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From a business idea to a
sustainable business model
The Art of Strategic Innovation!




Masterclass TiasNimbas Business School
Open Innovation  Entrepreneurship	

April 18th  19th, 2011	

Dr. oec. Patrick Stähler
„Your 
 expectation?“
A word of warning	

This masterclass might be
good enough in its own
way, but it is a mighty
bloodless substitute for
starting a new venture in
real life.	

    Adopted from Robert Louis Stevenson
Agenda	


     Monday April 18th                                             Tuesday, April 19th

     Morning Session (9-12.30)


          !    Get-to-know your ideas (Present your idea to            !   How to find customer insights as a source of an
               the group in 5min)                                          innovative business model
          !    It’s not the product, stupid! The importance of         !   Customer development step in step with
               business model for innovation and startups                  product development
          !    What is an innovation?                                  !   Business model innovation or the art of being
          !    What is a business model?                                   different

     Lunch Break 12.30-13.30
     Afternoon Session (13.30-17.30)


          !    First pitching to the group and feedback                !   Business Model Design process  tools
          !    It is the customer, stupid! The importance of the       !   How to write a good business plan
               value proposition and the jobs you solve for            !   Wrap up
               your customers
          !    Preparation of the pitching in the evening
     Evening (starting 18.15)


     Reception and Live Pitching
1st part	


Innovation and Your Business Model
The Reality: Nobody waits for you!	



 We have too much of
 everything! 	

 We have too much choice! 	

 We are bombarded by
 advertising and commercials!
Why should any-
 body care about
    your idea?
What is the purpose
 of your business?
1.  Make Meaning                                                  Great idea
                                                                                  s
    What is your meaning?	

                                         for starti
                                                                                ng
                                                                     something
                                                                                !
2.  Make Mantra




                                                                                      Source: Great ideas for starting something (by Guy Kawasaki)	

    Take the meaning and make a mantra out of it	


3.  Get Going
    Start creating and delivering, not pitching, writing or planning	


4.  Define your business model
    The whole business model counts, not just the product	


5.  Weave a Mat 
    (Milestones, Assumptions, and Tasks)
«What is the biggest
 innovation in
 your firm?»
What are innovative companies
for you?	

What can we learn from them?
„Which innovation expanded
 the global addressable market
 for mobile communication the
 most?*“	


*After the invention of mobile telephony itself
Which
                              innovation made
                              this possible?!




Dr. Patrick Stähler | 12
A smal
               l chang
        opened         e in bill
               new ma             ing
       Africa,         rkets in
               Asia, L
       Americ          at
              a, Yout in
                     hs, etc
                              ..!




Prepaid
«But what is an
  innovation?»
Technological Innovation
Process Innovation
Process Innovation
Product Innovation
From an idea to a great and sustainable business model
Business Model
Innovation
The magic
formular for                          Customer	

                                        utility	

great firms	

                        customer	

                 +	

     value	


                                        price	


                        company 	

                +	

     profit	


                                       costs
Would
                                      yo
                              say this u dare to
                                      ?
                             would b What
                                      e
                             of your the answer
                                      boss?!

“Well, I know we are in a
commodity market where the
price is key, but I believe we can
sell the good for 10x as much
as before.”
From an idea to a great and sustainable business model
The importance    Transistor was invented at the
of business       end of the 1940s	

model thinking!
But SONY made in 1955 a successful
product out of the transistor and
developed a successful business model
out of it for the next 50 years.
Do you know this man?	

Hans Rausing = Inventor of the
Tetra Pack Systems	

 Dr. Patrick Stähler | 26
He could have sold his
packaging machines, 
but…
But he sold packaged services	

   Tetra Pack is not a
                                   product innovation
                                   but an innovation of
                                   an innovative
                                   business model!
Business Model
innovation
»  Beats   Technology
»  Beats   Product
»  Beats   Process
From an idea to a great and sustainable business model
The business model creates value not technology or a
product itself 	



        technology	

                                        X	

                         value / utility	




                                                        creates	




         enables	

                 business model	




                            defines	



     business strategy
To develop a business model with a purpose, is


To Do the
right things
And   not to do things right
Strategy is often seen as the corporate strategy of a firm, but the business
strategy decides upon success or failure in the markets	



                             Owner Strategy


                            Corporate Strategy

             Business
             strategy              Business Strategy

                           Product      Product      Product
                          strategy 1   strategy 2   strategy ..



     That is where the business is! That is
     were innovation should start.!
Awareness Test
„What is a
  business
  model?“
Are you
                            aware o
                                    f
                            your DN
                                    A?!

The business model is the
DNA of your business
The business model gives
meaning to your employees
and customers
The purpose of
a business is to
create customers.
       Peter Drucker
1.  What value/ benefit do we
    create for whom?	

2.  How do we do it?	

3.  How do we earn money?	

4.  What values do we pursue?
Now, we need a common
                              language for describing a
                              business model	





Dr. Patrick Stähler | 40
Components of a 
business model	

     Value Proposition	

                      What value or benefit do we create for our
                      customers and partners?	





                      Value Architecture	

                      How do we create the value?	





                      Revenue Model	

                      How and with what do we earn money?	





                      Values/ Culture	

                      What values do we pursue?
„ What industry are
 	


   we in? Who are
   our competitors?	

                    “
„ In which industry
 	


  are we in?	

            “
„That was the job
                               	

                               the customer
                                             “
                               wanted to do.	

                                              	





Dr. Patrick Stähler | 44
Value Proposition/ customer	

Wertschöpfungsarchitektur	

                                           customers	

                                  Value Proposition/ Kunden	

            Angebot	

                                               Distributionskanäle	

                                                        Kunden	

 §  Wie sieht mein Angebot                          §  WhoWie erreicht das Angebot
                                                            §  are our                                                               §  Wer ist mein Kunde?	

     aus?	

                                                    meine Kunden?	

                                                      §  Welchen „Job“
                                                         customers?	

                                                                    übernehme ich für
                                                     §  What job do we solve                                                             meinen Kunden?	


     Wertschöpfungskette	

                                                         for our customers?	

 §  Was sind die wichtigsten
     Schritte der                 Aktivität 1     Aktivität 2    Aktivität 3       Aktivität 4
                                                                                                      Kunden
                                                                                                     Aktivität 1                                   Nutzen	

     Wertschöpfung?	

                                                                                                                                      §  Welchen Nutzen stifte
                                                                                                                                          ich für meinen Kunden?	

                                                                value proposition	

                                                  §  Welchen Nutzen stifte
        Kernfähigkeiten	

                                                     Partner	

                                                 ich für meine Partner?	

 §  Welche Kernfähigkeiten                          §  What value do we create
                                                            §  Welche Partner
     brauche ich?	

                                            benötige ich?	

                                                         for our customers?	

                                                     §  What value do we create
                                                         for our partners? 	

Ertragsmodell	

                           Kostenstruktur	

                                                                   Ertragsquellen	

                                §  Die Kostenstruktur wird durch                                                       §  Womit verdiene ich
                                    die Wertschöpfungs-architektur                                                          Geld?	

                                    festgelegt.	



Kultur/ Werte	

                         Führungsstil	

                                          Beziehungskultur	

                                  Werthaltung	

                         §  Welchen Führungsstil                                           §  Wie gehen wir                                §  Welche Werte prägen uns?	

                             pflege ich?	

                                                      miteinander um?
“To refresh the world”
“	

To put a computer on every desk
    and in every home”
“	

To organize the world’s information
    and make it universally accessible”
Wertschöpfungsarchitektur	

     Value architecture	

                                                                                             Value Proposition/ Kunden	

             Angebot	

                                               Distributionskanäle	

                                                           Kunden	

 §  Wie sieht mein Angebot
                                offer	

                        §  Wie erreicht das Angebot
                                                                                                               distribution architecture	

ist mein Kunde?	

                                                                                                                                   §  Wer
     aus?	

                                                        meine Kunden?	

                                                      §  Welchen „Job“
            §  What is our offering?	

