Business Model Design and Innovation For Competitive Advantage 19352 2

change is the process by which
the future invades our lives

-> Alvin Toffler
first of all: what are
YOUR concerns?
(buzz groups)
what are YOUR biggest issues and fears
you face in strategic management today?
where do YOU see the largest opportunities
to improve strategic management today?
your expectations for today?
what is innovation?
tell me about the most important
innovations in your company
types of
innovation?
technology innovation
process innovation
product & service
innovation
business model innovation
four rings of innovation
business model innovation

product & service innovation
process innovation
technology innovation
which one of your
examples qualify as
business model
innovation?
“Business model innovation matters” and it is
a top priority of CEOs
Operating Margin Growth in Excess of
Competitive Peers
compound annual growth rate over five years
[Source: IBM, CEOs are expanding the innovation horizon: important implications for CIOs]
Benefits Cited by Business Model Innovators
percent of respondents
[Source: IBM, Global CEO Study 2006]

some examples
NetJets: Fractional Ownership
Zopa.com: Peer-to-Peer lending
Bellum Concepts
why talk about
business models?
how do you describe a
business model?
without a common language
how do you communicate
a business model?
1% 18%
Strategy
300%
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Development plan
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12%
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Words
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sodales. Aenean non justo nec magna lobortis volutpat.
through inappropriate means

Here Ok
Here
CEOs
10°
Managers
60°
Staff
360°
how do you implement a business model?
with outdated methods
how do you measure the
success of a business model?
we don’t
how do you change a business
model and innovate?
we re-invent the wheel
what is a business
model?
business model framework
INFRASTRUCTURE OFFER CUSTOMER

PARTNER CUSTOMER
NETWORK RELATIONSHIPS
CORE VALUE CUSTOMER
CAPABILITIES PROPOSITION SEGMENTS
ACTIVITY DISTRIBUTION
CONFIGURATION CHANNELS
COST FINANCE REVENUE

STRUCTURE STREAMS
a business model describes the value an organization offers to

various customers and portrays the capabilities and partners
required for creating, marketing, and delivering this value and
relationship capital with the goal of generating profitable and
sustainable revenue streams
[Osterwalder (2004) The Business Model Ontology]

case study
you become the new owner of a
soccer club …
describe YOUR
club’s business
model
what value proposition do you offer, to
which customer segments?
describing how a wealth management bank acquires its clients

which customer segments? (model)
OFFER CUSTOMER
VALUE CUSTOMER
PROPOSITION SEGMENTS
value proposition 1 target customer 1

value proposition 2 target customer 2
… …
which customer segments? (example)
OFFER CUSTOMER
spectacular
fans
offensive football
advertising space &

advertisers
high visibility
… …
how do you reach your customers?
how do you reach your customers? (model)
OFFER CUSTOMER
COMMUNICATION
VALUE CUSTOMER
& DISTRIBUTION
PROPOSITION SEGMENTS
CHANNELS
value proposition 1 channel 1 target customer 1

value proposition 2 channel 2 target customer 2
… … …
how do you reach your customers? (example)
OFFER CUSTOMER
stadium & box office
spectacular club owned TV

fans
offensive football channel
mobile phone TV
advertising space &

sales force advertisers
high visibility
how do you build relationships?
how do you build relationships
with your customers? (model)
OFFER CUSTOMER
VALUE CUSTOMER CUSTOMER

PROPOSITION RELATIONSHIP SEGMENTS
value proposition 1 mechanism 1 target customer 1

value proposition 2 mechanism 2 target customer 2
… … …
how do you build relationships
with your customers? (example)
OFFER CUSTOMER
personalized
website (ticketing)
spectacular
team blog (RSS) fans
offensive football
…
how do you earn your money with
this business model?
this business model? (model)
OFFER FINANCE
VALUE REVENUE CUSTOMER

PROPOSITION STREAMS SEGMENTS
value proposition 1 revenue stream 1 target customer 1

value proposition 2 revenue stream 2 target customer 2
… … …
this business model? (example)
OFFER FINANCE
ticket sales
spectacular TV channel
fans
offensive football subscriber fees
mobile phone TV
subscriber fees
advertising space &

advertising revenues advertisers
high visibility
the business
models place in a
company
STRATEGY
BUSINESS
MODEL
ORGANIZATION TECHNOLOGY
the business model’s place in the company

external forces
5 forces
customer technological
needs change
BUSINESS
MODEL
legal social
environment environment
competition
the big picture (business model)
the big picture
Partner Network Customer Relationship
• food & beverages • personalized web profile

• ticketing services • newsletter
• promoters • team blog (RSS)
• ad placement • VIP events with team
• telecom operator • …
• TV operator
• …
Core Capability Activity Configuration Value Proposition Distribution Channel Target Customer
• play attractive & win • team management • attractive soccer • stadium • fans (families, etc.)
games • event management • 360º event (match, • POS networks • fan groups
• brand management • venue management dining, shopping) • club website (+online TV) • companies
• video images • ticketing • exclusive VIP lounges • club cable TV channel • event/concert organizers
• channel management • VIP relationship • merchandising • mobile phone TV channel • advertisers
management • renting out stadium • … • …
• video crew •…
•…
Cost Structure Revenue Model
• team & maintenance • Ticket fees & season tickets

• infrastructure management • online TV subscription revenues
• marketing • revenue sharing cable & mobile phone TV
• video • renting out stadium for events
• advertising revenues
• merchandising revenues
value creates revenues

• TV operator
• …
•…

creating value requires infrastructure

• TV operator
• …
•…

infrastructure generates costs

• TV operator
• …
•…

the profit zone

• TV operator
• …
•…

•
•
marketing
video
< •
•
revenue sharing cable & mobile phone TV
renting out stadium for events
the process of
designing innovative
business models
the focus of the
business model
innovator & designer
user-centered
PARTNER CUSTOMER
NETWORK RELATIONSHIPS
CORE VALUE CUSTOMER
CAPABILITIES PROPOSITION SEGMENTS
ACTIVITY DISTRIBUTION
CONFIGURATION CHANNELS
COST REVENUE
STRUCTURE STREAMS
Nokia: Jan Chipchase
creativity & exploration
Googleplex
70:20:10

Business Model Design and Innovation For Competitive Advantage 19352 2

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change is the process by which

the future invades our lives

business model innovation

[Source: IBM, Global CEO Study 2006]

through inappropriate means

INFRASTRUCTURE OFFER CUSTOMER

COST FINANCE REVENUE

a business model describes the value an organization offers to

[Osterwalder (2004) The Business Model Ontology]

describing how a wealth management bank acquires its clients

value proposition 1 target customer 1

advertising space &

value proposition 1 channel 1 target customer 1

stadium & box office

spectacular club owned TV

advertising space &

VALUE CUSTOMER CUSTOMER

value proposition 1 mechanism 1 target customer 1

VALUE REVENUE CUSTOMER

value proposition 1 revenue stream 1 target customer 1

advertising space &

the business model’s place in the company

• food & beverages • personalized web profile

Cost Structure Revenue Model

• team & maintenance • Ticket fees & season tickets

• food & beverages • personalized web profile

Cost Structure Revenue Model

• team & maintenance • Ticket fees & season tickets

• food & beverages • personalized web profile

Cost Structure Revenue Model

• team & maintenance • Ticket fees & season tickets

• food & beverages • personalized web profile

Cost Structure Revenue Model

• team & maintenance • Ticket fees & season tickets

• food & beverages • personalized web profile

Cost Structure Revenue Model

• team & maintenance • Ticket fees & season tickets

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