digitale forretningsmodeller: business model bonanza

ACADEMY -‐ By Innovation Dock

#digfmo

ACADEMY  by

Academy – By Innovation Dock er en skole designet

for fremtiden. Her utvikler vi innovasjonshelter,

forretningsmodelleksperter og neste generasjons

ledere. På Academy får du trening i verktøy din

bedrift trenger for å jobbe med strategier for

fremtiden.

ACADEMY -‐ By Innovation Dock

#digfmo

CASE MØBLER

CASE DATING

50 millioner aktive brukere sjekker

Tinder ca 11 ganger daglig

CASE SÅPE

1937

1990

2006

Hvordan kan vi få damer til å slutte å kjøpe damesåpe til mennene sine,

og heller velge Old Spice?

5 MÅNEDER SENERE

”Let’s engage and communicate on a more personal, intimate level”

180 VIDEOS

REAL TIME

Results

Salget økte med 107 %

Markedsledende innen såper for

menn

BUSINESS MODEL 

BONANZA

20 000 nye sjåfører

hver måned

Harvard Business Review

”Uber’s revenue is DOBBELING

every six months”

- CEO Travis Kalanick

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

For whom are we creating value?Who are our most important customers?

What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?

What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?

What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?

Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?

What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?

Day Month Year

No.

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/

or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

UBER

Trust

Flexibility Business Travelers

Community

★★★★★

Partners

Social Media

APP/Web

Google Maps

Drivers

Investors

Salary Maintenance

app

Marketing 20% pr ride

Maintenance app

Recruiting drivers

Digitale customers

APP/Web

Drivers

Tar kunden fra A til B

Drivers

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

For whom are we creating value?Who are our most important customers?

What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?

What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?

What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?

Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?

What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?

Day Month Year

No.

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/

or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

UBER

Trust

Flexibility

Millennials

Business Travelers

Community

★★★★★

Partners

Social Media

APP/Web

Google Maps

Drivers

Investors

Salary Maintenance

app

Marketing 20% pr ride

Maintenance app

Recruiting drivers

Digitale customers APP/Web Carnegie Mellon

University

National Robotics Engineering

Center

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

For whom are we creating value?Who are our most important customers?

What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?

What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?

What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?

Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?

What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?

Day Month Year

No.

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/

or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

UBER

Trust

Flexibility

Millennials

Business Travelers

Community

★★★★★

Partners

Social Media

APP/Web

Google Maps

Drivers

Investors

Salary Maintenance

app

Marketing 20% pr ride

Maintenance app

Recruiting drivers

Digitale customers APP/Web Carnegie Mellon

University

National Robotics Engineering

Center

Google Maps

Environment

“Mom” Bloggers

Families

Subscription

Subscription fee

Smart logistic

Laundry sheets

Direct

Webpage

Marketing

Great coffee at home

Retailors

Nespresso stores

Households Lock - in

Machine sales

Nespresso pods

Machine

Businesses

Machine manufactures

Distribution channels

Nespresso club

Patent

Repetitive sale of pods

Coffee

Production: Coffee in pods

Branding

Distribution

Website

Coffee grossest

Production

Distribution

Nespresso

Marketing

Dash + Dash button is the Internet of Things manifested

Amazon Dash

Premium users

Seattle, California New York

Amazon Fresh

Amazon Dash

Amazon Button

Make shopping

easy

Amazon.com

APP

Lock-In

P&G

Amazon fresh

Distribution of products and

devises

Free button/dash

Higher resale rate

Production of buttons/dash

Marketing

Production Distribution

Marketing

P&G Warehouse

Premium subscription

ACADEMY -‐ By Innovation Dock

#digfmo

FREEMIUM

Freemium

OPPGAVE Lag en ”freemium” forretningsmodell

for din bedrift

Lag en forretningsmodell som ville utkonkurrert dagens modell

OPPGAVE

PROSJEKT #1 Skisser 1-3 «nye» forretningsmodeller – forsøk å følge de tre nivåene #2 Lag en plan for å ta dette videre internt #3 Lag en pitch på 3 - 5 slides for å skape bevegelse (begeistring) internt i ledergruppen/styret - målgruppe/budskap/målsetning(effekt)

TOOLS

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DESIGNET OG LEDET AV

Inger Hanne Vikshåland Inger Hanne Vikshåland holds deep insight in emerging digital business models and the required strategies to understand disruptive change.

She closely follows firms like Uber, Snapchat, AirBnB to understand the emerging challenges for client firms. She teaches at Academy – by Innovation Dock and Nortrain oil & gas.

Christian Rangen Christian Rangen works with senior leadership on innovative strategic transformation, innovation strategies, business model innovation and creative leadership development. He helps global companies master their top strategy & innovation challenges. Christian is also a senior lecturer at BI Norwegian Business School, teaching strategy, change innovation and leadership.

ACADEMY

#digfmo

Se alle våre Academy program på www.innovationdock.no

Kontakt oss: academy@innovationdock.no