                                                                §  How do we reach our
                                                                                                                              übernehme ich für
                                                                                                                              meinen Kunden?	

                                                                                                            customers?	

       Wertschöpfungskette	

                                                                           §  How do we communicate
 §  Was sind die wichtigsten
                                                                                                            with our customers?	

     Schritte der              Aktivität 1        Aktivität 2     Aktivität 3       Aktivität 4
                                                                                                       Kunden
                                                                                                      Aktivität 1                                      Nutzen	

     Wertschöpfung?	

    value chain	

                                                                                                  §  Welchen Nutzen stifte
                                                                                                                                              ich für meinen Kunden?	

            §  What 	

          Kernfähigkeitenare    our value                                       Partner	

                                                                                                                                          §  Welchen Nutzen stifte
                                                                                                                                              ich für meine Partner?	

 §    Welche Kernfähigkeiten steps?	

                 creating                                       §  Welche Partner
                                                                       activity 1                 activity 2          activity 3          activity 4
                                                                                                                                                             customer
                                                                                                                                                              activity
             §  What is our value
       brauche ich?	

                                              benötige ich?	


                 chain?	

                      core capabilities	

                                                                               partner	

Ertragsmodell	

                           Kostenstruktur	

                                                                       Ertragsquellen	

            §  What are§ the Kostenstruktur wird durch
                             Die core                                                                   §  Which partners do ich
                                                                                                                  §  Womit verdiene
                             die Wertschöpfungs-architektur
                capabilities we need?	

                             festgelegt.	

                                                                 we need?	

Geld?	


Kultur/ Werte	

                      Führungsstil	

                                              Beziehungskultur	

                                     Werthaltung	

                          §  Welchen Führungsstil                                           §  Wie gehen wir                                   §  Welche Werte prägen uns?	

                              pflege ich?	

                                                      miteinander um?
Revenue model	




                                       	

                   cost structure	

          sources of revenue	


            §  Cost structure is         §  With what do we
                defined by the value           earn money?	

                architecture
Culture/ values	

                 leadership style	

      relationship style	

          values	

             §  What leadership        §  How do we             §  What values do
                 style do we have?	

       interact with each        we pursue?	

                                            other and the
                                            customer?
What business are we in? Our business model	

Value architecture	

                                                                                                Value Proposition/ customer	

               offer	

                                           distribution architecture	

                                                 customers	

 §  What is our offering?	

                                   §  How do we reach our                                              §  Who are our
                                                                    customers?	

                                                        customers?	

                                                                §  How do we communicate                                            §  What job do we solve
                                                                    with our customers?	

                                               for our customers?	


           value chain	


 §  What are our value
     creating steps?	

                                                                                                                    value proposition	

                                                                                                         customer
                                             activity 1   activity 2     activity 3       activity 4
 §  What is our value chain?	

                                                                          activity
                                                                                                                                     §  What value do we
                                                                                                                                         create for our
                                                                                                                                         customers?	

        core capabilities	

                                               partner	

                                                §  What value do we
 §  What are the core                                          §  Which partners do we                                                 create for our partners? 	

     capabilities we need?	

                                       need?	





Revenue model	

                            cost structure	

                                                              sources of revenue	

                                   §  Cost structure is defined by the                                                 §  With what do we earn
                                       value architecture	

                                                               money?	




Culture/ values	

                      leadership style	

                                    relationship style	

                                      values	

                                §  What leadership style do                            §  How do we interact with                         §  What values do we
                                    we have?	

                                             each other and the                                  pursue?	

                                                                                            customer?
What business are we in? Our business model	

Value architecture	

                                                                                                Value Proposition/ customer	

               offer	

                                           distribution architecture	

                                                 customers	

 §  What is our offering?	

                                   §  How do we reach our                                              §  Who are our
                                                                    customers?	

                                                        customers?	

                                                                §  How do we communicate                                            §  What job do we solve
                                                                    with our customers?	

                                               for our customers?	

                                                                	

           value chain	


 §  What are our value
     creating steps?	

                                                                                                                    value proposition	

                                                                                                         customer
                                             activity 1   activity 2     activity 3       activity 4
 §  What is our value chain?	

                                                                          activity
                                                                                                                                     §  What value do we
                                                                                                                                         create for our
                                                                                                                                         customers?	

        core capabilities	

                                               partner	

                                                §  What value do we
 §  What are the core                                          §  Which partners do we                                                 create for our partners? 	

     capabilities we need?	

                                       need?	





Revenue model	

                            cost structure	

                                                              sources of revenue	

                                   §  Cost structure is defined by the
                                       value architecture	

                                                                                                       	

            §  With what do we earn
                                                                                                                           money?	




Culture/ values	

                      leadership style	

                                    relationship style	

                                      values	

                                §  What leadership style do                            §  How do we interact with                         §  What values do we
                                    we have?	

                                             each other and the                                  pursue?	

                                                                                            customer?
2nd part	


Develop Your Business Model
Use the can
             vas to
develop your
business mo
             del!
Checklist for writing your business model	




             §    Be specific	

             §    Keep it simple	

             §    Self-explanatory	

             §    Focus on the relevant points	

             §    Do not reinvent the world
Checklist for positioning your business model	



                 §    differentiated	

                 §    customer-centric	

                 §    specific	

                 §    better narrow than broad	

                 §    relevant	

                 §    based-on core capabilities
Innovation is all about being
different
But if everybody is doing he
same, you have to find
something else
Optimal is when different
business models exists and all
have devoted customers
Checklist for writing your business model	



             Complete this sentence:
             If your organization never existed, the world would be
             worse off because ____________________________
             ___________________________________________	





                                                                Source: Great ideas for starting something (by Guy Kawasaki)
Please start
             !
3rd part	


The Art of Pitching
The most
                               salient
                    phrase for
                                an
                    entrepreneu
                                r!


I pitch,
therefore I am	



                     Source: Great ideas for starting something (by Guy Kawasaki)
Know your audience for the pitch	





                                Pitch to      Sales pitch to
          Investor‘s pitch	

                                partners	

    customers
What do you do?	


What is a good pitch for              Problem you solve	

investors?	

                           Your solution  benefit for the customer	



                             Your business model (the essentials)	



                                      Your competitors	



                                Underlying magic (uniqueness)	



                                      Management Team	



                                        Key Financials	



                                   Current Status, timeline	


                                               Source: Great ideas for starting something (by Guy Kawasaki)
What do you do?	


What is a good pitch for
investors? (short version)	

            Problem you solve	




                                Your solution  benefit for customer	




                                Your business model (the essentials)	




                                   Underlying magic (uniqueness)	




                                            Key financials	




                                      Current Status, timeline	



                                                  Source: Great ideas for starting something (by Guy Kawasaki)
2nd day
From a business idea to a
sustainable business model
The Art of Strategic Innovation!




Masterclass TiasNimbas Business School
Open Innovation  Entrepreneurship	

April 19th, 2011	

Dr. oec. Patrick Stähler
«Everybody wants to be
 innovativ:
 But what is an
 innovation?»
80 devices in Germany
1 device
Innovation is all about being
different
But if everybody is doing he
same, you have to find
something else
Optimal is when different
business models exists and all
have devoted customers
The Case
At the beginning of the 1990s the world in the power tool industry was in
perfect order	





    ▪  Established brands in a growing, European market	

    ▪  Competition was well defined and Bosch was the uncontested market leader
Die Ausgangsituation	

And then the Chinese came along…..	





   ▪  Over 200 new competitors in a short period of time
…and the market stagnated at the same time.
Dire consequences: 
A steep decline in the average price per sold tool and….	



