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Rocking Business Innovation | 1© NC-Creators
4. Types of
Nightmare Competitors
Rocking Business Innovation | 2© NC-Creators
Your Business Model can be attacked from different angles. Make sure you have
considered as many as possible
Customer
1. Describe
Customer
Base
of the
Establishe
d
2. Profile
Business
Model
of the
Establishe
d
3. Identify
Customer
s that are
not served
Perfectly
4. Create a
new
Business
Model for
Customer
BM Radar Constituents Profile
Core Offering Questioning Constituents New Profile
Specific Customer Nightmare Competitor 1
Nightmare Competitor 2
Nightmare Competitor X
Rocking Business Innovation | 3© NC-Creators
Is it possible to classify possible Nightmare Competitors?
T-Pod. The self
driving E-Truck
from Sweden
Street Scooter
BlaBlaCar
Is China’s BYD overtaking Tesla?
E.Go from Germany
Rocking Business Innovation | 4© NC-Creators
There are 5 Attacker Archetypes. Each of them is focusing on a specific type of
customer
Unique
Value
NC
Bargain
NC
Choice
NC
Ultimate
Want
NC
Access
NC
• The bored ones
• The ones who need
new kicks
• The established spend
a lot on marketing but
customers are
nevertheless not loyal
• Offers an altered
product in a
proprietary system
• Tesla, Apple, Zara,
Starbucks
• The overshot
• Notorious penny
pinchers
• Industries compete on
the frequency of product
launches and
functionalities
• Reduces the offerings,
streamlines processes
• Fosters modularity and
reusability
• Cuts marketing cost
• Ikea, Aldi, SpaceX,
Ryanair, Motel One,
Mindray, Dacia
• The ones who see choice
and transparency as
parts of their fundamental
rights
• Industries are not ready
to grant the choice
customers expect
• Provide a platform
comprising the offerings
of the important market
players
• Amazon, Craigslist,
Pairship, Moovel,
AutoScout24, Uber,
Expedia, Agoda, Alibaba,
kloeckner.i
• The ones who see the
industry’s offering as
workarounds
• The industry is
extremely product
oriented
• Provide a service or a
product designed from
the customer
backwards
• Dürr, Kuka, SolarCity,
Webasto, Amazon
Elastic Cloud
Compute, Red Bull,
Spotify, Double
Robotics
• The ones overlooked or
purposely not
addressed by the
industry
• Industries do not
question the boundaries
of their customer
definition anymore
• Designs a business
model that allows to
give the excluded
access
• Kieser, Nintendo,
Waymo, klickrent,
Airbnb, NetJets, Drivy
Targeted
customers:
Sees his
chance when:
What he
does:
Role Models:
Rocking Business Innovation | 5© NC-Creators
There are many ways to set a Business Model apart. Use the Business Model
Constituents to make sure you considered the most important ways
Customer
1. Describe
Customer
Base
of the
Establishe
d
2. Profile
Business
Model
of the
Establishe
d
3. Identify
Customer
s that are
not served
Perfectly
4. Create a
new
Business
Model for
Customer
BM Radar Constituents Profile
Core Offering Questioning Constituents New Profile
Specific Customer Nightmare Competitor 1
Nightmare Competitor 2
Nightmare Competitor X
Rocking Business Innovation | 6© NC-Creators
Each Business Model Constituent is providing enormous
potential for setting business models apart
Offering (O)
Value-Creation System (V)
Suppliers (S)
Model for Utilization (U)
Model for Generating Revenues (R)
Standards of Integrity (I)
Rocking Business Innovation | 7© NC-Creators
Business Model
All companies were once startups - most then grew by
following a certain pattern
Rocking Business Innovation | 8© NC-Creators
Go to slideshare.net to download core elements of the Nightmare Competitor
Approach
Rocking Business Innovation | 9© NC-Creators
www.nc-creators.com

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4. types of nightmare competitors

