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BUSINESS
MODELS OF
DIGITAL
MARKETS
MERKAPT / IU MONACO
Philippe MÉDA - 2013
Philippe Méda / Business Designer


                         Copiloting blue chips companies
                         and startups’ innovation projects.
                         Business design:
                         - Business Model Innovation
                         - Marketing Strategy
                         - Intrapreneurship

                         Transition design:
                         - Mentoring
                         - Executive coaching
                         - Talent Management

                         In France... and abroad:
                         - London, Berlin, Brussels, Singapore, SFO




                           pmeda@merkapt.com
Your expectations?
Business Models of Digital Markets
Most of what is known in traditional economy has been widely
questioned, or even completely destroyed, by internet.
The disintermediation of value chains, the acceleration of
commercial exchanges, the importance of brand sociology, !ash
sales methods, the transformation of products into services, the
permeability of borders, the abundance and volatility of o"ers… All
these phenomenas make digital markets hardly accessible to those
who still use 20th century management tools.
In this course, we will explore #rst the main principles distinguishing
digital from traditional economy. We will work then on the
importance of two-sided or multi-sided markets, and in particular
the economy of gratuity. We will then move forward with the
extension of models of monetization enabled by the web today.
Finally, we will try to suggest a new approach on a digital company’s
creation of value and added value for its clients, insisting on the
notion of ecosystems and «closed gardens». For each key point we
will use a recent case study, allowing the students to understand the
underlying mechanisms and the practical impacts (for ex. why Diablo
III is in competition with iTunes? Why la FNAC is not one of Amazon’s
competitor?).
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       1. EMBRACING DESTRUCTION
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Innovation as seen in MBAs
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       In real life...
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world          1. Experts don’t see the future




                                   «There is little reason for an
                                       individual to have a
                                    computer in their home»
                                       Ken OLSEN, CEO Digital Equipment, 1977
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       1. Experts don’t see the future
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       1. Experts don’t see the future




                                                          2002
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       1. Experts don’t see the future




                                      Universal communicator
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       1. Experts don’t see the future




                                      Universal communicator
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       1. Experts don’t see the future




                                            Holograms
                                            Flying cars
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       1. Experts don’t see the future




                                            Holograms
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       1. Experts don’t see the future




                                        Artificial intelligence
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       1. Experts don’t see the future




                                        Artificial intelligence
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       1. Experts don’t see the future




                                             Flying cars
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       1. Experts don’t see the future




                                             Flying cars
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world           1. Experts don’t see the future




                                   Experts are excited by...   Market does...
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       2. Innovation accelerates
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world         2. Innovation accelerates




                                                      38 Years



                                                      13 Years



                                                       4 Years



                                                       3 Years



                                                      88 Days



                                   Time to reach 50 million adopters
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world         2. Innovation accelerates


                                                               Social life (Facebook), 2004


                                                               Shopping (Amazon), 1995




                                                               Music industry (Apple), 2007


                                                               Education (Wikipedia), 2000

                                                               TV (Netflix), 2013




                                   Digital «Richter magnitude scale»
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       2. Innovation accelerates




                                   So what is digital?
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world               2. Innovation accelerates




                                   A digital system is a data technology that uses
                                   discrete (discontinuous) values.
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                2. Innovation accelerates


                                   information + di"usion




                                   A digital system is a data technology that uses
                                   discrete (discontinuous) values.
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                                      2. Innovation accelerates

                                         Di"usion
                                         Speed of propagation, ease of
                                         interoperability, pervasion, reach,
                                         and scale.
                                                                                                      collective
                                                                                                    intelligence?
              2015                 III

                                                                                   m-payment                (enabler to next gen market)
                                                                                 e-administration
                                                                                    open data
                                              m-commerce
              2007                 II

                                                                 e-commerce
                                                                  social web
                                                                    cloud


                                              search                             mp3
              2000                 I          MMORPG                             VOD
                                                                               e-books

                                                                                                              Information
                                                                                                              Variety and density of knowledge
                                                                                                              transfered.
                                          Digital Markets Generation
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       2. Innovation accelerates
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       2. Innovation accelerates
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       2. Innovation accelerates
➊ Embracing destruction


                                   2. Innovation accelerates
➋ The product is not interesting
➌ A brave new revenues world




                                    Digital means disintermediation
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       2. Innovation accelerates




                                      Je! Raikes, Stanford, 2004
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       2. Innovation accelerates
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       2. Innovation accelerates
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       2. Innovation accelerates
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       2. Innovation accelerates
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       2. Innovation accelerates




                                            Books
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       2. Innovation accelerates




                                             TV?
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       2. Innovation accelerates




                                         «Slow Hunch»
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       2. Innovation accelerates




                                           Payment
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                 3. Alpha males and the status quo




                                   «With  in a group of macaques,
                                    the last to adopt innovation
                                       are the alpha males.»       Génétique Moléculaire   Evolutive et Médicale, U571 INS
                                                                                                                           ERM)
                                   François TADDEI (Laboratoire de
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       3. Alpha males and the status quo
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       3. Alpha males and the status quo




                                    Hic sunt dracones / Here be dragons
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       3. Alpha males and the status quo
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       3. Alpha males and the status quo




                                         Innoriskation
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world          3. Alpha males and the status quo

                                            TECHNOLOGY
                                             Risk / Innovation


                                         Fundamental
                                            Research
                                                                                                                            RUPTURE
                                                                                                                             0.001%
                                                                                                                           Black Swans
                                            R&D / IP




                                                                                  SIGNIFICATIVE
                                                                                       20%
                                   Forecastable ROI                                  Startups

                                             Pipeline


                                           Versioning
                                                        INCREMENTAL
                                                             80%
                                                 OTS    Multinationals
                                                                                                                                                            MARKET
                                                                                                                                                            Risk / Innovation
                                                                                      Busines Model
                                                                                      Known




                                                                                                                                             New Paradigm
                                                                      New Cycle
                                                        New Segment




                                                                                                                             New Ecosystem
                                                                                                      New Business Model




                     BLACK HOLE
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       3. Alpha males and the status quo




                              ?



                     BLACK HOLE
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       3. Alpha males and the status quo
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       3. Alpha males and the status quo
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       3. Alpha males and the status quo




                                       Charles Leadbater, TED Talks, 2005
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world            4. First-movers and pioneers




                                   Be identi#ed as the leading brand
                                   Federate the early adopters community
                                   Lead their transition in a core market
                                   community and secure your market share
                                   Leverage your advance to decrease the BOM
                                   (Bill of Materials) with economies of scale in
                                   production/purchasing
                                   Be the #rst again to cycle the market with a
                                   new o"er
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       4. First-movers and pioneers
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       4. First-movers and pioneers
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       4. First-movers and pioneers
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       4. First-movers and pioneers
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       The destructive nature of digital markets
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       The destructive nature of digital markets



                           Innovation is about changing the market.
                           And creating a clear added value.
                           Not inventing technologies.

                           Typical companies have to balance status quo and risk.
                           This is di!cult (but they can do ok for some time).

                           Startups depend on taking risk.
                           Find a crisis and solve it (this is disruption).
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                  Destruction is OK




                                    The opening up of new markets, foreign or domestic,
                                   and the organizational development from the craft shop
                                   and factory to such concerns as U.S. Steel illustrate the
                                   same process of industrial mutation–if I may use that
                                   biological term–that incessantly revolutionizes the
                                   economic structure from within, incessantly destroying
                                   the old one, incessantly creating a new one. This process
                                   of Creative Destruction is the essential fact about
                                   capitalism.
                                   Joseph A. Schumpeter
                                   «Capitalism, Socialism and Democracy»
                                   (New York: Harper, 1975) [orig. pub. 1942], pp. 82-8
2. THE PRODUCT IS NOT
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world


   INTERESTING
   (IT NEVER WAS)




                                   I see... business models
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Business model / Business plan




                                   BUSINESS MODEL
                                   Your strategy to generate added value for your
                                   customers, and how to transform this into
                                   sustainable revenues streams.