                                                                                                5,9	

                                                       Sales(Mio. units)	



       3,8	

                                                                                   307	

                                         Sales (Mio. Euro)	

     329	



           88	

                                         Ø – price in Euro	

                      78	

                                 69	

       65	

     64	

 67	

    62	

     58	

   56	

       52	




          93	

       94	

      95	

      96	

      97	

    98	

   99	

   00	

   01	

      02	

    Source: GfK	


Do-it-yourself chains in Germany: 1993 until 2002
… and declining market share for the established brands and exponential
growth for the no-names and trade brands	


               Market Share Powertools
               (Germany)	


      100%
                        6	

        27	

                                                  29	

          33	


                                                                               No Names  Trade
                                                                               Brands
                                                                               Established Brands
                     95	


                                   73              71	

                                                                 67




         0%
                    1991          2000           2001           2002
                                                                         Source: GfK, Do-it-yourself shops	



   ▪  Strong increase of market share for no-names and trade brands	

   ▪  Bosch Power Tools DIY 2002 with a market share of 33% but loss making
Simple task from your board:	

§  Defend market leadership	

§  Improve profitability
Which directions should we
                                              take?	

Dr. Patrick Stähler. Leuphana University Lüneburg	

                82
How about this crazy idea?	




     “ How about making a power tool which is
         much weaker than the last generation but we
         make it also very handy and nicely designed.
         For that we charge a premium and market it
         to people who are not really into DIY. ”	

     	

     “ Great idea, isn’t it? ”
The solution: Tools for the
IKEA Generation
Here is the solution for Bosch: the IXO, the first power tool for the IKEA
generation	



                                              ▪  Bosch introduces the IXO to the market 	

                                              ▪  Instead of following the traditional mantra
                                                 of “better, stronger, faster” Bosch used a
                                                 new battery technology to make tools
                                                 smaller and more user friendly	

                                              ▪  Instead of going for the traditional market
                                                 of MMS (men, muscles and sweat) the IXO
                                                 addresses the soft DIYs that assembles its
                                                 IKEA furniture but not more	

                                              ▪  Thereby, it addresses a new, previously
                                                 unserved market of non-customers	

                                              ▪  The IXO is a typical value innovation that
                                                 opened up new, uncontested markets
Shift from technology to user orientation 	



                      … prior 2002	

                         since 2002 …	

                                Technologie §  	

     §  User and usage 
                                 orientation	

                orientation	



                                Building and  §  	

   §  Building/repair, planning 
                                    repairing	

               and home decoration	



            	

reliable, very powerful and  §  	

     §  reliable, easy to use 
                                                            	

                       long-living products	

                  products and services	




                          unemotional  §  	

          §  inspiring people	

                 technology orientation
The traditional market:
MMS or Men, Muscles and Sweat
New market:	

Addressing previously non-
customers like soft DIYlers and
particularly woman	

 Dr. Patrick Stähler | 88
Changed consumer behavior	

The first power tool for the kitchen
drawer
Bosch IXO is the world record holder in units sales	





                                                                  10 Mio.
                                                                times so  
                                                                          ld	




2004	

    2005	

      2006	

       2007	

      2008	

    2009	

    2010	

     ▪  IXO was first power tool with Li-Ionen technology	

     ▪  IXO is the best selling power tool in the world
Growing market share and highly profitable	


       Market share in power tools 
       (DIY Shops Germany)	

       	



                27         29    33      35    34    38    38

                                                                     No Name / Trade
                                                                     Brands
                40         38                  29
                                 34      31          26    25
                                                                     Other Brands


                                                                     Bosch
                33         33    33      34    37    36    37



                '00        '01   '02     '03   '04   '05   '06   Source: GfK
OK, let’s do some analytics and
theory	

   92
Bosch used the new battery technology for a disruptive value innovation	



                                                          Sustaining innovation = Serving today’s
                                                          customers	

                                                          ▪  Extend performance in direction of what
Advantages of Li-Ion	

                                                             today’s customers like	

▪  can be formed into a variety of shapes and sizes
   so as to efficiently fill available space in the         ▪  Use the Li-Ion technology for stronger and
   devices	

                                                more heavy duty tools	

▪  lighter than other—often much lighter.	

▪  do not suffer from the memory effect	

▪  low self-discharge rate of approximately 5% per
                                                          Disruptive innovation = Finding new customers
   month, compared with over 30% per month in             with different needs	

   nickel metal hydride batteries (Source Wikipedia)	

                                                          ▪  Use for a new market segments that values
                                                             different performance parameters like usability,
                                                             handiness than traditional customers	

                                                          ▪  Performance of tool will be worse in parameters
                                                             current customers value
The strategy canvas of Bosch IXO: A clear profile of the value innovation	


       6                    Traditional brands   No-Name   Bosch

       5

       4

       3

       2

       1

       0

      -1
If you are in a market for
giants...
.. and you play with their rules
you will get nowhere…
„…but if you can create your own rules
 of engagement than you can compete
 even in a market for giants. “
Sounds t
                                                           rival,
                                                but it isn
                                                           ‘t!
Business model innovation	

1.  Value Innovation 
      (We offer a better value proposition for an existing or
      new problem)	

2.    Architectural innovation 
      (We reconfigure the value chain so that a better value
      proposition emerges)	

3.    Revenue model innovation 
      (We change the revenue mix and thereby creating a
      better value proposition)
Fight eye diseases in India
with mass production
processes for low costs
the basic idea behind Aravind Eye Hospitals	

§  The network of not-for-profit hospitals and vision
    centers performs 300,000 eye surgeries each year --
    70% for free -- using broadband connections to on-call
    doctors in city hospitals for instant diagnosis. 	

§  Camps in rural areas screen thousands of patients
    weekly. We are going from village to village to provide
    eye care to the unreached, says Aravind's chairman, Dr.
    P. Namperumalsamy. 	

§  Aravind won the 2008 Gates Award for Global Health.
§  paramedics scanning             §  middle class Indians	

§  eye surgery	

                           rual villages	

                §  poor Indians	




  §  highly standardized surgeries	

  §  high division of labor 	

                                          §  good quality eye surgery	

                                                                          §  affordable eye surgery even for the
                                                                              poor	

§  process know-                                                         §  Doing good for middle class indians	

    how	




                                                                   §  cross- subsidies between middle class
 §  low cost production system	

                                                                       patients and the poor
From an idea to a great and sustainable business model
A deliberate change of a business model is a good strategy	


Starting points of business
model innovation	

                                                     §      All components of a business
                                                             model are starting points for
                                                             innovation	

                                                           §    Value Innovation	


                                                           §    Architectural Innovation	


                                                           §    Revenue Model Innovation	

                                                     §      At the end, all business model
                                                             innovation must create more value
                                                             to the customers
Case IKEA	

Value Architecture	

§  Customers have to transport and
    assemble the furniture by themselves,
    thereby saving IKEA to expensive steps in
    their value creating process	

Value Proposition	

§  At the same time a new value proposition
    is created: Instant satisfaction without
    waiting for the later delivery of the
    furniture	

Revenue Model	

§  Due to the high volume, furniture can be
    produced in an industrial fashion that
    leads to even lower production costs	

§  Therefore, the furniture can be sold for a
    much lower price
The Andermatt Challenge
                               retreat of Swiss Army from Andermatt	

                               §  Andermatt was strongly depending on the Swiss Army but
                                   Army withdrew	

                               §  Tourism infrastructure is dated and no-investor could be
                                   found	

                               §  Reputation of area Urserental in Switzerland mixed due to
                                   Army time (cold, windy and very wet)	

Dr. Patrick Stähler | 104
+	





Dr. Patrick Stähler | 105
+	





Dr. Patrick Stähler | 106
The Challenge	

§  Traditional Swiss style touristic development did
    not work since just small investments eg. one hotel
    was not sufficient to bring the whole valley back
    to modernity	

§  Valley was seen as not-developable	

       Dr. Patrick Stähler | 107
The “Alps Pharaoh”	

§  Sawiris with his company Orascom had the idea
    to build a whole resort into the Urserental not
    just one hotel	

      Dr. Patrick Stähler | 108
From an idea to a great and sustainable business model
From an idea to a great and sustainable business model
From an idea to a great and sustainable business model
From an idea to a great and sustainable business model
The Orascom Innovation: Resort vs. single development	



               Traditional Swiss	

                      Andermatt resort	

               single development of	

 §  	

      §  plan for a whole
              one hotel or apartment 	

                 resort ranging from golf, 
                             complex	

                  hotels to apartments	


                       No international	

 §  	

   §  Internationals sales of 
                 distribution networks	

                apartments  Villas	

                                                     §  International management	


             	

short term profit from	

 §  	

     §  mid-term profit since some
                                                      	

             construction companies	

                    real estates stay with
             (traditional developers)	

                  Orascom	


                problem of cold beds	

 §  	

      §  ???
Geberit – a product innovator?	