  • 1. Rocking Business Innovation | 1© NC-Creators 4. Types of Nightmare Competitors
  • 2. Rocking Business Innovation | 2© NC-Creators Your Business Model can be attacked from different angles. Make sure you have considered as many as possible Customer 1. Describe Customer Base of the Establishe d 2. Profile Business Model of the Establishe d 3. Identify Customer s that are not served Perfectly 4. Create a new Business Model for Customer BM Radar Constituents Profile Core Offering Questioning Constituents New Profile Specific Customer Nightmare Competitor 1 Nightmare Competitor 2 Nightmare Competitor X
  • 3. Rocking Business Innovation | 3© NC-Creators Is it possible to classify possible Nightmare Competitors? T-Pod. The self driving E-Truck from Sweden Street Scooter BlaBlaCar Is China’s BYD overtaking Tesla? E.Go from Germany
  • 4. Rocking Business Innovation | 4© NC-Creators There are 5 Attacker Archetypes. Each of them is focusing on a specific type of customer Unique Value NC Bargain NC Choice NC Ultimate Want NC Access NC • The bored ones • The ones who need new kicks • The established spend a lot on marketing but customers are nevertheless not loyal • Offers an altered product in a proprietary system • Tesla, Apple, Zara, Starbucks • The overshot • Notorious penny pinchers • Industries compete on the frequency of product launches and functionalities • Reduces the offerings, streamlines processes • Fosters modularity and reusability • Cuts marketing cost • Ikea, Aldi, SpaceX, Ryanair, Motel One, Mindray, Dacia • The ones who see choice and transparency as parts of their fundamental rights • Industries are not ready to grant the choice customers expect • Provide a platform comprising the offerings of the important market players • Amazon, Craigslist, Pairship, Moovel, AutoScout24, Uber, Expedia, Agoda, Alibaba, kloeckner.i • The ones who see the industry’s offering as workarounds • The industry is extremely product oriented • Provide a service or a product designed from the customer backwards • Dürr, Kuka, SolarCity, Webasto, Amazon Elastic Cloud Compute, Red Bull, Spotify, Double Robotics • The ones overlooked or purposely not addressed by the industry • Industries do not question the boundaries of their customer definition anymore • Designs a business model that allows to give the excluded access • Kieser, Nintendo, Waymo, klickrent, Airbnb, NetJets, Drivy Targeted customers: Sees his chance when: What he does: Role Models:
  • 5. Rocking Business Innovation | 5© NC-Creators There are many ways to set a Business Model apart. Use the Business Model Constituents to make sure you considered the most important ways Customer 1. Describe Customer Base of the Establishe d 2. Profile Business Model of the Establishe d 3. Identify Customer s that are not served Perfectly 4. Create a new Business Model for Customer BM Radar Constituents Profile Core Offering Questioning Constituents New Profile Specific Customer Nightmare Competitor 1 Nightmare Competitor 2 Nightmare Competitor X
  • 6. Rocking Business Innovation | 6© NC-Creators Each Business Model Constituent is providing enormous potential for setting business models apart Offering (O) Value-Creation System (V) Suppliers (S) Model for Utilization (U) Model for Generating Revenues (R) Standards of Integrity (I)
  • 7. Rocking Business Innovation | 7© NC-Creators Business Model All companies were once startups - most then grew by following a certain pattern
  • 8. Rocking Business Innovation | 8© NC-Creators Go to slideshare.net to download core elements of the Nightmare Competitor Approach
  • 9. Rocking Business Innovation | 9© NC-Creators www.nc-creators.com

Hinweis der Redaktion

  1. Fotos noch auszutauschen
  2. City bike: commons.wikimedia.org Tesla Motors Apple car play –Bildnachweis:AdrianHancu Uber: commons.wikimedia.org E.go (Aachen) – e.GO Mobile AG Goolgle car, Google autonomos driving – www.waymo.com Dyson electric car Gelbes Auto Street Scooter (DHL) © 2018 Deutsche Post AG Hyperloop nichts gefunden BlaBlaCar www.blablacar.imagerelay.com BYD (Build your dreams) Großer Bildschrim muss sichtbar sein Double (Double robotics) Double Robotics Inc. Frogdesign cable cars, bolivia – beide istockphoto – noch zukaufen Sixt Drivy Tesla Truck – nichts gefunden T-Pod – https://www.einride.eu/sv/press