                                   BUSINESS PLAN
                                   Your step-by-step operational forecast of how
                                   this logic will happen in real life, during the
                                   next 5 years.
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Business model?
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                    Business model?




                                   “Compe'ng*Through*Business*Models”*6*Harvard&Business&School,&2008
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Business model?
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Business model?
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Business model?
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                       Business Model Visualization




 ACTIVITY                                                 OFFER                     MARKET

                           key resources   strategic                                communication   distribution   customers
 added value                                              products   monetization
                           and assets      partnerships                             channels        modes          segments
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                       Business Model Visualization




 ACTIVITY                                                 OFFER                         MARKET

                           key resources   strategic                                    communication   distribution   customers
 added value                                              products       monetization
                           and assets      partnerships                                 channels        modes          segments



            1                                                                                                               B2B




                                                                     X




            2                                                                                                               B2C
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world




 ACTIVITY                                                 OFFER                     MARKET

                           key resources   strategic                                communication   distribution   customers
 added value                                              products   monetization
                           and assets      partnerships                             channels        modes          segments
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world




 ACTIVITY                                                     OFFER                      MARKET

                           key resources       strategic                                 communication   distribution   customers
 added value                                                  products    monetization
                           and assets          partnerships                              channels        modes          segments



                                                                               CPC          Google
                                    Android                         You                                      AdWords         B2B
      Generate                                    Microsoft                  Auctions        Gmail
                                    Chrome
     customers                                     Apple                                  Google docs
                                      ...
       leads                                         ...                                  Google maps
                                   Your data
                                                                                               ...
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world




 ACTIVITY                                                        OFFER                         MARKET

                           key resources       strategic                                       communication   distribution   customers
 added value                                                     products       monetization
                           and assets          partnerships                                    channels        modes          segments



                                                                    Google           FREE                           Google         B2C
 Instantly find the                                                   Gmail
   most relevant                                                  Google docs
    information                                                   Google maps
                                                                       ...
                                                                                                  Google
                                    Android
                                                  Microsoft                                        Gmail
                                    Chrome
                                                   Apple                                        Google docs
                                      ...
                                                     ...                                        Google maps
                                   Your data
                                                                                                     ...

    Generate
 customers leads
                                                                                     CPC
                                                                       You                                         AdWords         B2B
                                                                                   Auctions




                                                              Typical multi-sided model
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Business Model Visualization
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                                   Added Value



 ACTIVITY                                                 OFFER                     MARKET

                           key resources   strategic                                communication   distribution   customers
 added value                                              products   monetization
                           and assets      partnerships                             channels        modes          segments


 What is the problem that
 we solve?
 Why are the customers
 coming to us, instead of
 the competition?
 Cost / Performance /
 Unicity / Uniqueness /
 Design / Well-being /
 Values / Accessibility
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                            Added Value



                                   “I sat in a room with Steve, and he put on the table
                                   Apple’s product line. And we had four products, two
                                   portables and two desktop computers. The iPod
                                   wasn’t created yet. And that was a challenge (with
                                   only four products).
                                   But it ended up being the ultimate opportunity,
                                   because we said, because we don’t have enough
                                   products to fill a store that size, let’s fill it with
                                   the ownership experience.
                                   So we quickly moved from a buying experience to
                                   an ownership experience–Genius Bars, theaters, and
                                   face-to-face help and friendly people.
                                   But we had a liberty that most retailers don’t have that
                                   are overstuffed with products. You know, you don’t
                                   have the space to innovate.”
                                   — Johnson at 2005 retail conference
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Added Value
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Added Value
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                Added Value




                                   To organize the world’s
                                   information and make it
                                   universally accessible
                                   and useful.
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Added values in collision course...
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Added values in collision course...




                                   With $2 billion a year, Apple is finally making
                                   money on content
                                   23 Billion items were sold sold through iTunes in 2012
                                   (Christopher Mims, 2013)
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Added values in collision course...
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Added values in collision course...
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Added values in collision course...
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Added values in collision course...
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Added values in collision course...
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                          Key Resources and Assets



 ACTIVITY                                                 OFFER                     MARKET

                           key resources   strategic                                communication   distribution   customers
 added value                                              products   monetization
                           and assets      partnerships                             channels        modes          segments

 What is the                What do we need to build
 problem that we
 solve?                     barriers of entry?
 Why are the
 customers                  What is our magic?
 coming to us,
 instead of the             What are the core
 competition?               competencies we need to
 Cost /                     invest in, to sustain our
 Performance /              business?
 Unicity /
 Uniqueness /               Know-hows / Soft skills /
 Design / Well-
                            Processes / Structure /
 being / Values /
 Accessibility              Culture / Networks /
                            Tools / IP
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Key Resources and Assets
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                                        Key Resources and Assets




                   How Apple works: Inside the world's biggest startup
                   By Adam Lashinsky, Sr. Editor at Large August 25, 2011:
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                                Key Resources and Assets

                         Intel working hard to keep Ultrabook pricing lower than $1,000
                         By Sean Portnoy | August 6, 2011

                         Despite Intel’s lofty claims that its new Ultrabook platform of super-slim laptops would account
                         for 40 percent of the notebook market by the end of the next year, it’s been dogged by some issues
                         as manufacturers work to get the first Ultrabooks out the door. The most notable one is the price
                         tag, and the chip giant is stepping up efforts to show that the laptops don’t need to cost more than
                         $1,000.

                         That price point is important for a number of reasons, not least of which is that the cheapest
                         MacBook Air costs $999. There have been rumored complaints by laptop manufacturers that
                         given the cost of materials, Ultrabooks would cost more than $1,000 out of the gate. But
                         according to DigiTimes, Intel has provided those vendors a bill of materials for two different
                         Ultrabook flavors, showing that component costs can range from $475 to $650 for 21mm
                         Ultrabooks and $493 to $710 for 18mm flavors. The company is also planning to meet with
                         manufacturers to work on controlling costs to keep the price under a grand — though those same
                         manufacturers have griped that Intel’s pricing of its own parts is a big reason for the high
                         projected costs.

                         Ultrabooks have hit one other snag, perhaps thanks to Apple itself. Vendors are facing a shortage
                         of the magnesium-aluminum chassis that Intel wants used for Ultrabooks, which is leading them
                         to consider using fiberglass chassis instead. Apple has most likely gobbled up all those chassis for
                         itself,as the two major suppliers of the metal chassis are also suppliers to Apple. The one good
                         thing about using fiberglass rather than metal: the Ultrabooks may cost about $20 cheaper.

                         While major manufacturers like Asus and HP appear onboard with Ultrabook production, at least
                         one other vendor is skeptical of the platform: Acer’s founder, Stan Shih, has dubbed the new
                         laptops a “fad.” If Intel and its partners can keep them priced below the MacBook Air that might
                         not be the case, but there’s plenty of skepticism floating around about whether Ultrabooks will be
                         the future of notebooks or not.
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                  Key Resources and Assets




                              A core competency is a well-performed internal
                              capability that is central, to a company’s strategy,
                              competitiveness, and profitability.