   From plumber supply to under-the-wall systems for baths
Geberit has developed an innovative business model
From plumbers’ supplier to baths renovator	




                        •  Plumbers are as well      •  Homeowners,
                           customers as the          •  Plumbers
                           distribution channel
                        •  Plumbers are also
                           reached via trainings
                                                     •  Faster and more
                                                        convenient renovation of
                                                        baths
•  Partner management       •  Plumbers              •  Plumbers have all
•  Training of
                                                        components from one
   plumbers
                                                        source. High margin


•  Higher costs due to more                •  Higher revenues since plumbers
   expenses e.g. trainings                    know only „Geberit“
Today’s job posting market. More sites than ever but that makes it much
more difficult for the candidate to find the right job	



                                                    Too  much!!
                                                              y
                                                    Too man
                                                              t !
                                                    irrelevan
                                                               !
                                                     postings
Experteer.com: „To develop your carrier is already difficult enoungh, we
find the right jobs for your next carrier step.“	

                       =
                                                               Experteer
                                                                                    odel
                                                                          revenue m
                                                                                     !
                                                                          innovation
                                              Customer Insight	

                                              §  The offering on the web is too
                                                  broad and too much noise	

                                              §  How do I find the right job? 
                                                  	

                                              Value Proposition for customer	

                                              §  Experteer classifies the jobs on the
                                                  different websites according to
                                                  carrier level and salary	

                                              §  Based on the her profile the user
                                                  get‘s just the relevant job offerings. 	


                                              Revenue model	

                                              §  Instead of the employer the user
                         dia
         Without new me                           pays for getting just the relevant
                             s model
         Experteer‘s busines                      job postings	

                          ible!
         would be imposs
Business Models with a                                                                Actuall
                                  Sustainability	

                                                                                              y, not
purpose: Profit  Impact             Impact	

                                        a new id
                                                                                               ea.!
 Sustainability	

                          +	

                  old school	

                        Business Models	

                  non-profit	

                         with a purpose	

                  do-gooders	


   non-profit	

                                                                                        for profit	





                                                      old school	

                                                      companies	





                                             - 	

            Source: Inspired by Alexander Osterwalder’s
                                                              presentation: Business models beyond profits
Self-help, self-responsibility and
self-administration 	

the basic idea of Friedrich Wilhelm Raiffeisen 
Hermann Schulze-Delitzsch: Founder of the
cooperative movement in Germany in the mid
1850s	

§  Cooperative banks for low-priced loans and
    advantageous investment opportunities for farmers to
    enable farmers to purchase agricultural equipment,
    fertilizers and livestock.	

§  The members then provided each other with mutual
    assistance.
The mo
                                                                    dern
Micro credits	

                                           version
                                                                    in
                                                           Banglade
Help for Self-help:                                              sh!
the basic idea of Muhammad Yunus	

§  Yunus set up the Grameen Bank in 1976 to give
    credit to the very poorest in his country,
    particularly women, in order to let them set up
    tiny businesses without collateral. The members
    then provided each other with mutual assistance.
Business Model Innovation	


How to find fresh customer insights
!
        square
Back to derstand
       un
one to         on!
 what is going




                „What is a
                 newspaper?* “	



                              *from a business point
„ I buy a newspaper for news,
   comments and background
   stories!“	




                      1.  busine
                                 ss!
                       content f
                                   or
                          readers!
s!
2. busines              „ With the WSJ I can reach 30%
                ders‘
sa les of rea
attention t
            o             of the decision makers! “	

              !
 marketeers
„ I buy the paper since I am
   looking for a job.“	



                      3. busines
                                 s !
                      Matching
                                demand
                     and supp
                               ly e.g. for
                     jobs!
Where do we get a Value
Innovation from? Let‘s find
new customer insights as a
                                           Customers’
starting point	

                            insight




                             New value
                             proposition




                                                 Business model
                                                   innovation
„How can we find
 customer insights? “
How about asking your customers?
How can we find systematically new customer insights?	



 Buyer Utility Map	

                           Delivery/                            Comple-
           Buy                                  Usage                                      Service                     Disposal
                           Assembly                              ments




§     Understand how the customers are buying,         §  How can we improve the buyer‘s utility cycle?	

       using and disposing the product	

               §  Can we do more for the customer?	

§     Understand the whole lifecycle of customers‘     §  Can we leave something to the customer?	

       utility	





                                                                    Source: cp. Kim, W.C., Mauborgne, R., Knowing a Winning Business Idea when
                                                                    you see one, HBR Sep-Oct. 2000
Where can I start in the buyer utility map? –                                            value
      The Dyson Vacuum Cleaner	

                                                        Dyson =
                                                                                                    !
                                                                                         innovation

Starting
                      Buy	

     Delivery	

   Use	

     Complements	

    Service	

      Disposal	

Points	


Customer	

Productivity	



Simplicity	



Usability	

                                                                           ++	

Risk	



Image  	

fun	



Enviromental 	

friendlyness
Dyson vacuum cleaner – inspired by technology
The vacuum cleaner for men	

                                              Dyson =
                                                                                   !
                                                                           Value
                                                                                     n!
                                                                           Innovatio
                                                   Customer Insights	

                                                   §  Bags and filters get clogged and restrict
                                                       airflow. Loss of suction	

                                                   §  Vacuum cleaners are marketed as
                                                       household aids. Are there different
                                                       segments?
                                                       	

                                                   Value Proposition for customers	

                                                   §  Dyson vacuum cleaners have NO bags
                                                       and do NOT get clogged due Cyclone
                                                       technology. Therefore, NO loss of
                                                       suction. 	

                                                   §  Dyson positions itself as technical, highly
                                                       engineered products that address men. 	


                                                   Revenue Model	

                                                   §  Dyson demands premium prices for its
                                                       vacuum cleaners.
Blacksocks – we save the world from socks problems	


                                                                  Putting
Starting         Buy	

    Delivery	

   Use	

   Washing	

                 Disposal	

                                                                  in pairs	

Points	


Customer	

Productivity	



Simplicity	



Usability	




Risk	



Image  	

fun	



Enviromental 	

friendlyness
Blacksocks – We solve the world from its socks problems	

                               ks =
                                                                                Blacksoc
                                                                                          odel
                                                                                revenue m
                                                                                           !
              Socks subscription	

                                             innovation
                  (2001-2008)	

                         Customer Insights	

                                              40'000     §  Buying socks is no fun	

40'000                                                   §  Putting socks in pairs even less fun	

                  20% market share!                      §  Good socks are a sign of „Being well
                                                             dressed“
                  in Switzerland*!                           	

30'000                                                   Value Proposition	

                                                         §  Blacksocks subscription solves all
                                 25'000
                                                             problems	

                                                         §  Always enough new socks 	

                                                         §  No pairing needed since all socks are
20'000                                                       identical	


                     12'000                              Revenue Model	

         10'000                                          §  Upfront payment 	

10'000                                                   §  Easy planning and negative working
                                                             capital	




    0
         2001        2002         2005         2008
                   * premium segment starting at 9CHF!
What is your first thought as an insurer?
What are the firstt thoughts of the owner?	

              rs
          he fi
 What is t your
           f
 thought o
          ?!
 customer
How can we find systematically new customer insights e.g. in an insurance
  company?	


Customer’s Insurance Utility Map	

                                                 Understand	

         Do I need an                            ▪  Understand how the customers are buying and
                              Buy Insurance	

      using your insurance. Look at the emergency
          insurance?	

