H lab 2 business model design
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Transcript of H lab 2 business model design
Tweede H-Lab The Future Now
3
‘Adding value by adding services’‘Move from manufacturing goods to providing services’
‘Integrating products and services into solutions’‘As-a-service approaches’
‘Productizing’Patterns in servitization
Business strategy
Business model
Business process
De waarde van business modellen
• Business modellen gaan over de manier waarop je waarde wilt
creëren met technologie, niet over de technologie zelf
• Business modellen bieden een methode voor experimenten in
duurzame waardecreatie
• Business modellen bieden een taal voor het verbinden van
techniek en marketing, strategie en implementatie
• Vooraf toetsen van business modellen verhoogt de kans op
succes en voorkomt spijt achteraf
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Atomic business models (Weil & Vitale)• Atomic business models beschrijven elk in essentie een
andere manier van elektronisch zaken doen
5 Business modeling
6 Business modeling
Onze visie
..een blauwdruk voor de manier waarop een organisatie, of netwerk van organisaties,
waarde wil creëren voor de klant en voor zichzelf met een specifieke propositie
network value
customer value
Oefening marktplaats.nl
Omschrijving:
• Wat is en doet de dienst?
Waarde propositie:
• Welke ‘waarde’ levert de dienst voor klanten /
eindgebruikers?
Inkomstenbronnen:
• Hoe worden inkomsten gegenereerd?
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Marktplaats.nl
• Omschrijving• Online ‘prikbord/markt’ waar consumenten/handelaars
producten en diensten kunnen aanbieden en waar geinteresseerden kunnen zoeken naar producten en met aanbieders in contact kunnen treden
• Waarde propositie• Laagdrempelige toegang voor aanbieders en zoekers• Breed aanbod, schaalgrootte, eenvoudig in gebruik
• Inkomstenbronnen• Advertenties, commissies, premium voor speciale plaatsing
9 Business modeling
Onderdelen van STOF / BMD
• a descriptive framework of design variables and their mutual relations
• a case base of critical design issues in business models
• a causal framework based on success factors explaining customer and network value
• a design method for creating ‘balanced’ business models
• a stress test method for testing business models
• a roadmapping method for creating business model roadmaps
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Critical design issues in service domain
Critical Design issue Description Balancing requirements
Targeting How to define the target group of a mobile service?
Generic vs. Niche serviceB2C vs. B2B service
Creating value How to create value for end users?
Technological possibilities vs. user needs and wishes
Branding How to promote/ brand the service?
Operator vs. content brand
Customer retention How to stimulate recurrent usage of the service
Customer lock-in vs. customer annoyance
Case base of critical design issues
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Linking ‘design issues’ to ‘success factors’
(+)(+)
(+)
(+)
ExpectedNetwork value
ExpectedCustomer value
Expected viability of business model
e.g. ‘compelling value proposition,
…’
e.g. ‘division of revenues, ...’ e.g. ‘profitability, …’
e.g. ‘branding, pricing, bundle of
services.’
design issues succes factors
e.g. ‘quality of service,.’
e.g. ‘partner selection, ...’
(+)
(+)
Causaal raamwerk
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Designing business models is a balancing act
CUSTOMER VALUE
Design requirements
usefulnessNETWORK VALUE
Strategic interests of partners
Revenues, intangible benefits
For instance:
# of network partners
Network openness
Governance model
Branding
Customer ownership
For instance:
Pricing
Ease of use vs. security
Added value vs. precision of positioning technique
Design method
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New service idea
Viable and feasiblebusiness model
design
Step 1. Quick Scan
Step 2. Evaluationwith CSFs
Step 3. Specification
of CDIs
Step 4. Robustness
checkOK?
improve
yes
STOP
no
STOF methode
Service domainWhat is the service
concept?
How are the expected
users?
What is the added value?
Which revenues?
What are the costs, investment?
What cashflow?
Financial domain
Which technologies?
Which applications, devices, networksmiddleware, compo-nents , infrastructure?
Technology domain
Organisational domain
What activiities, revneues, capabilties, provided by whom ?
Which actors? Whichrelations and arrangements?
What if..
Design method
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Second screen application (‘Kangaroo TV’)
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A
B
C
Score: 900700
200
1100
The QUIZ
Buy thisKanga
The QUIZ
800 400
Content provider End-user
Retailer
ISP
3rd party service
provider
Service provider
Broadcaster
Device manufacturer
AdvertisersAdvertising
agency
Product/service flowProduct/service flow
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Business Model Succes
Realiseerbaarheid
Levensvatbaarheid
Robuustheid
Personalized advertisements
Cost elementsValue elements
high
low
Revenue potential
Value canvas for evaluation
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Android: tinyurl.com/d4z3tz5Apple/iOS: tinyurl.com/cea2rdc
Business modeling
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Contact
Timber Haaker Principal [email protected]: 053 485 03 48m: 06 511 982 80 @timberhaaker