                              Valuable + Costly to imitate + Rare / Hard to substitute
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Key Resources and Assets
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                                    Strategic Partnerships



 ACTIVITY                                                        OFFER                       MARKET

                           key resources         strategic                                   communication   distribution   customers
 added value                                                     products     monetization
                           and assets            partnerships                                channels        modes          segments

 What is the                What do we need      Who are we working with
 problem that we            to build barriers
 solve?                     of entry?            to get access to rare
 Why are the                What is our          resources?
 customers                  magic?
 coming to us,                                   Who is central to increase
 instead of the             What are the core
 competition?               competencies we      our market reach?
                            need to invest in,
 Cost /                     to sustain our       Who can kickstart us?
 Performance /              business?
 Unicity /                                       Who can protect us from
                            Know-hows /
 Uniqueness /               Soft skills /
                                                 competitors?
 Design / Well-             Processes /          Cost / TTM / Risk / IP /
 being / Values /           Structure /
 Accessibility              Culture /
                                                 Scalability / Culture
                            Networks /
                            Tools / IP
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Strategic Partnerships
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                                                    Products



 ACTIVITY                                                            OFFER                         MARKET

                           key resources         strategic                                         communication   distribution   customers
 added value                                                         products       monetization
                           and assets            partnerships                                      channels        modes          segments

 What is the                What do we need      Who are we          What’s in our portfolio?
 problem that we            to build barriers    working with to
 solve?                     of entry?            get access to
                                                 rare resources?
                                                                     What do we show on the
 Why are the
 customers
                            What is our                              website?
                            magic?               Who is central to
 coming to us,                                   increase our
 instead of the             What are the core    market reach?
                                                                     What do we invoice?
 competition?               competencies we
 Cost /
                            need to invest in,   Who can             Specifications /
                            to sustain our       kickstart us?
 Performance /              business?
                                                 Who can protect
                                                                     Versions / Availability /
 Unicity /                                       us from
                            Know-hows /
                                                 competitors?
                                                                     Roadmap / Key
 Uniqueness /               Soft skills /
 Design / Well-             Processes /          Cost / TTM /        features / Support
 being / Values /           Structure /          Risk / IP /
 Accessibility              Culture /            Scalability /
                            Networks /           Culture
                            Tools / IP
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world        Products




                                    Product?
                                     Service ?
                                   Experience?
                                     Usage ?
                                    Solution ?
                                    Lifestyle?
                                   Statement ?
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Products




                                              Products
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world           Products




                 Direct competition?
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                                Products




                             Comes
                                   in di!e
                                            rent co
                                     100% R          lors
                                              e
                                    0% Fat cyclable
                                            (Fructo
                                   Essent            s
                                          ial vita e)
                                    Smart         min
                                           packag s
                                                   ing
                                           10% Pr
                                                   ice
                                              Trendy
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world          Products




                            Minimum              Don’t fall
                             Viable               in love
                            Product                 with
                                                    your
                                                   ideas
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                                              Monetization



 ACTIVITY                                                            OFFER                            MARKET

                           key resources         strategic                                            communication   distribution   customers
 added value                                                         products          monetization
                           and assets            partnerships                                         channels        modes          segments

 What is the                What do we need      Who are we          What’s in our     How do we generate
 problem that we            to build barriers    working with to     portfolio?
 solve?                     of entry?            get access to                         cash?
                                                 rare resources?     What do we
 Why are the
 customers
                            What is our                              show on the       How is the revenue
                            magic?               Who is central to   website?
 coming to us,                                   increase our                          structure?
 instead of the             What are the core    market reach?       What do we
 competition?               competencies we                          invoice?          What are the other forms
                            need to invest in,   Who can
 Cost /                     to sustain our       kickstart us?       Specifications /   of revenue?
 Performance /              business?                                Versions /
                                                 Who can protect                       Cash / Reputation /
 Unicity /                  Know-hows /          us from             Availability /
 Uniqueness /                                    competitors?        Roadmap / Key     Engagement /
                            Soft skills /
 Design / Well-             Processes /          Cost / TTM /        features /
 being / Values /                                                    Support
                                                                                       Granularity / Cycle /
                            Structure /          Risk / IP /
 Accessibility              Culture /            Scalability /                         Direct or indirect mode /
                            Networks /           Culture
                                                                                       Recurrence
                            Tools / IP
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                             Monetization




                                       Transfers :            Providers :    Benefits :

                         TURNOVER     CASH FLOWS             CUSTOMERS        EBIDTA



                   RECOMMENDATION   TRUST & VISIBILITY         MARKET       BRAND VALUE

                                                                                          SUSTAINABILITY
                                                             EMPLOYEES &
                       ENGAGEMENT    PRODUCTIVITY
                                                              PARTNERS
                                                                            PEFORMANCE



                        KNOWLEDGE       MATURITY               MARKET          TTM




                                      GRANULARITY
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                                           Communication



 ACTIVITY                                                            OFFER                                 MARKET

                           key resources         strategic                                                 communication    distribution   customers
 added value                                                         products          monetization
                           and assets            partnerships                                              channels         modes          segments

 What is the                What do we need      Who are we          What’s in our     How do we           How do we broadcast our
 problem that we            to build barriers    working with to     portfolio?        generate cash?
 solve?                     of entry?            get access to                                             offer to the market?
                                                 rare resources?     What do we        How is the
 Why are the
 customers
                            What is our                              show on the       revenue             How does the market find
                            magic?               Who is central to   website?          structure?
 coming to us,                                   increase our                                              us?
 instead of the             What are the core    market reach?       What do we        What are the
 competition?               competencies we                          invoice?          other forms of      What are the surfaces of
                            need to invest in,   Who can                               revenue?
 Cost /                     to sustain our       kickstart us?       Specifications /                       contact with customers?
 Performance /              business?                                Versions /        Cash /
                                                 Who can protect                                           Pre-sales / Post-sales /
 Unicity /                                                           Availability /    Reputation /
                            Know-hows /          us from
                                                 competitors?                          Engagement /
 Uniqueness /               Soft skills /                            Roadmap / Key                         Periodicity / Image /
 Design / Well-                                                      features /        Granularity /
                            Processes /          Cost / TTM /
 being / Values /                                                    Support           Cycle / Direct or   Focus / Coverage /
                            Structure /          Risk / IP /
                                                                                       indirect mode /
 Accessibility              Culture /            Scalability /                                             Interacivity /
                                                                                       Recurrence
                            Networks /           Culture
                                                                                                           Attractiveness
                            Tools / IP
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Communication
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                 Communication




                       «By creating value for our customers, we create value for our
                       shareholders. We use our expertise to create transport-related
                       products and services of superior quality, safety and
                       environmental care for demanding customers in selected
                       segments. We work with energy, passion and respect for the
                       individual.»
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world             Communication




                       «We organize the world‘s information and make it
                       universally accessible and useful.»
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world




                                                   alue
                                              ded v
                                   yo ur ad




IDEAS+PEOPLE+STRATEGY
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world




                                                alue
                                           ded v
                                   yo ur ad
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                                               Distribution



 ACTIVITY                                                            OFFER                                 MARKET

                           key resources         strategic                                                 communication       distribution   customers
 added value                                                         products          monetization
                           and assets            partnerships                                              channels            modes          segments