                                                    case	

                                                 ▪  Understand the whole lifecycle of customers‘
                                                    utility not just the parts you are responsible for	

                                 Nothing	

         Pay insurance	

                                 happens	



                                                 Change	

          Emergency          Getting back to     ▪  How can we improve the buyer‘s utility cycle?	

           happens	

            normal	

       ▪  Can we do more for the customer?	

                                                 ▪  Can we do more to prevent damage?	

                                                 ▪  Can we leave something to the customer?	


            Claim
          settlement
With HelpPoints Zurich Insurance improved customer satisfaction AND
achieved lower cost for claim settlement
„	

How do 	

 	

I do this?“
„What tools
  do we have? “
Creating Business model innovations is a creative and
analytical process at the same time. There is a reason
why god gave us two brain hemispheres
Buyer Utilitiy Map for Customer Insights	


                                                                    Putting
Starting          Buy	

     Delivery	

   Use	

   Washing	

                 Disposal	

                                                                    in pairs	

Points	


Customer	

Productivity	



Simplicity	



Usability	




Risk	



Image  	

fun	



Enviromental 	

friendlyness
Develop you
               r
business mo
                del,
play with al
             l
components
             !
Map your positioning and show your difference	


       6                    Traditional brands   No-Name   Bosch

       5

       4

       3

       2

       1

       0

      -1
„Is there a
process?“
If you want to find a disruptive business
model innovation you just have to
follow the prescription to the right.

Your success is guaranteed!
Sorry, life is not a fairy tale.
You can find sustaining innovation with
a structured process, but not disruptive
business model innovation. 
Business model innovation are all about
try and error under high uncertainty
The fluidminds way of business model innovation 	

Understand                            Unlearn  mobilize                   Ideate

         •  Find customer insights           •  Unveil tacit assumptions            •  Generate
            via jobs-to-be-done                 about the industry                     •  value ideas
         •  Describe current                 •  Create discomfort with                 •  architectural ideas
            business model                      current situation                      •  revenue ideas
         •  Understand market
            trends




Design                                Select  Prototype                   Build  Learn

         • Design new business              • Select business models                • Execute business model
          models                            • Prototype  customer                  • Gather customer feedback
         • Check interdependen-cies          Development                              data
          in business model                 • Write Business Case                   • Adapt business model
                                            • Select new business model
The magic
formular for                          Customer	

                                        utility	

great firms	

                        customer	

                 +	

     value	


                                        price	


                        company 	

                +	

     profit	


                                       costs
„And now
success?“
Beware of your existing customers.
   They want More-of-the-Same-for-
   Less!	





Dr. Patrick Stähler. Leuphana University Lüneburg
But also it takes time to find new
customers and teach them the
advantages of your solution	

 Dr. Patrick Stähler | 151
Even innovations that are self-evident  have no competition do not diffuse easily. 
The example of lemon juice and the British Navy	



   Discovery that lemon juice prevents	

             scurvy in 1601	


                146 years	



       Confirmation of the results 	

                1747	


                 48 years	



        Introduction to the Navy 	

                  1795	


                 70 years	



    Introduction to the Merchant navy 	

                   1865	


                                            Source: Mosteller, 1981 cited in Rogers, 1995
Business model innovation demands often new consumer behavior. Learning takes
TIME and a GOOD REASON to do so!	





                                              §  Have you ever thought of, how
                                                  much knowledge consumer have
                                                  about the consumption process?	

                                              §  Most consumer knowledge is
                                                  learned via from other peers	

                                              §  To implement a new business
                                                  model in the heads of the
                                                  consumer takes time!	



                           Explain how
                                           to “get the
                           right gas” t
                                        o an alien.
                           Easy, isn‘t it
                                          ! ;-)!
What is a good strategy?	




                                         trend	





                                                          differenti
                       focus	

                                                            ation	





                                  build on strengths
It’s about finding the right
trend to surf!
It is about differentiation
„Business model innovation is
   about being	


	

DIFFERENT!“
NO,   REALLY            	

               DIFFERENT!
Dr. Patrick Stähler | 159
DOING	

not learning to do,	


is the essence of
   	

entrepreneurship	


                         Guy Kawasaki, The Art of the Start 2004, p. xi
„Scary to be this nail. Where
will the hammer hit next
time?“
From an idea to a great and sustainable business model
More Information on!
http://blog.business-model-innovation.com!

Dr. oec. Patrick Stähler	

fluidminds GmbH	

Seefeldstrasse 5a	

CH-8008 Zürich	

Patrick.Staehler@fluidminds.ch	

www.fluidminds.ch	

blog.business-model-innovation.com

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From an idea to a great and sustainable business model

