Disruptive Business Model

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Information about Disruptive Business Model
Design

Published on December 6, 2008

Author: ypigneur

Source: slideshare.net

busin ess model as sessm ent a co urse prepared er by alex osterwald an d yves pigneur with cédric gaspoz

e -business serv ice design s cenario & s torytelling t ask analysis p rototyping service to business from ueprint & v isualization bl service innovation ess model innovation busin busin ess model business m odel design s model as sessment ‣busines

how
do
you
change
a
business
 model
and
innovate?

re‐inven7ng
the
wheel
???

what if ?

PR EPA RED BE http://www.flickr.com/photos/thefamilymorris/sets/72157603383415256/

PR EPAR ED ? NOT http://www.flickr.com/photos/thefamilymorris/sets/72157603383415256/

3 steps of business model design !" #" %" $" ASSESS !! "#$%&'(#)#*'$+,-) !! 2$$#$$) !! (&2',$30&/)0,) !! 3.&,),# (.$',#$$)/0"#1) $3&#,-34$)2,") '/7&08#/#,3$)9) ',30)2)7 5#26,#$$#$) 0770&3.,'+#$)) &02"/2

diagnostic

business model ^ a sse ssm ent

nt scan ning e nviro nme

- foresight - KEY TRENDS INDUSTRY MARKET FORCES FORCES - competitive analysis - - market analysis - MACRO ECONOMIC FORCES - macroeconomics -

1 industry forces

pres sure industry

pre ssures COMPETITORS (INCUMBENTS) NEW ENTRANTS (INSURGENTS) INDUSTRY SUBSTITUTE PRODUCTS FORCES AND SERVICES SUPPLIERS AND OTHER - competitive analysis - VALUE CHAIN ACTORS STAKEHOLDERS

fore sight t echn ology

Prediction ... “ shortcomings to be seriously considered This 'telephone' has too many as a means of communication. The device is inherently of no value to us. ” West Union internal memo, 1876

Prediction ... “ this country and walked with the best I have travelled the length and breadth of people, and I can assure you that data processing is a fad that won't last out the year. ” The editor of management books at Prentice-Hall, 1957

Prediction ... “ for maybe five computers. I think there is a world market ” Thomas Watson, chairman of IBM, 1943

Prediction ... “ would want a computer in their There is no reason anyone home. ” Ken Olsen, President and founder of Digital Equipment Corp., 1977

“Prediction is very difficult, especially if it's about the future.” Niels Bohr 1952

the black swan

no prediction but ...

magic

insurance

futures

science fiction

... scenario planning

“ Scenarios are a way of developing alternative futures based on different combinations of assumptions, facts and trends, […] Building scenarios will force asking relevant questions and identify a range of possible choices or events. ” Roger Caldwell, 2002 Anticipating the future cals.arizona.edu/futures/

scenario planning accordin g to Caldwe ll ^ identify driving forces and plausible trends combine them to get a series of scenarios under the form of stories …

973 STORY 1 http://www.flickr.com/photos/tortugaone/2355765592/

^ scenario planning Philips

3 steps of business model design !" #" %" $" ASSESS !! "#$%&'(#)#*'$+,-) !! 2$$#$$) !! (&2',$30&/)0,) !! 3.&,),# (.$',#$$)/0"#1) $3&#,-34$)2,") '/7&08#/#,3$)9) ',30)2)7 5#26,#$$#$) 0770&3.,'+#$)) &02"/2

question your business model

2 SWOT analysis

strength

weakness flickr 2363952016_97f10be59f_o.jpg

opportunity

threats

3 steps of business model design !" #" %" INNOVATE $" !! "#$%&'(#)#*'$+,-) !! 2$$#$$) !! (&2',$30&/)0,) !! 3.&,),# (.$',#$$)/0"#1) $3&#,-34$)2,") '/7&08#/#,3$)9) ',30)2)7 5#26,#$$#$) 0770&3.,'+#$)) &02"/2

business model ^ innova tion

Ques7ons ? Could
we
regroup
customers
be;er
according
to
 their
needs?

Ques7ons ? Could
we
complement
our
value
proposi7on
 through
agreements
with
partners?

Ques7ons ? Could
we
transform
our
revenue
streams
(rent
 vs.
sales)?

Ques7ons ? Do
we
serve
the
right
customers
through
the
 right
channels?

Ques7ons ? What
level
of
personaliza7on
do
our
 rela7onships
require?

Ques7ons ? Which
key
resources/ac7vi7es
can
we
get
rid
of?

Ques7ons ? With
which
partners
could
we
achieve
fit?

Ques7ons ? Which
areas
can
we
slash
to
reduce
our
cost
 structure?

3 blue ocean

s the “blue ocean” ??? who know illustrations.fr

o, more ser iously ??? n illustrations.fr

http://www.cartoonstock.com/directory/b/best_selling_book.asp

“ Market boundaries are not given. They are reconstructed by the actions & beliefs of industry players. ” Kim & Mauborgne Blue Ocean Strategy

RED OCEAN BLUE OCEAN • compete in existing markets • create uncontested markets • beat the competition • make competition irrelevant • explore existing demand • create & capture new demand • make the value/cost trad-off • break value/cost trad-off • align with differentiation OR low • align with differentiation AND cost low cost [Kim & Mauborgne (2002) Charting Your Company's Future]

A strategy canvas ... o Kim & M ^ auborgne ac cording t a way to visualize the strategic profile based on the factors that affect competition showing the strategic profile of competitors identifying which factors they invest in strategically

CHARTING THE OFFER’S FACTORS [Kim & Mauborgne (2002) Charting Your Company's Future]

CHARTING THE VALUE PROPOSITION

eliminate raise e factors s should hich of th Whic h factor W ry takes a bove the that the indus t be ra ised well hould be standard? for granted s i ndustry's ? e liminated r s should rs shoul d Wh ich facto Wh ich facto d that th e w ell below be create be reduced has never s tandard? industry the in dustry's offered? reduce [Kim & Mauborgne (2002) Charting Your Company's Future] create

disruptive technology

www.flickr.com/photos/toohotty/2675099789/sizes/l/

^ disruptive technology Christensen according to results in worse product performance, at least in the near-term brings to the market a very different value proposition than had been available previously typically cheaper, simpler, smaller, and, frequently, more convenient to use [But, they generally] under perform established products in mainstream markets.

ive pt sru performance di t marke new replaces old technology market for old technology market for new technology time [Christensen, 1997]

Scanning competitive forces Assessment SWOT analysis Innovate Blue ocean strategy

competitive forces analysis rev iew ✓ competitors ✓customers ✓ suppliers ✓ substitute products ✓ new entrants

SWOT analysis r evi ew ✓ strengths ✓ weaknesses ✓ opportunities ✓ threats

blue ocean canvas r evi ew ✓ visualizing offer’s factors ✓ showing strategic profiles ✓ identifying factors

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