 What is the                What do we need      Who are we          What’s in our     How do we           How do we           How is the offer delivered
 problem that we            to build barriers    working with to     portfolio?        generate cash?      broadcast our
 solve?                     of entry?            get access to                                             offer to the         to each customer
                                                 rare resources?     What do we        How is the          market?
 Why are the                What is our                              show on the       revenue                                 segment?
 customers                  magic?               Who is central to   website?          structure?          How does the
 coming to us,                                   increase our                                              market find us?      How do partners help us
 instead of the             What are the core    market reach?       What do we        What are the
 competition?               competencies we                          invoice?          other forms of      What are the        enhance our logistics?
                            need to invest in,   Who can                               revenue?            surfaces of
 Cost /                                                              Specifications /                       contact with        Direct / Indirect /
                            to sustain our       kickstart us?
 Performance /              business?                                Versions /        Cash /              customers?
 Unicity /
                                                 Who can protect
                                                                     Availability /    Reputation /                            Network / Integration /
                            Know-hows /          us from                                                   Pre-sales / Post-
                                                                                       Engagement /
 Uniqueness /               Soft skills /        competitors?        Roadmap / Key                         sales /             Parallelization /
 Design / Well-                                                      features /        Granularity /
                            Processes /          Cost / TTM /                                              Periodicity /
 being / Values /                                                                      Cycle / Direct or                       Cascade / Rainfall
                            Structure /          Risk / IP /         Support                               Image / Focus /
 Accessibility                                                                         indirect mode /
                            Culture /            Scalability /                                             Coverage /
                                                                                       Recurrence
                            Networks /           Culture                                                   Interacivity /
                            Tools / IP                                                                     Attractiveness
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Distribution
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Distribution
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Distribution
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                                  Distribution




                                   Structure                     Offre                          Marché
       compétences                    valeur    partenaires      produits et
                                                                               communication   distribution               clients
          clefs                      ajoutée   stratégiques       services




                                                                                                          © EUROMED MANAGEMENT / MERKAPT 2008-2010
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                                         Customers Segments



 ACTIVITY                                                             OFFER                                 MARKET

                           key resources         strategic                                                  communication       distribution        customers
 added value                                                          products          monetization
                           and assets            partnerships                                               channels            modes               segments

 What is the                What do we need      Who are we           What’s in our     How do we           How do we           How is thepaying us?
                                                                                                                                Who istooffer
 problem that we            to build barriers    working with to      portfolio?        generate cash?      broadcast our       delivered each
 solve?                     of entry?            get access to                                              offer to the         customer
                                                 rare resources?      What do we        How is the          market?
                                                                                                                                How do we describe
                                                                                                                                segment?
                                                                                                                                                            the
 Why are the                What is our                               show on the       revenue
 customers                                                                                                  How does the
                                                                                                                                groups of customers
                            magic?               Who is central to    website?          structure?                              How do partners
 coming to us,                                   increase our                                               market find us?      reacting to our offer in a
                                                                                                                                help us enhance
 instead of the             What are the core    market reach?        What do we        What are the                            our logistics? way?
 competition?               competencies we                           invoice?          other forms of      What are the        the same
                            need to invest in,   Who can                                revenue?            surfaces of         Direct /
 Cost /                     to sustain our       kickstart us?        Specifications /                       contact with        What are the different
                                                                                                                                Indirect /
 Performance /              business?                                                   Cash /              customers?
                                                 Who can protect
                                                                      Versions /                                                customers’ roles?
                                                                                                                                Network /
 Unicity /                                                            Availability /    Reputation /
                            Know-hows /          us from                                                    Pre-sales / Post-
                                                                                        Engagement /                            Integration Mass
                                                                                                                                Niche / /           market /
 Uniqueness /                                    competitors?         Roadmap / Key                         sales /
                            Soft skills /
                                                                                        Granularity /                           Parallelization /
 Design / Well-                                                       features /
                            Processes /          Cost / TTM /                                               Periodicity /       Ecosystem / Stake-
                                                                                                                                Cascade /
 being / Values /                                                     Support           Cycle / Direct or
                            Structure /          Risk / IP /                                                Image / Focus /
 Accessibility                                   Scalability /
                                                                                        indirect mode /
                                                                                                            Coverage /
                                                                                                                                holders / Promoters /
                                                                                                                                Rainfall
                            Culture /
                                                                                        Recurrence
                            Networks /           Culture                                                    Interacivity /      Gate keepers / Early
                            Tools / IP                                                                      Attractiveness
                                                                                                                                adopters / Laggards /
                                                                                                                                B2C / B2B / B2G / C2C
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Customers Segments
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                                 Cost Structure



 ACTIVITY                                                 OFFER                     MARKET

                           key resources   strategic                                communication   distribution   customers
 added value                                              products   monetization
                           and assets      partnerships                             channels        modes          segments




                            COST STRUCTURE

                            Where are the main costs coming from? What are the sort term, long term and
                            recurring costs? What are the key investments?
                            Working capital requirement / Fixed or variable cost structure / Economies of
                            scale / Compartimentalization
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                               Business Model Visualization
 ACTIVITY                                                            OFFER                                 MARKET

                            key resources        strategic                                                 communication       distribution        customers
 added value                                                         products          monetization
                            and assets           partnerships                                              channels            modes               segments

 What is the                What do we need      Who are we          What’s in our     How do we           How do we           How is the offer     Who is paying
 problem that we            to build barriers    working with to     portfolio?        generate cash?      broadcast our       delivered to each   us?
 solve?                     of entry?            get access to                                             offer to the         customer
                                                 rare resources?     What do we        How is the          market?             segment?            How do we
 Why are the                What is our                              show on the       revenue                                                     describe the
 customers                  magic?               Who is central to   website?          structure?          How does the        How do partners     groups of
 coming to us,                                   increase our                                              market find us?      help us enhance     customers
 instead of the             What are the core    market reach?       What do we        What are the                            our logistics?      reacting to our
 competition?               competencies we                          invoice?          other forms of      What are the                            offer in a the
                            need to invest in,   Who can                               revenue?            surfaces of         Direct /            same way?
 Cost /                                                              Specifications /                       contact with
                            to sustain our       kickstart us?
                                                                                       Cash /                                  Indirect /
 Performance /              business?                                Versions /                            customers?                              What are the
                                                 Who can protect                                                               Network /           different
 Unicity /                                                           Availability /    Reputation /
                            Know-hows /          us from                                                   Pre-sales / Post-                       customers’ roles?
                                                                                       Engagement /                            Integration /
 Uniqueness /                                    competitors?        Roadmap / Key                         sales /
                            Soft skills /
                                                                                       Granularity /                           Parallelization /   Niche / Mass
 Design / Well-             Processes /          Cost / TTM /        features /                            Periodicity /
                                                                                       Cycle / Direct or                       Cascade /           market /
 being / Values /           Structure /          Risk / IP /         Support                               Image / Focus /
                                                                                       indirect mode /                         Rainfall            Ecosystem /
 Accessibility              Culture /            Scalability /                                             Coverage /
                                                                                       Recurrence                                                  Stake-holders /
                            Networks /           Culture                                                   Interacivity /
                                                                                                                                                   Promoters /
                            Tools / IP                                                                     Attractiveness
                                                                                                                                                   Gate keepers /
                                                                                                                                                   Early adopters /
                            COST STRUCTURE                                                                                                         Laggards /
                                                                                                                                                   B2C / B2B /
                            Where are the main costs coming from? What are the sort term, long term and recurring costs? What are the key          B2G / C2C
                            investments?
                            Working capital requirement / Fixed or variable cost structure / Economies of scale / Compartimentalization
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                What digital is destroying & recreating
 ACTIVITY                                                       OFFER                               MARKET

                            key resources   strategic                                               communication     distribution     customers
 added value                                                    products        monetization
                            and assets      partnerships                                            channels          modes            segments




 Adds up collective                     Extreme outsourcing                Transfer payment to                 Reach out directly to
 intelligence / crowd                   and scaling-up                     someone else, use                   every connected device
 interactions to create                 opportunities.                     before paying, pay per              individually.
 new information.                                                          use....


                   Extremely low / no                      Ship before finalizing,              Personalized, on the          Global, local, glocal,
                   barrier of entry.                       the media is the                    spot engagement.              fractalize markets, reach
                                                           product, the user is the                                          for unsolvent
                                                           product, needs only to                                            customers, everyone’s a
                                                           do one thing right....                                            market...