  • 1. From a business idea to a sustainable business model The Art of Strategic Innovation! Masterclass TiasNimbas Business School Open Innovation Entrepreneurship April 18th 19th, 2011 Dr. oec. Patrick Stähler
  • 3. A word of warning This masterclass might be good enough in its own way, but it is a mighty bloodless substitute for starting a new venture in real life. Adopted from Robert Louis Stevenson
  • 4. Agenda Monday April 18th Tuesday, April 19th Morning Session (9-12.30) ! Get-to-know your ideas (Present your idea to ! How to find customer insights as a source of an the group in 5min) innovative business model ! It’s not the product, stupid! The importance of ! Customer development step in step with business model for innovation and startups product development ! What is an innovation? ! Business model innovation or the art of being ! What is a business model? different Lunch Break 12.30-13.30 Afternoon Session (13.30-17.30) ! First pitching to the group and feedback ! Business Model Design process tools ! It is the customer, stupid! The importance of the ! How to write a good business plan value proposition and the jobs you solve for ! Wrap up your customers ! Preparation of the pitching in the evening Evening (starting 18.15) Reception and Live Pitching
  • 5. 1st part Innovation and Your Business Model
  • 6. The Reality: Nobody waits for you! We have too much of everything! We have too much choice! We are bombarded by advertising and commercials!
  • 7. Why should any- body care about your idea? What is the purpose of your business?
  • 8. 1.  Make Meaning Great idea s What is your meaning? for starti ng something ! 2.  Make Mantra Source: Great ideas for starting something (by Guy Kawasaki) Take the meaning and make a mantra out of it 3.  Get Going Start creating and delivering, not pitching, writing or planning 4.  Define your business model The whole business model counts, not just the product 5.  Weave a Mat (Milestones, Assumptions, and Tasks)
  • 9. «What is the biggest innovation in your firm?»
  • 10. What are innovative companies for you? What can we learn from them?
  • 11. „Which innovation expanded the global addressable market for mobile communication the most?*“ *After the invention of mobile telephony itself
  • 12. Which innovation made this possible?! Dr. Patrick Stähler | 12
  • 13. A smal l chang opened e in bill new ma ing Africa, rkets in Asia, L Americ at a, Yout in hs, etc ..! Prepaid
  • 14. «But what is an innovation?»
  • 21. The magic formular for Customer utility great firms customer + value price company + profit costs
  • 22. Would yo say this u dare to ? would b What e of your the answer boss?! “Well, I know we are in a commodity market where the price is key, but I believe we can sell the good for 10x as much as before.”
  • 24. The importance Transistor was invented at the of business end of the 1940s model thinking!
  • 25. But SONY made in 1955 a successful product out of the transistor and developed a successful business model out of it for the next 50 years.
  • 26. Do you know this man? Hans Rausing = Inventor of the Tetra Pack Systems Dr. Patrick Stähler | 26
  • 27. He could have sold his packaging machines, but…
  • 28. But he sold packaged services Tetra Pack is not a product innovation but an innovation of an innovative business model!
  • 29. Business Model innovation »  Beats Technology »  Beats Product »  Beats Process
  • 31. The business model creates value not technology or a product itself technology X value / utility creates enables business model defines business strategy
  • 32. To develop a business model with a purpose, is To Do the right things And not to do things right
  • 33. Strategy is often seen as the corporate strategy of a firm, but the business strategy decides upon success or failure in the markets Owner Strategy Corporate Strategy Business strategy Business Strategy Product Product Product strategy 1 strategy 2 strategy .. That is where the business is! That is were innovation should start.!
  • 35. „What is a business model?“
  • 36. Are you aware o f your DN A?! The business model is the DNA of your business
  • 37. The business model gives meaning to your employees and customers
  • 38. The purpose of a business is to create customers. Peter Drucker
  • 39. 1.  What value/ benefit do we create for whom? 2.  How do we do it? 3.  How do we earn money? 4.  What values do we pursue?
  • 40. Now, we need a common language for describing a business model Dr. Patrick Stähler | 40
  • 41. Components of a business model Value Proposition What value or benefit do we create for our customers and partners? Value Architecture How do we create the value? Revenue Model How and with what do we earn money? Values/ Culture What values do we pursue?
  • 42. „ What industry are we in? Who are our competitors? “
  • 43. „ In which industry are we in? “
  • 44. „That was the job the customer “ wanted to do. Dr. Patrick Stähler | 44
  • 45. Value Proposition/ customer Wertschöpfungsarchitektur customers Value Proposition/ Kunden Angebot Distributionskanäle Kunden §  Wie sieht mein Angebot §  WhoWie erreicht das Angebot §  are our §  Wer ist mein Kunde? aus? meine Kunden? §  Welchen „Job“ customers? übernehme ich für §  What job do we solve meinen Kunden? Wertschöpfungskette for our customers? §  Was sind die wichtigsten Schritte der Aktivität 1 Aktivität 2 Aktivität 3 Aktivität 4 Kunden Aktivität 1 Nutzen Wertschöpfung? §  Welchen Nutzen stifte ich für meinen Kunden? value proposition §  Welchen Nutzen stifte Kernfähigkeiten Partner ich für meine Partner? §  Welche Kernfähigkeiten §  What value do we create §  Welche Partner brauche ich? benötige ich? for our customers? §  What value do we create for our partners? Ertragsmodell Kostenstruktur Ertragsquellen §  Die Kostenstruktur wird durch §  Womit verdiene ich die Wertschöpfungs-architektur Geld? festgelegt. Kultur/ Werte Führungsstil Beziehungskultur Werthaltung §  Welchen Führungsstil §  Wie gehen wir §  Welche Werte prägen uns? pflege ich? miteinander um?
  • 46. “To refresh the world”
  • 47. “ To put a computer on every desk and in every home”
  • 48. “ To organize the world’s information and make it universally accessible”
  • 49. Wertschöpfungsarchitektur Value architecture Value Proposition/ Kunden Angebot Distributionskanäle Kunden §  Wie sieht mein Angebot offer §  Wie erreicht das Angebot distribution architecture ist mein Kunde? §  Wer aus? meine Kunden? §  Welchen „Job“ §  What is our offering? §  How do we reach our übernehme ich für meinen Kunden? customers? Wertschöpfungskette §  How do we communicate §  Was sind die wichtigsten with our customers? Schritte der Aktivität 1 Aktivität 2 Aktivität 3 Aktivität 4 Kunden Aktivität 1 Nutzen Wertschöpfung? value chain §  Welchen Nutzen stifte ich für meinen Kunden? §  What Kernfähigkeitenare our value Partner §  Welchen Nutzen stifte ich für meine Partner? §  Welche Kernfähigkeiten steps? creating §  Welche Partner activity 1 activity 2 activity 3 activity 4 customer activity §  What is our value brauche ich? benötige ich? chain? core capabilities partner Ertragsmodell Kostenstruktur Ertragsquellen §  What are§ the Kostenstruktur wird durch Die core §  Which partners do ich §  Womit verdiene die Wertschöpfungs-architektur capabilities we need? festgelegt. we need? Geld? Kultur/ Werte Führungsstil Beziehungskultur Werthaltung §  Welchen Führungsstil §  Wie gehen wir §  Welche Werte prägen uns? pflege ich? miteinander um?
  • 50. Revenue model cost structure sources of revenue §  Cost structure is §  With what do we defined by the value earn money? architecture
  • 51. Culture/ values leadership style relationship style values §  What leadership §  How do we §  What values do style do we have? interact with each we pursue? other and the customer?
  • 52. What business are we in? Our business model Value architecture Value Proposition/ customer offer distribution architecture customers §  What is our offering? §  How do we reach our §  Who are our customers? customers? §  How do we communicate §  What job do we solve with our customers? for our customers? value chain §  What are our value creating steps? value proposition customer activity 1 activity 2 activity 3 activity 4 §  What is our value chain? activity §  What value do we create for our customers? core capabilities partner §  What value do we §  What are the core §  Which partners do we create for our partners? capabilities we need? need? Revenue model cost structure sources of revenue §  Cost structure is defined by the §  With what do we earn value architecture money? Culture/ values leadership style relationship style values §  What leadership style do §  How do we interact with §  What values do we we have? each other and the pursue? customer?
  • 53. What business are we in? Our business model Value architecture Value Proposition/ customer offer distribution architecture customers §  What is our offering? §  How do we reach our §  Who are our customers? customers? §  How do we communicate §  What job do we solve with our customers? for our customers? value chain §  What are our value creating steps? value proposition customer activity 1 activity 2 activity 3 activity 4 §  What is our value chain? activity §  What value do we create for our customers? core capabilities partner §  What value do we §  What are the core §  Which partners do we create for our partners? capabilities we need? need? Revenue model cost structure sources of revenue §  Cost structure is defined by the value architecture §  With what do we earn money? Culture/ values leadership style relationship style values §  What leadership style do §  How do we interact with §  What values do we we have? each other and the pursue? customer?
  • 54. 2nd part Develop Your Business Model
  • 55. Use the can vas to develop your business mo del!
  • 56. Checklist for writing your business model §  Be specific §  Keep it simple §  Self-explanatory §  Focus on the relevant points §  Do not reinvent the world
