via 4 questions
Confrontation
with
the 55 BMs
Checking of
consistency of
new answers
to 4 Qs
Testing and
refining,
model enters
practice
52. A lot of ways to envisage BMI process…
52
Wirtz, Bernd, and
Peter Daiser.
"Business model
innovation processes:
A systematic literature
review." Journal of
Business Models 6.1
(2018): 40-58.
53. Organizational attitudes to BMI
53
REINVENTORS MAVERICKS
ADVENTURERS
ADAPTERS
Impulse
Focus
Transforming
the core
Expanding beyond
the core
Defending from
disruptors
Want to be disruptors
https://bit.ly/BCG-bus-mod
54. Reinventor
▪ The reinventor approach comes into play when a company
faces major industry challenges such as commoditization of
supply or new regulatory requirements.
▪ Under these conditions, the business model gradually
becomes inefficient and the prospects for future growth are
uncertain.
▪ In this case, the company must reinvent its value proposition
and reorient its activities to profitably deliver its
fundamentally improved value proposition.
▪ Apple Inc.
54
55. Adapters
▪ The adapter approach is used in situations where an existing
core business, even if fundamentally transformed, is unable to
compete with major disruptive innovations.
▪ Adapters then explore opportunities in related business
types or markets. Sometimes they have to completely
abandon their core business.
▪ Adapters must then create an innovation engine that will
encourage experimentation in order to successfully find new
space for their "core business" , which will be built on the
right business model.
▪ Motorola went from cell phones to base technologies for
networking etc.
55
56. Mavericks
▪ The maverick approach uses business model innovation to
expand a potentially more successful core business .
▪ Non-conformists, which can be start-ups or innovative
established companies, use their core competencies to
fundamentally transform their industries and set new
standards.
▪ This requires the ability to continuously build competitive
advantage or specific business strengths to drive growth.
▪ Student agency went from study stays to buses, flights, etc.
56
57. Adventurers
▪ P
ř
ístup dobrodruha (The adventurer approach) agresívn
ě
rozši
ř
uje svoje podnikání prost
ř
ednictvím zkoumání a
investování do nových
č
i souvisejících oblastí.
▪ Tento p
ř
ístup vyžaduje porozum
ě
ní konkuren
č
ním
výhodám firmy a obez
ř
etnou sázku na nové využití
konkuren
č
ní výhody s cílem usp
ě
t na nových trzích.
▪ Elon Musk (Tesla, SolarCity etc)
57
59. Ridesharing
▪ GoMore is a private company founded in 2005.
▪ Provides on-demand car-sharing services through
▪ Customers can rent cars from private owners, reducing the
number of cars on the road and promoting sustainable
transportation.
▪ Numbers at a Glance:
▪ Employees:We have a dedicated team of 81 professionals.
▪ Investors:We’ve secured funding from 12 investors.
▪ Latest Deal: In April 2021, we raised $8.75 million in a later-
stage venture capital deal1.
59
60. Ridesharing
▪ GoMore operates across several countries, including:
▪ Spain, France, Denmark, Sweden, Norway
▪ Service Range:
▪ GoMore offers a variety of services:
▪ Ridesharing: Connecting passengers with drivers for
shared rides.
▪ Peer-to-Peer Car Rental: Enabling individuals to rent out
their own cars.
▪ Private Car Leasing: Providing a lease-and-rent-out
model for private cars12.
60
Guyader, Hugo, and Laura Piscicelli. "Business model diversification in the sharing economy: The case of
GoMore." Journal of cleaner production 215 (2019): 1059-1069.
62. GoMore… business models over time
62
Guyader, Hugo, and Laura Piscicelli. "Business model diversification in the sharing economy: The case of
GoMore." Journal of cleaner production 215 (2019): 1059-1069.
63. Business Model 1: Ridesharing
▪ February 2014
▪ People get the experience of renting a friend’s car instead of
hiring a car. It’s a business transaction, but they talk about it as if
they do each other a favor” (Senior Manager)
▪ with the rapidity, without paperwork, with the flexibility of the
pick-up location, and a lower price; we’re doing the same thing
as Hertz, just cheaper” (Senior Manager )
63
Guyader, Hugo, and Laura Piscicelli. "Business model diversification in the sharing economy: The case of
GoMore." Journal of cleaner production 215 (2019): 1059-1069.