                            COST STRUCTURE




                                                                   From an OPEX world to
                                                                   a CAPEX world.
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Do you see business models?
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Do you see business models?
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world
3. A BRAVE NEW
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world


 REVENUES WORLD
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                   Free is the new black




                                       Transfers :        Providers :    Benefits :

                         TURNOVER     CASH FLOWS         CUSTOMERS        EBIDTA



                   RECOMMENDATION   TRUST & VISIBILITY     MARKET       BRAND VALUE

                                                                                      SUSTAINABILITY
                                                         EMPLOYEES &
                       ENGAGEMENT    PRODUCTIVITY
                                                          PARTNERS
                                                                        PEFORMANCE



                        KNOWLEDGE       MATURITY           MARKET          TTM




                                      GRANULARITY
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       A flat pricing world
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       A flat pricing world
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                               Galaxies of opportunities...

                     Microsoft, Xbox Live
                     20 million people log in daily
                     $700 million revenue
                     Premium accounts $49 /month
                     Xbox Live is integrated in Windows Phone 7, and
                     will be in Windows 8 as well. "Xbox Live will be the
                     pervasive media service across devices, whether
                     it's us or Apple or anybody else, people want to be
                     able to navigate through multiple devices in a         The US virtual goods market has reached
                     certain ecosystem very seamlessly".                    $2.1 billion in 2011


                     Steam Store                                                   Playstation                 Apple App Store
                     50 to 70% of the $4 b sales from                              Network                     and iTunes $1.4
                     downloaded PC games                                           +100 million                billion revenue
                     More download PC games are                                    registered                  50 million
                     bought in the US, than physical                               accounts                    registered
                     games from retail stores.                                     $500 million                accounts,
                                                                                   revenue                     +500,000 Apps
                     "The overall decline of PC games when combining
                     sales via both digital downloads and physical retail
                                                                                   Premium accounts            15 billion Apps
                     sales is impacted by the expansion of social-                 $49 /month                  downloaded (20%
                     network gaming as well as the continued                                                   being games).
                     expansion of free game options."
                     NPD analyst Anita Frazier
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       But is there real money in it?
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       But is there real money in it?
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world              Sustaining the TTM race



                 TURNOVER          FREE   $

           RECOMMENDATION          +++



                                                    A
                                                                     $




                                                    B

                    TTM




                                              TT Market / Maturity
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Sustaining the TTM race
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Sustaining the TTM race
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Sustaining the TTM race
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Sustaining the TTM race




                                                   Marginal cost of
                                                   production / delivery
                                                   vs. Opportunity cost
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world         Free is the new black




                    Razor & Blades
                    Sponsorship
                    Freemium

                    TRIALWARE
                    BUNDLE
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Understanding the customer acquistion cost




                                          «If it’s free, you are the product»
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Collaboration economy vs. Free
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       The death of the Ad Economy?
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world                   Death of the musical industry?




                                   Tag Price                              vs. Adjusted Price
                                   CD $15
                                   Digital Album $9.99
                                   Single $0.99
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world        Death of the musical industry?




         BAIN «Publishing in the Digital Age»      Adjusted Data
         Non-Adjusted Revenues (in!ation)          64% Global drop (end of 1990 peak)
         RIAA Data (16 categories)                 CD peak ≃ Vinyl peak (+13%)
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Death of the musical industry?
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Death of the musical industry?




                                    Or do we get another perspective?
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Weak signals of destruction / recreation
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world             What do we sell?




                                                                   FAIL!



                                   The device is not the product
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world               Still, there’s destruction...


                                   400


                                   300


                                   200


                                   100


                                    0
                                                 2011                     2012

                                         Répartition des ventes de l’édition US ($ Mds)

                                               Adult Hardcover
                                               Adult Paperback
                                               Adult Mass Market Paper.
                                               Downloaded Audio
                                               eBooks




American Publishers Association
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Still, there’s destruction...
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Still, there’s destruction...
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world       Still, there’s destruction...




                                                                   FAIL
➊ Embracing destruction
➋ The product is not interesting
➌ A brave new revenues world




                                      Thanks!
                                        Philippe MÉDA
                                   pmeda@merkapt.com
                                            @PMerkapt

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Business Models of Digital Markets