  • 57. Checklist for positioning your business model §  differentiated §  customer-centric §  specific §  better narrow than broad §  relevant §  based-on core capabilities
  • 58. Innovation is all about being different
  • 59. But if everybody is doing he same, you have to find something else
  • 60. Optimal is when different business models exists and all have devoted customers
  • 61. Checklist for writing your business model Complete this sentence: If your organization never existed, the world would be worse off because ____________________________ ___________________________________________ Source: Great ideas for starting something (by Guy Kawasaki)
  • 63. 3rd part The Art of Pitching
  • 64. The most salient phrase for an entrepreneu r! I pitch, therefore I am Source: Great ideas for starting something (by Guy Kawasaki)
  • 65. Know your audience for the pitch Pitch to Sales pitch to Investor‘s pitch partners customers
  • 66. What do you do? What is a good pitch for Problem you solve investors? Your solution benefit for the customer Your business model (the essentials) Your competitors Underlying magic (uniqueness) Management Team Key Financials Current Status, timeline Source: Great ideas for starting something (by Guy Kawasaki)
  • 67. What do you do? What is a good pitch for investors? (short version) Problem you solve Your solution benefit for customer Your business model (the essentials) Underlying magic (uniqueness) Key financials Current Status, timeline Source: Great ideas for starting something (by Guy Kawasaki)
  • 68. 2nd day From a business idea to a sustainable business model The Art of Strategic Innovation! Masterclass TiasNimbas Business School Open Innovation Entrepreneurship April 19th, 2011 Dr. oec. Patrick Stähler
  • 69. «Everybody wants to be innovativ: But what is an innovation?»
  • 70. 80 devices in Germany
  • 72. Innovation is all about being different
  • 73. But if everybody is doing he same, you have to find something else
  • 74. Optimal is when different business models exists and all have devoted customers
  • 76. At the beginning of the 1990s the world in the power tool industry was in perfect order ▪  Established brands in a growing, European market ▪  Competition was well defined and Bosch was the uncontested market leader
  • 77. Die Ausgangsituation And then the Chinese came along….. ▪  Over 200 new competitors in a short period of time
  • 78. …and the market stagnated at the same time.
  • 79. Dire consequences: A steep decline in the average price per sold tool and…. 5,9 Sales(Mio. units) 3,8 307 Sales (Mio. Euro) 329 88 Ø – price in Euro 78 69 65 64 67 62 58 56 52 93 94 95 96 97 98 99 00 01 02 Source: GfK Do-it-yourself chains in Germany: 1993 until 2002
  • 80. … and declining market share for the established brands and exponential growth for the no-names and trade brands Market Share Powertools (Germany) 100% 6 27 29 33 No Names Trade Brands Established Brands 95 73 71 67 0% 1991 2000 2001 2002 Source: GfK, Do-it-yourself shops ▪  Strong increase of market share for no-names and trade brands ▪  Bosch Power Tools DIY 2002 with a market share of 33% but loss making
  • 81. Simple task from your board: §  Defend market leadership §  Improve profitability
  • 82. Which directions should we take? Dr. Patrick Stähler. Leuphana University Lüneburg 82
  • 83. How about this crazy idea? “ How about making a power tool which is much weaker than the last generation but we make it also very handy and nicely designed. For that we charge a premium and market it to people who are not really into DIY. ” “ Great idea, isn’t it? ”
  • 84. The solution: Tools for the IKEA Generation
  • 85. Here is the solution for Bosch: the IXO, the first power tool for the IKEA generation ▪  Bosch introduces the IXO to the market ▪  Instead of following the traditional mantra of “better, stronger, faster” Bosch used a new battery technology to make tools smaller and more user friendly ▪  Instead of going for the traditional market of MMS (men, muscles and sweat) the IXO addresses the soft DIYs that assembles its IKEA furniture but not more ▪  Thereby, it addresses a new, previously unserved market of non-customers ▪  The IXO is a typical value innovation that opened up new, uncontested markets
  • 86. Shift from technology to user orientation … prior 2002 since 2002 … Technologie §  §  User and usage orientation orientation Building and §  §  Building/repair, planning repairing and home decoration reliable, very powerful and §  §  reliable, easy to use long-living products products and services unemotional §  §  inspiring people technology orientation
  • 87. The traditional market: MMS or Men, Muscles and Sweat
  • 88. New market: Addressing previously non- customers like soft DIYlers and particularly woman Dr. Patrick Stähler | 88
  • 89. Changed consumer behavior The first power tool for the kitchen drawer
  • 90. Bosch IXO is the world record holder in units sales 10 Mio. times so ld 2004 2005 2006 2007 2008 2009 2010 ▪  IXO was first power tool with Li-Ionen technology ▪  IXO is the best selling power tool in the world
  • 91. Growing market share and highly profitable Market share in power tools (DIY Shops Germany) 27 29 33 35 34 38 38 No Name / Trade Brands 40 38 29 34 31 26 25 Other Brands Bosch 33 33 33 34 37 36 37 '00 '01 '02 '03 '04 '05 '06 Source: GfK
  • 92. OK, let’s do some analytics and theory 92
  • 93. Bosch used the new battery technology for a disruptive value innovation Sustaining innovation = Serving today’s customers ▪  Extend performance in direction of what Advantages of Li-Ion today’s customers like ▪  can be formed into a variety of shapes and sizes so as to efficiently fill available space in the ▪  Use the Li-Ion technology for stronger and devices more heavy duty tools ▪  lighter than other—often much lighter. ▪  do not suffer from the memory effect ▪  low self-discharge rate of approximately 5% per Disruptive innovation = Finding new customers month, compared with over 30% per month in with different needs nickel metal hydride batteries (Source Wikipedia) ▪  Use for a new market segments that values different performance parameters like usability, handiness than traditional customers ▪  Performance of tool will be worse in parameters current customers value
  • 94. The strategy canvas of Bosch IXO: A clear profile of the value innovation 6 Traditional brands No-Name Bosch 5 4 3 2 1 0 -1
  • 95. If you are in a market for giants...
  • 96. .. and you play with their rules you will get nowhere…
  • 97. „…but if you can create your own rules of engagement than you can compete even in a market for giants. “
  • 98. Sounds t rival, but it isn ‘t! Business model innovation 1.  Value Innovation (We offer a better value proposition for an existing or new problem) 2.  Architectural innovation (We reconfigure the value chain so that a better value proposition emerges) 3.  Revenue model innovation (We change the revenue mix and thereby creating a better value proposition)
  • 99. Fight eye diseases in India with mass production processes for low costs the basic idea behind Aravind Eye Hospitals §  The network of not-for-profit hospitals and vision centers performs 300,000 eye surgeries each year -- 70% for free -- using broadband connections to on-call doctors in city hospitals for instant diagnosis. §  Camps in rural areas screen thousands of patients weekly. We are going from village to village to provide eye care to the unreached, says Aravind's chairman, Dr. P. Namperumalsamy. §  Aravind won the 2008 Gates Award for Global Health.
  • 100. §  paramedics scanning §  middle class Indians §  eye surgery rual villages §  poor Indians §  highly standardized surgeries §  high division of labor §  good quality eye surgery §  affordable eye surgery even for the poor §  process know- §  Doing good for middle class indians how §  cross- subsidies between middle class §  low cost production system patients and the poor
  • 102. A deliberate change of a business model is a good strategy Starting points of business model innovation §  All components of a business model are starting points for innovation §  Value Innovation §  Architectural Innovation §  Revenue Model Innovation §  At the end, all business model innovation must create more value to the customers
  • 103. Case IKEA Value Architecture §  Customers have to transport and assemble the furniture by themselves, thereby saving IKEA to expensive steps in their value creating process Value Proposition §  At the same time a new value proposition is created: Instant satisfaction without waiting for the later delivery of the furniture Revenue Model §  Due to the high volume, furniture can be produced in an industrial fashion that leads to even lower production costs §  Therefore, the furniture can be sold for a much lower price
  • 104. The Andermatt Challenge retreat of Swiss Army from Andermatt §  Andermatt was strongly depending on the Swiss Army but Army withdrew §  Tourism infrastructure is dated and no-investor could be found §  Reputation of area Urserental in Switzerland mixed due to Army time (cold, windy and very wet) Dr. Patrick Stähler | 104
  • 107. The Challenge §  Traditional Swiss style touristic development did not work since just small investments eg. one hotel was not sufficient to bring the whole valley back to modernity §  Valley was seen as not-developable Dr. Patrick Stähler | 107
  • 108. The “Alps Pharaoh” §  Sawiris with his company Orascom had the idea to build a whole resort into the Urserental not just one hotel Dr. Patrick Stähler | 108
  • 113. The Orascom Innovation: Resort vs. single development Traditional Swiss Andermatt resort single development of §  §  plan for a whole one hotel or apartment resort ranging from golf, complex hotels to apartments No international §  §  Internationals sales of distribution networks apartments Villas §  International management short term profit from §  §  mid-term profit since some construction companies real estates stay with (traditional developers) Orascom problem of cold beds §  §  ???