64. Business Model 2:Peer-to-peer car rental
▪ February 2014
▪ People get the experience of renting a friend’s car instead of
hiring a car. It’s a business transaction, but they talk about it as if
they do each other a favor” (Senior Manager)
▪ with the rapidity, without paperwork, with the flexibility of the
pick-up location, and a lower price; we’re doing the same thing
as Hertz, just cheaper” (Senior Manager )
64
Guyader, Hugo, and Laura Piscicelli. "Business model diversification in the sharing economy: The case of
GoMore." Journal of cleaner production 215 (2019): 1059-1069.
65. Business Model 3:Business-to-consumer leasing
▪ September 2014
▪ partnership with a fleet management firm to offer leasing
services of modern cars with low emissions and electric
engines
▪
65
Guyader, Hugo, and Laura Piscicelli. "Business model diversification in the sharing economy: The case of
GoMore." Journal of cleaner production 215 (2019): 1059-1069.
66. 66
Guyader, Hugo, and Laura Piscicelli. "Business model diversification in the sharing economy: The case of
GoMore." Journal of cleaner production 215 (2019): 1059-1069.
67. Business model portfolio of GoMore
▪ one-stop-shop carsharing solution” by means of a portfolio of three distinct business models with
strategic connections between them
▪ The business model diversification not only allowed GoMore to address different customer
segments, but it aimed at increasing the supply of peer providers in the P2P market(s): for
example, consumers who get access to a car through B2C leasing or P2P car rental become
potential peer providers for ridesharing
▪ Even though competitors offer similar value, GoMore’s competitive advantage lies in its
diversification into three business models that complement each other to maximize car usage
efficiency and increase the offer of available mobility services.
67
68. 68
Guyader, Hugo, and Laura Piscicelli. "Business model diversification in the sharing economy: The case of
GoMore." Journal of cleaner production 215 (2019): 1059-1069.
There are complex interdependencies between business models in GoMore
69. 3 Rationales for BM diversification
▪ 1. diversify into different markets
▪ airline companies diversifying with a discount low-service model
next to their full-service model
▪ manufacturing and energy companies diversifying their pure
product proposition with a service proposition
▪ 2. Sense: introducing new business models as facilitators of
experimentation through innovation
▪ temporary, experimental business model was created and the
incumbent business model was, over time, transformed into the
newly established business model
▪ 3. Complementing:
▪ complement online and offline business models in omnichannel
publishing and retailing businesses
▪ leasing business model complementing a car sharingbusiness model
69
Westerveld, Peter, et al. "The business model portfolio as a strategic tool for value creation and business
performance." The Journal of Strategic Information Systems 32.1 (2023): 101758.
70. BMI to Diversify
▪ 1. diversify into different markets
▪ airline companies diversifying with a discount low-service
model next to their full-service model
▪ manufacturing and energy companies diversifying their
pure product proposition with a service proposition
70
Westerveld, Peter, et al. "The business model portfolio as a strategic tool for value creation and business
performance." The Journal of Strategic Information Systems 32.1 (2023): 101758.
71. BMI to sense
▪ 2. Sense: introducing new business models as facilitators of
experimentation through innovation
▪ temporary, experimental business model was created
and the incumbent business model was, over time,
transformed into the newly established business model
71
Westerveld, Peter, et al. "The business model portfolio as a strategic tool for value creation and business
performance." The Journal of Strategic Information Systems 32.1 (2023): 101758.
72. BMI to complement
▪ 3. Complement:
▪ complement online and offline business models in
omnichannel publishing and retailing businesses
▪ leasing business model complementing a car
sharingbusiness model
72
Westerveld, Peter, et al. "The business model portfolio as a strategic tool for value creation and business
performance." The Journal of Strategic Information Systems 32.1 (2023): 101758.
73. What are business models god for?
73
Taxonomies or typologies to
classify kinds of businesses
To drive systematic experimentation Examples to study and follow
To classify businesses instruments of scientific enquiry specific business models
function like recipes
Baden-Fuller, Charles, and Mary S. Morgan. "Business models as models." Long range planning 43.2-3 (2010): 156-171.
74. Agenda
74
1. What are business models:Typologies, languages, processes
2. Changing business models: Challenges, process models
3. Managing multiple business business models: Gomore case and three rationals for
diversification
75. Faculty of Business Administration
Prague University of Economics
and Business
W. Churchill Sq. 4
130 67 Prague 3, Czech Republic
Thanks!
Michal Hron
Assistant professor
michal.hron@vse.cz