  • 1. BUSINESS MODELS OF DIGITAL MARKETS MERKAPT / IU MONACO Philippe MÉDA - 2013
  • 2. Philippe Méda / Business Designer Copiloting blue chips companies and startups’ innovation projects. Business design: - Business Model Innovation - Marketing Strategy - Intrapreneurship Transition design: - Mentoring - Executive coaching - Talent Management In France... and abroad: - London, Berlin, Brussels, Singapore, SFO pmeda@merkapt.com
  • 4. Business Models of Digital Markets Most of what is known in traditional economy has been widely questioned, or even completely destroyed, by internet. The disintermediation of value chains, the acceleration of commercial exchanges, the importance of brand sociology, !ash sales methods, the transformation of products into services, the permeability of borders, the abundance and volatility of o"ers… All these phenomenas make digital markets hardly accessible to those who still use 20th century management tools. In this course, we will explore #rst the main principles distinguishing digital from traditional economy. We will work then on the importance of two-sided or multi-sided markets, and in particular the economy of gratuity. We will then move forward with the extension of models of monetization enabled by the web today. Finally, we will try to suggest a new approach on a digital company’s creation of value and added value for its clients, insisting on the notion of ecosystems and «closed gardens». For each key point we will use a recent case study, allowing the students to understand the underlying mechanisms and the practical impacts (for ex. why Diablo III is in competition with iTunes? Why la FNAC is not one of Amazon’s competitor?).
  • 5. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 1. EMBRACING DESTRUCTION
  • 6. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Innovation as seen in MBAs
  • 7. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world In real life...
  • 8. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 1. Experts don’t see the future «There is little reason for an individual to have a computer in their home» Ken OLSEN, CEO Digital Equipment, 1977
  • 9. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 1. Experts don’t see the future
  • 10. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 1. Experts don’t see the future 2002
  • 11. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 1. Experts don’t see the future Universal communicator
  • 12. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 1. Experts don’t see the future Universal communicator
  • 13. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 1. Experts don’t see the future Holograms Flying cars
  • 14. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 1. Experts don’t see the future Holograms
  • 15. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 1. Experts don’t see the future Artificial intelligence
  • 16. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 1. Experts don’t see the future Artificial intelligence
  • 17. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 1. Experts don’t see the future Flying cars
  • 18. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 1. Experts don’t see the future Flying cars
  • 19. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 1. Experts don’t see the future Experts are excited by... Market does...
  • 20. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates
  • 21. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates 38 Years 13 Years 4 Years 3 Years 88 Days Time to reach 50 million adopters
  • 22. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates Social life (Facebook), 2004 Shopping (Amazon), 1995 Music industry (Apple), 2007 Education (Wikipedia), 2000 TV (Netflix), 2013 Digital «Richter magnitude scale»
  • 23. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates So what is digital?
  • 24. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates A digital system is a data technology that uses discrete (discontinuous) values.
  • 25. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates information + di"usion A digital system is a data technology that uses discrete (discontinuous) values.
  • 26. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates Di"usion Speed of propagation, ease of interoperability, pervasion, reach, and scale. collective intelligence? 2015 III m-payment (enabler to next gen market) e-administration open data m-commerce 2007 II e-commerce social web cloud search mp3 2000 I MMORPG VOD e-books Information Variety and density of knowledge transfered. Digital Markets Generation
  • 27. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates
  • 28. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates
  • 29. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates
  • 30. ➊ Embracing destruction 2. Innovation accelerates ➋ The product is not interesting ➌ A brave new revenues world Digital means disintermediation
  • 31. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates Je! Raikes, Stanford, 2004
  • 32. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates
  • 33. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates
  • 34. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates
  • 35. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates
  • 36. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates Books
  • 37. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates TV?
  • 38. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates «Slow Hunch»
  • 39. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 2. Innovation accelerates Payment
  • 40. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 3. Alpha males and the status quo «With in a group of macaques, the last to adopt innovation are the alpha males.» Génétique Moléculaire Evolutive et Médicale, U571 INS ERM) François TADDEI (Laboratoire de
  • 41. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 3. Alpha males and the status quo
  • 42. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 3. Alpha males and the status quo Hic sunt dracones / Here be dragons
  • 43. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 3. Alpha males and the status quo
  • 44. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 3. Alpha males and the status quo Innoriskation
  • 45. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 3. Alpha males and the status quo TECHNOLOGY Risk / Innovation Fundamental Research RUPTURE 0.001% Black Swans R&D / IP SIGNIFICATIVE 20% Forecastable ROI Startups Pipeline Versioning INCREMENTAL 80% OTS Multinationals MARKET Risk / Innovation Busines Model Known New Paradigm New Cycle New Segment New Ecosystem New Business Model BLACK HOLE
  • 46. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 3. Alpha males and the status quo ? BLACK HOLE
  • 47. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 3. Alpha males and the status quo
  • 48. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 3. Alpha males and the status quo
  • 49. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 3. Alpha males and the status quo Charles Leadbater, TED Talks, 2005
  • 50. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 4. First-movers and pioneers Be identi#ed as the leading brand Federate the early adopters community Lead their transition in a core market community and secure your market share Leverage your advance to decrease the BOM (Bill of Materials) with economies of scale in production/purchasing Be the #rst again to cycle the market with a new o"er
  • 51. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 4. First-movers and pioneers
  • 52. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 4. First-movers and pioneers
  • 53. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 4. First-movers and pioneers
  • 54. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world 4. First-movers and pioneers
  • 55. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world The destructive nature of digital markets
  • 56. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world The destructive nature of digital markets Innovation is about changing the market. And creating a clear added value. Not inventing technologies. Typical companies have to balance status quo and risk. This is di!cult (but they can do ok for some time). Startups depend on taking risk. Find a crisis and solve it (this is disruption).
  • 57. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Destruction is OK The opening up of new markets, foreign or domestic, and the organizational development from the craft shop and factory to such concerns as U.S. Steel illustrate the same process of industrial mutation–if I may use that biological term–that incessantly revolutionizes the economic structure from within, incessantly destroying the old one, incessantly creating a new one. This process of Creative Destruction is the essential fact about capitalism. Joseph A. Schumpeter «Capitalism, Socialism and Democracy» (New York: Harper, 1975) [orig. pub. 1942], pp. 82-8
  • 58. 2. THE PRODUCT IS NOT ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world INTERESTING (IT NEVER WAS) I see... business models
  • 59. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Business model / Business plan BUSINESS MODEL Your strategy to generate added value for your customers, and how to transform this into sustainable revenues streams. BUSINESS PLAN Your step-by-step operational forecast of how this logic will happen in real life, during the next 5 years.
  • 60. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Business model?
  • 61. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Business model? “Compe'ng*Through*Business*Models”*6*Harvard&Business&School,&2008
  • 62. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Business model?
  • 63. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Business model?
  • 64. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world
  • 65. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Business model?
  • 66. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Business Model Visualization ACTIVITY OFFER MARKET key resources strategic communication distribution customers added value products monetization and assets partnerships channels modes segments
  • 67. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Business Model Visualization ACTIVITY OFFER MARKET key resources strategic communication distribution customers added value products monetization and assets partnerships channels modes segments 1 B2B X 2 B2C
  • 68. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world ACTIVITY OFFER MARKET key resources strategic communication distribution customers added value products monetization and assets partnerships channels modes segments
  • 69. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world ACTIVITY OFFER MARKET key resources strategic communication distribution customers added value products monetization and assets partnerships channels modes segments CPC Google Android You AdWords B2B Generate Microsoft Auctions Gmail Chrome customers Apple Google docs ... leads ... Google maps Your data ...
  • 70. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world ACTIVITY OFFER MARKET key resources strategic communication distribution customers added value products monetization and assets partnerships channels modes segments Google FREE Google B2C Instantly find the Gmail most relevant Google docs information Google maps ... Google Android Microsoft Gmail Chrome Apple Google docs ... ... Google maps Your data ... Generate customers leads CPC You AdWords B2B Auctions Typical multi-sided model
  • 71. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Business Model Visualization
  • 72. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Added Value ACTIVITY OFFER MARKET key resources strategic communication distribution customers added value products monetization and assets partnerships channels modes segments What is the problem that we solve? Why are the customers coming to us, instead of the competition? Cost / Performance / Unicity / Uniqueness / Design / Well-being / Values / Accessibility