  • 114. Geberit – a product innovator? From plumber supply to under-the-wall systems for baths
  • 115. Geberit has developed an innovative business model From plumbers’ supplier to baths renovator •  Plumbers are as well •  Homeowners, customers as the •  Plumbers distribution channel •  Plumbers are also reached via trainings •  Faster and more convenient renovation of baths •  Partner management •  Plumbers •  Plumbers have all •  Training of components from one plumbers source. High margin •  Higher costs due to more •  Higher revenues since plumbers expenses e.g. trainings know only „Geberit“
  • 116. Today’s job posting market. More sites than ever but that makes it much more difficult for the candidate to find the right job Too much!! y Too man t ! irrelevan ! postings
  • 117. Experteer.com: „To develop your carrier is already difficult enoungh, we find the right jobs for your next carrier step.“ = Experteer odel revenue m ! innovation Customer Insight §  The offering on the web is too broad and too much noise §  How do I find the right job? Value Proposition for customer §  Experteer classifies the jobs on the different websites according to carrier level and salary §  Based on the her profile the user get‘s just the relevant job offerings. Revenue model §  Instead of the employer the user dia Without new me pays for getting just the relevant s model Experteer‘s busines job postings ible! would be imposs
  • 118. Business Models with a Actuall Sustainability y, not purpose: Profit Impact Impact a new id ea.! Sustainability + old school Business Models non-profit with a purpose do-gooders non-profit for profit old school companies - Source: Inspired by Alexander Osterwalder’s presentation: Business models beyond profits
  • 119. Self-help, self-responsibility and self-administration the basic idea of Friedrich Wilhelm Raiffeisen Hermann Schulze-Delitzsch: Founder of the cooperative movement in Germany in the mid 1850s §  Cooperative banks for low-priced loans and advantageous investment opportunities for farmers to enable farmers to purchase agricultural equipment, fertilizers and livestock. §  The members then provided each other with mutual assistance.
  • 120. The mo dern Micro credits version in Banglade Help for Self-help: sh! the basic idea of Muhammad Yunus §  Yunus set up the Grameen Bank in 1976 to give credit to the very poorest in his country, particularly women, in order to let them set up tiny businesses without collateral. The members then provided each other with mutual assistance.
  • 121. Business Model Innovation How to find fresh customer insights
  • 122. ! square Back to derstand un one to on! what is going „What is a newspaper?* “ *from a business point
  • 123. „ I buy a newspaper for news, comments and background stories!“ 1.  busine ss! content f or readers!
  • 124. s! 2. busines „ With the WSJ I can reach 30% ders‘ sa les of rea attention t o of the decision makers! “ ! marketeers
  • 125. „ I buy the paper since I am looking for a job.“ 3. busines s ! Matching demand and supp ly e.g. for jobs!
  • 126. Where do we get a Value Innovation from? Let‘s find new customer insights as a Customers’ starting point insight New value proposition Business model innovation
  • 127. „How can we find customer insights? “
  • 128. How about asking your customers?
  • 129. How can we find systematically new customer insights? Buyer Utility Map Delivery/ Comple- Buy Usage Service Disposal Assembly ments §  Understand how the customers are buying, §  How can we improve the buyer‘s utility cycle? using and disposing the product §  Can we do more for the customer? §  Understand the whole lifecycle of customers‘ §  Can we leave something to the customer? utility Source: cp. Kim, W.C., Mauborgne, R., Knowing a Winning Business Idea when you see one, HBR Sep-Oct. 2000
  • 130. Where can I start in the buyer utility map? – value The Dyson Vacuum Cleaner Dyson = ! innovation Starting Buy Delivery Use Complements Service Disposal Points Customer Productivity Simplicity Usability ++ Risk Image fun Enviromental friendlyness
  • 131. Dyson vacuum cleaner – inspired by technology The vacuum cleaner for men Dyson = ! Value n! Innovatio Customer Insights §  Bags and filters get clogged and restrict airflow. Loss of suction §  Vacuum cleaners are marketed as household aids. Are there different segments? Value Proposition for customers §  Dyson vacuum cleaners have NO bags and do NOT get clogged due Cyclone technology. Therefore, NO loss of suction. §  Dyson positions itself as technical, highly engineered products that address men. Revenue Model §  Dyson demands premium prices for its vacuum cleaners.
  • 132. Blacksocks – we save the world from socks problems Putting Starting Buy Delivery Use Washing Disposal in pairs Points Customer Productivity Simplicity Usability Risk Image fun Enviromental friendlyness
  • 133. Blacksocks – We solve the world from its socks problems ks = Blacksoc odel revenue m ! Socks subscription innovation (2001-2008) Customer Insights 40'000 §  Buying socks is no fun 40'000 §  Putting socks in pairs even less fun 20% market share! §  Good socks are a sign of „Being well dressed“ in Switzerland*! 30'000 Value Proposition §  Blacksocks subscription solves all 25'000 problems §  Always enough new socks §  No pairing needed since all socks are 20'000 identical 12'000 Revenue Model 10'000 §  Upfront payment 10'000 §  Easy planning and negative working capital 0 2001 2002 2005 2008 * premium segment starting at 9CHF!
  • 134. What is your first thought as an insurer?
  • 135. What are the firstt thoughts of the owner? rs he fi What is t your f thought o ?! customer
  • 136. How can we find systematically new customer insights e.g. in an insurance company? Customer’s Insurance Utility Map Understand Do I need an ▪  Understand how the customers are buying and Buy Insurance using your insurance. Look at the emergency insurance? case ▪  Understand the whole lifecycle of customers‘ utility not just the parts you are responsible for Nothing Pay insurance happens Change Emergency Getting back to ▪  How can we improve the buyer‘s utility cycle? happens normal ▪  Can we do more for the customer? ▪  Can we do more to prevent damage? ▪  Can we leave something to the customer? Claim settlement
  • 137. With HelpPoints Zurich Insurance improved customer satisfaction AND achieved lower cost for claim settlement
  • 138. „ How do I do this?“
  • 139. „What tools do we have? “
  • 140. Creating Business model innovations is a creative and analytical process at the same time. There is a reason why god gave us two brain hemispheres
  • 141. Buyer Utilitiy Map for Customer Insights Putting Starting Buy Delivery Use Washing Disposal in pairs Points Customer Productivity Simplicity Usability Risk Image fun Enviromental friendlyness
  • 142. Develop you r business mo del, play with al l components !
  • 143. Map your positioning and show your difference 6 Traditional brands No-Name Bosch 5 4 3 2 1 0 -1
  • 145. If you want to find a disruptive business model innovation you just have to follow the prescription to the right. Your success is guaranteed!
  • 146. Sorry, life is not a fairy tale. You can find sustaining innovation with a structured process, but not disruptive business model innovation. Business model innovation are all about try and error under high uncertainty
  • 147. The fluidminds way of business model innovation Understand Unlearn mobilize Ideate •  Find customer insights •  Unveil tacit assumptions •  Generate via jobs-to-be-done about the industry •  value ideas •  Describe current •  Create discomfort with •  architectural ideas business model current situation •  revenue ideas •  Understand market trends Design Select Prototype Build Learn • Design new business • Select business models • Execute business model models • Prototype customer • Gather customer feedback • Check interdependen-cies Development data in business model • Write Business Case • Adapt business model • Select new business model
  • 148. The magic formular for Customer utility great firms customer + value price company + profit costs
  • 150. Beware of your existing customers. They want More-of-the-Same-for- Less! Dr. Patrick Stähler. Leuphana University Lüneburg
  • 151. But also it takes time to find new customers and teach them the advantages of your solution Dr. Patrick Stähler | 151
  • 152. Even innovations that are self-evident have no competition do not diffuse easily. The example of lemon juice and the British Navy Discovery that lemon juice prevents scurvy in 1601 146 years Confirmation of the results 1747 48 years Introduction to the Navy 1795 70 years Introduction to the Merchant navy 1865 Source: Mosteller, 1981 cited in Rogers, 1995
  • 153. Business model innovation demands often new consumer behavior. Learning takes TIME and a GOOD REASON to do so! §  Have you ever thought of, how much knowledge consumer have about the consumption process? §  Most consumer knowledge is learned via from other peers §  To implement a new business model in the heads of the consumer takes time! Explain how to “get the right gas” t o an alien. Easy, isn‘t it ! ;-)!
  • 154. What is a good strategy? trend differenti focus ation build on strengths
  • 155. It’s about finding the right trend to surf!
  • 156. It is about differentiation
  • 157. „Business model innovation is about being DIFFERENT!“
  • 158. NO, REALLY DIFFERENT!
  • 160. DOING not learning to do, is the essence of entrepreneurship Guy Kawasaki, The Art of the Start 2004, p. xi
  • 161. „Scary to be this nail. Where will the hammer hit next time?“
  • 163. More Information on! http://blog.business-model-innovation.com! Dr. oec. Patrick Stähler fluidminds GmbH Seefeldstrasse 5a CH-8008 Zürich Patrick.Staehler@fluidminds.ch www.fluidminds.ch blog.business-model-innovation.com