  • 73. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world
  • 74. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Added Value “I sat in a room with Steve, and he put on the table Apple’s product line. And we had four products, two portables and two desktop computers. The iPod wasn’t created yet. And that was a challenge (with only four products). But it ended up being the ultimate opportunity, because we said, because we don’t have enough products to fill a store that size, let’s fill it with the ownership experience. So we quickly moved from a buying experience to an ownership experience–Genius Bars, theaters, and face-to-face help and friendly people. But we had a liberty that most retailers don’t have that are overstuffed with products. You know, you don’t have the space to innovate.” — Johnson at 2005 retail conference
  • 75. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Added Value
  • 76. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Added Value
  • 77. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Added Value To organize the world’s information and make it universally accessible and useful.
  • 78. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Added values in collision course...
  • 79. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Added values in collision course... With $2 billion a year, Apple is finally making money on content 23 Billion items were sold sold through iTunes in 2012 (Christopher Mims, 2013)
  • 80. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Added values in collision course...
  • 81. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Added values in collision course...
  • 82. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Added values in collision course...
  • 83. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Added values in collision course...
  • 84. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Added values in collision course...
  • 85. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Key Resources and Assets ACTIVITY OFFER MARKET key resources strategic communication distribution customers added value products monetization and assets partnerships channels modes segments What is the What do we need to build problem that we solve? barriers of entry? Why are the customers What is our magic? coming to us, instead of the What are the core competition? competencies we need to Cost / invest in, to sustain our Performance / business? Unicity / Uniqueness / Know-hows / Soft skills / Design / Well- Processes / Structure / being / Values / Accessibility Culture / Networks / Tools / IP
  • 86. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Key Resources and Assets
  • 87. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Key Resources and Assets How Apple works: Inside the world's biggest startup By Adam Lashinsky, Sr. Editor at Large August 25, 2011:
  • 88. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Key Resources and Assets Intel working hard to keep Ultrabook pricing lower than $1,000 By Sean Portnoy | August 6, 2011 Despite Intel’s lofty claims that its new Ultrabook platform of super-slim laptops would account for 40 percent of the notebook market by the end of the next year, it’s been dogged by some issues as manufacturers work to get the first Ultrabooks out the door. The most notable one is the price tag, and the chip giant is stepping up efforts to show that the laptops don’t need to cost more than $1,000. That price point is important for a number of reasons, not least of which is that the cheapest MacBook Air costs $999. There have been rumored complaints by laptop manufacturers that given the cost of materials, Ultrabooks would cost more than $1,000 out of the gate. But according to DigiTimes, Intel has provided those vendors a bill of materials for two different Ultrabook flavors, showing that component costs can range from $475 to $650 for 21mm Ultrabooks and $493 to $710 for 18mm flavors. The company is also planning to meet with manufacturers to work on controlling costs to keep the price under a grand — though those same manufacturers have griped that Intel’s pricing of its own parts is a big reason for the high projected costs. Ultrabooks have hit one other snag, perhaps thanks to Apple itself. Vendors are facing a shortage of the magnesium-aluminum chassis that Intel wants used for Ultrabooks, which is leading them to consider using fiberglass chassis instead. Apple has most likely gobbled up all those chassis for itself,as the two major suppliers of the metal chassis are also suppliers to Apple. The one good thing about using fiberglass rather than metal: the Ultrabooks may cost about $20 cheaper. While major manufacturers like Asus and HP appear onboard with Ultrabook production, at least one other vendor is skeptical of the platform: Acer’s founder, Stan Shih, has dubbed the new laptops a “fad.” If Intel and its partners can keep them priced below the MacBook Air that might not be the case, but there’s plenty of skepticism floating around about whether Ultrabooks will be the future of notebooks or not.
  • 89. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Key Resources and Assets A core competency is a well-performed internal capability that is central, to a company’s strategy, competitiveness, and profitability. Valuable + Costly to imitate + Rare / Hard to substitute
  • 90. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Key Resources and Assets
  • 91. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Strategic Partnerships ACTIVITY OFFER MARKET key resources strategic communication distribution customers added value products monetization and assets partnerships channels modes segments What is the What do we need Who are we working with problem that we to build barriers solve? of entry? to get access to rare Why are the What is our resources? customers magic? coming to us, Who is central to increase instead of the What are the core competition? competencies we our market reach? need to invest in, Cost / to sustain our Who can kickstart us? Performance / business? Unicity / Who can protect us from Know-hows / Uniqueness / Soft skills / competitors? Design / Well- Processes / Cost / TTM / Risk / IP / being / Values / Structure / Accessibility Culture / Scalability / Culture Networks / Tools / IP
  • 92. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Strategic Partnerships
  • 93. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Products ACTIVITY OFFER MARKET key resources strategic communication distribution customers added value products monetization and assets partnerships channels modes segments What is the What do we need Who are we What’s in our portfolio? problem that we to build barriers working with to solve? of entry? get access to rare resources? What do we show on the Why are the customers What is our website? magic? Who is central to coming to us, increase our instead of the What are the core market reach? What do we invoice? competition? competencies we Cost / need to invest in, Who can Specifications / to sustain our kickstart us? Performance / business? Who can protect Versions / Availability / Unicity / us from Know-hows / competitors? Roadmap / Key Uniqueness / Soft skills / Design / Well- Processes / Cost / TTM / features / Support being / Values / Structure / Risk / IP / Accessibility Culture / Scalability / Networks / Culture Tools / IP
  • 94. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Products Product? Service ? Experience? Usage ? Solution ? Lifestyle? Statement ?
  • 95. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Products Products
  • 96. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Products Direct competition?
  • 97. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Products Comes in di!e rent co 100% R lors e 0% Fat cyclable (Fructo Essent s ial vita e) Smart min packag s ing 10% Pr ice Trendy
  • 98. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Products Minimum Don’t fall Viable in love Product with your ideas
  • 99. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Monetization ACTIVITY OFFER MARKET key resources strategic communication distribution customers added value products monetization and assets partnerships channels modes segments What is the What do we need Who are we What’s in our How do we generate problem that we to build barriers working with to portfolio? solve? of entry? get access to cash? rare resources? What do we Why are the customers What is our show on the How is the revenue magic? Who is central to website? coming to us, increase our structure? instead of the What are the core market reach? What do we competition? competencies we invoice? What are the other forms need to invest in, Who can Cost / to sustain our kickstart us? Specifications / of revenue? Performance / business? Versions / Who can protect Cash / Reputation / Unicity / Know-hows / us from Availability / Uniqueness / competitors? Roadmap / Key Engagement / Soft skills / Design / Well- Processes / Cost / TTM / features / being / Values / Support Granularity / Cycle / Structure / Risk / IP / Accessibility Culture / Scalability / Direct or indirect mode / Networks / Culture Recurrence Tools / IP
  • 100. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Monetization Transfers : Providers : Benefits : TURNOVER CASH FLOWS CUSTOMERS EBIDTA RECOMMENDATION TRUST & VISIBILITY MARKET BRAND VALUE SUSTAINABILITY EMPLOYEES & ENGAGEMENT PRODUCTIVITY PARTNERS PEFORMANCE KNOWLEDGE MATURITY MARKET TTM GRANULARITY
  • 101. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Communication ACTIVITY OFFER MARKET key resources strategic communication distribution customers added value products monetization and assets partnerships channels modes segments What is the What do we need Who are we What’s in our How do we How do we broadcast our problem that we to build barriers working with to portfolio? generate cash? solve? of entry? get access to offer to the market? rare resources? What do we How is the Why are the customers What is our show on the revenue How does the market find magic? Who is central to website? structure? coming to us, increase our us? instead of the What are the core market reach? What do we What are the competition? competencies we invoice? other forms of What are the surfaces of need to invest in, Who can revenue? Cost / to sustain our kickstart us? Specifications / contact with customers? Performance / business? Versions / Cash / Who can protect Pre-sales / Post-sales / Unicity / Availability / Reputation / Know-hows / us from competitors? Engagement / Uniqueness / Soft skills / Roadmap / Key Periodicity / Image / Design / Well- features / Granularity / Processes / Cost / TTM / being / Values / Support Cycle / Direct or Focus / Coverage / Structure / Risk / IP / indirect mode / Accessibility Culture / Scalability / Interacivity / Recurrence Networks / Culture Attractiveness Tools / IP
  • 102. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Communication
  • 103. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Communication «By creating value for our customers, we create value for our shareholders. We use our expertise to create transport-related products and services of superior quality, safety and environmental care for demanding customers in selected segments. We work with energy, passion and respect for the individual.»
  • 104. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Communication «We organize the world‘s information and make it universally accessible and useful.»
  • 105. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world alue ded v yo ur ad IDEAS+PEOPLE+STRATEGY
  • 106. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world alue ded v yo ur ad
  • 107. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Distribution ACTIVITY OFFER MARKET key resources strategic communication distribution customers added value products monetization and assets partnerships channels modes segments What is the What do we need Who are we What’s in our How do we How do we How is the offer delivered problem that we to build barriers working with to portfolio? generate cash? broadcast our solve? of entry? get access to offer to the to each customer rare resources? What do we How is the market? Why are the What is our show on the revenue segment? customers magic? Who is central to website? structure? How does the coming to us, increase our market find us? How do partners help us instead of the What are the core market reach? What do we What are the competition? competencies we invoice? other forms of What are the enhance our logistics? need to invest in, Who can revenue? surfaces of Cost / Specifications / contact with Direct / Indirect / to sustain our kickstart us? Performance / business? Versions / Cash / customers? Unicity / Who can protect Availability / Reputation / Network / Integration / Know-hows / us from Pre-sales / Post- Engagement / Uniqueness / Soft skills / competitors? Roadmap / Key sales / Parallelization / Design / Well- features / Granularity / Processes / Cost / TTM / Periodicity / being / Values / Cycle / Direct or Cascade / Rainfall Structure / Risk / IP / Support Image / Focus / Accessibility indirect mode / Culture / Scalability / Coverage / Recurrence Networks / Culture Interacivity / Tools / IP Attractiveness
  • 108. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Distribution
  • 109. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Distribution
  • 110. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Distribution
  • 111. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Distribution Structure Offre Marché compétences valeur partenaires produits et communication distribution clients clefs ajoutée stratégiques services © EUROMED MANAGEMENT / MERKAPT 2008-2010
  • 112. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Customers Segments ACTIVITY OFFER MARKET key resources strategic communication distribution customers added value products monetization and assets partnerships channels modes segments What is the What do we need Who are we What’s in our How do we How do we How is thepaying us? Who istooffer problem that we to build barriers working with to portfolio? generate cash? broadcast our delivered each solve? of entry? get access to offer to the customer rare resources? What do we How is the market? How do we describe segment? the Why are the What is our show on the revenue customers How does the groups of customers magic? Who is central to website? structure? How do partners coming to us, increase our market find us? reacting to our offer in a help us enhance instead of the What are the core market reach? What do we What are the our logistics? way? competition? competencies we invoice? other forms of What are the the same need to invest in, Who can revenue? surfaces of Direct / Cost / to sustain our kickstart us? Specifications / contact with What are the different Indirect / Performance / business? Cash / customers? Who can protect Versions / customers’ roles? Network / Unicity / Availability / Reputation / Know-hows / us from Pre-sales / Post- Engagement / Integration Mass Niche / / market / Uniqueness / competitors? Roadmap / Key sales / Soft skills / Granularity / Parallelization / Design / Well- features / Processes / Cost / TTM / Periodicity / Ecosystem / Stake- Cascade / being / Values / Support Cycle / Direct or Structure / Risk / IP / Image / Focus / Accessibility Scalability / indirect mode / Coverage / holders / Promoters / Rainfall Culture / Recurrence Networks / Culture Interacivity / Gate keepers / Early Tools / IP Attractiveness adopters / Laggards / B2C / B2B / B2G / C2C
  • 113. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Customers Segments
  • 114. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Cost Structure ACTIVITY OFFER MARKET key resources strategic communication distribution customers added value products monetization and assets partnerships channels modes segments COST STRUCTURE Where are the main costs coming from? What are the sort term, long term and recurring costs? What are the key investments? Working capital requirement / Fixed or variable cost structure / Economies of scale / Compartimentalization
  • 115. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Business Model Visualization ACTIVITY OFFER MARKET key resources strategic communication distribution customers added value products monetization and assets partnerships channels modes segments What is the What do we need Who are we What’s in our How do we How do we How is the offer Who is paying problem that we to build barriers working with to portfolio? generate cash? broadcast our delivered to each us? solve? of entry? get access to offer to the customer rare resources? What do we How is the market? segment? How do we Why are the What is our show on the revenue describe the customers magic? Who is central to website? structure? How does the How do partners groups of coming to us, increase our market find us? help us enhance customers instead of the What are the core market reach? What do we What are the our logistics? reacting to our competition? competencies we invoice? other forms of What are the offer in a the need to invest in, Who can revenue? surfaces of Direct / same way? Cost / Specifications / contact with to sustain our kickstart us? Cash / Indirect / Performance / business? Versions / customers? What are the Who can protect Network / different Unicity / Availability / Reputation / Know-hows / us from Pre-sales / Post- customers’ roles? Engagement / Integration / Uniqueness / competitors? Roadmap / Key sales / Soft skills / Granularity / Parallelization / Niche / Mass Design / Well- Processes / Cost / TTM / features / Periodicity / Cycle / Direct or Cascade / market / being / Values / Structure / Risk / IP / Support Image / Focus / indirect mode / Rainfall Ecosystem / Accessibility Culture / Scalability / Coverage / Recurrence Stake-holders / Networks / Culture Interacivity / Promoters / Tools / IP Attractiveness Gate keepers / Early adopters / COST STRUCTURE Laggards / B2C / B2B / Where are the main costs coming from? What are the sort term, long term and recurring costs? What are the key B2G / C2C investments? Working capital requirement / Fixed or variable cost structure / Economies of scale / Compartimentalization
  • 116. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world What digital is destroying & recreating ACTIVITY OFFER MARKET key resources strategic communication distribution customers added value products monetization and assets partnerships channels modes segments Adds up collective Extreme outsourcing Transfer payment to Reach out directly to intelligence / crowd and scaling-up someone else, use every connected device interactions to create opportunities. before paying, pay per individually. new information. use.... Extremely low / no Ship before finalizing, Personalized, on the Global, local, glocal, barrier of entry. the media is the spot engagement. fractalize markets, reach product, the user is the for unsolvent product, needs only to customers, everyone’s a do one thing right.... market... COST STRUCTURE From an OPEX world to a CAPEX world.
  • 117. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Do you see business models?
  • 118. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Do you see business models?
  • 119. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world
  • 120. 3. A BRAVE NEW ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world REVENUES WORLD
  • 121. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Free is the new black Transfers : Providers : Benefits : TURNOVER CASH FLOWS CUSTOMERS EBIDTA RECOMMENDATION TRUST & VISIBILITY MARKET BRAND VALUE SUSTAINABILITY EMPLOYEES & ENGAGEMENT PRODUCTIVITY PARTNERS PEFORMANCE KNOWLEDGE MATURITY MARKET TTM GRANULARITY
  • 122. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world A flat pricing world
  • 123. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world A flat pricing world
  • 124. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Galaxies of opportunities... Microsoft, Xbox Live 20 million people log in daily $700 million revenue Premium accounts $49 /month Xbox Live is integrated in Windows Phone 7, and will be in Windows 8 as well. "Xbox Live will be the pervasive media service across devices, whether it's us or Apple or anybody else, people want to be able to navigate through multiple devices in a The US virtual goods market has reached certain ecosystem very seamlessly". $2.1 billion in 2011 Steam Store Playstation Apple App Store 50 to 70% of the $4 b sales from Network and iTunes $1.4 downloaded PC games +100 million billion revenue More download PC games are registered 50 million bought in the US, than physical accounts registered games from retail stores. $500 million accounts, revenue +500,000 Apps "The overall decline of PC games when combining sales via both digital downloads and physical retail Premium accounts 15 billion Apps sales is impacted by the expansion of social- $49 /month downloaded (20% network gaming as well as the continued being games). expansion of free game options." NPD analyst Anita Frazier
  • 125. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world But is there real money in it?
  • 126. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world But is there real money in it?
  • 127. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Sustaining the TTM race TURNOVER FREE $ RECOMMENDATION +++ A $ B TTM TT Market / Maturity
  • 128. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Sustaining the TTM race
  • 129. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Sustaining the TTM race
  • 130. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Sustaining the TTM race
  • 131. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Sustaining the TTM race Marginal cost of production / delivery vs. Opportunity cost
  • 132. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Free is the new black Razor & Blades Sponsorship Freemium TRIALWARE BUNDLE
  • 133. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Understanding the customer acquistion cost «If it’s free, you are the product»
  • 134. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Collaboration economy vs. Free
  • 135. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world The death of the Ad Economy?
  • 136. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Death of the musical industry? Tag Price vs. Adjusted Price CD $15 Digital Album $9.99 Single $0.99
  • 137. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Death of the musical industry? BAIN «Publishing in the Digital Age» Adjusted Data Non-Adjusted Revenues (in!ation) 64% Global drop (end of 1990 peak) RIAA Data (16 categories) CD peak ≃ Vinyl peak (+13%)
  • 138. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Death of the musical industry?
  • 139. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Death of the musical industry? Or do we get another perspective?
  • 140. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Weak signals of destruction / recreation
  • 141. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world What do we sell? FAIL! The device is not the product
  • 142. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Still, there’s destruction... 400 300 200 100 0 2011 2012 Répartition des ventes de l’édition US ($ Mds) Adult Hardcover Adult Paperback Adult Mass Market Paper. Downloaded Audio eBooks American Publishers Association
  • 143. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Still, there’s destruction...
  • 144. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Still, there’s destruction...
  • 145. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Still, there’s destruction... FAIL
  • 146. ➊ Embracing destruction ➋ The product is not interesting ➌ A brave new revenues world Thanks! Philippe MÉDA pmeda@merkapt.com @PMerkapt