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09-12-16
1
BE A REBEL
DESIGNBETTERBUSINESS
BUSINESS MODEL INNOVATIONFOR MARKETERS
NIMA, 8 december 2016
@BusModInc_NL@GijsMensing
YOU WILL ALL BEDESIGNERS!
NEW TOOLSNEW SKILLSNEW MINDSET
WHY?
BUSINESS AS USUAL IS DEAD
09-12-16
2
BUSINESS PLANS ARE SO 1980
OUR SHARED GOAL, A BETTER BUSINESS
WE WILL GIVE YOU TOOLS
A COMMON LANGUAGE TO DISCUSS BUSINESS
WE WILL WORK ON BUSINESS MODELS
IMPORTANT LESSONS FOR YOUR BUSINESS
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`ARE YOU READY?
THRILLINGRIDES
OR NOT WE ARE ALLRESPONSIBLE
`WHO ARE YOU?`WHAT DO YOU EXPECT?
AN INTRODUCTION
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GIJS MENSING
HOW IT ALL STARTED
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WE WANTED TO DISRUPT THE PUBLISHING INDUSTRY
24 USD 36 USD
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54 USD 81 USD
243 USD1.2 MILLION COPIES32 TRANSLATIONS
MOST ADDED VALUE IN VALUE PROPOSITION DESIGN PUBLISHED
OCTOBER 2014
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WE (RE-) DESIGN BUSINESSES
`ENGINGE IN START-UPS
`ENGINGE IN CORPORATES LOCATIONS
DESIGNING BETTER BUSINESSES
designbetterbusiness.com
POINT OF VIEW
GOAL
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IDEATE UNDERSTAND
VALIDATE PROTOTYPE
POINT OF VIEW
WHY IS BUSINESS MODELING SO POPULAR?
DESIGNING BETTER BUSINESSES DESIGNING BETTER BUSINESSES
DISRUPT BEFORE WE ARE DISRUPTED
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Insights from Moments of Impact:
UNFORESEEN TURBULENCE IS A CONSTANT FEATURE IN OUR WORLD
VUCA – WORLD: NON-STOP VOLATILITY, UNCERTAINTY, COMPLEXITY AND AMBIQUITY
`
`
`
`
LIKE AN AMUSEMENT PARK: FULL OF THRILLING RIDES. NOT ALL OF THEM ARE FUN.
Source:MomentsofImpact
THE WORLD HAS CHANGED
INLEGAL SUPPORT
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INGROCERIES
INLEGAL SUPPORT
FROM THIS…
INLEGAL SUPPORT
TO THIS…
INLEGAL SUPPORT
OR EVEN THIS!
INEDUCATION
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`FROM THIS… `TO THIS
FINANCING INLEGAL SUPPORT
INPUBLISHING
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`FROM BOOKS… `TO KINDLE
IN PUBLICTRANSPORT
`FROM THIS…
`TO UBER
IN OWNERSHIP
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`FROM THIS… `TO BMW DRIVENOW.
INRETAIL
`FROM SHOP…
`TO AMAZON
INMUSIC
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`FROM RECORD SHOP `TO STREAMING
THE RULES OF BUSINESS HAS CHANGED
`SUSTAINABILITY
`NEW GROWTH REGIONS `NEW WAYS OF PAYMENT
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`NEW TECHNOLOGY `CHANGING REGULATION
`ONLINE REVOLUTION `ONLINE REVOLUTION
`CHANGING CONSUMER
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SO…
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THE WORLD HAS CHANGED
THE TRADITIONAL MARKETING MIX IS NO LONGER RELEVANT
`
`
FROM INSIDE-OUT TO OUTSIDE-IN
`AND REPLACED BY SAVE
1 SINGLEQUESTION
WHERE IS VALUE CREATED?
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NEW TOOLS NEW SKILLS
NEW MINDSETTHE SPEED OF DEVELOPMENTS HAS INCREASED
DO YOU ALSO SEE THIS…?
WHAT DO YOU WANT TO ACHIEVE?
�IT�S MY JOB AS A DESIGNER TO MAKE CHOICES THAT TRIGGER THE RIGHT RESPONSES.�Nathan Shedroff(Chair of the DMBA)
“IF YOU’RE SITTING IN A ROOM WITH A BUNCH OF SLIDE DECKS, THERE’S VERY LITTLE THAT CAN GO WRONG.
THERE’S JUST VERY LITTLE THAT CAN GO RIGHT, TOO.”
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LEAD BY DESIGN�DESIGN IS A
HUMAN SKILLTHAT, FOR NOW
EVEN GOOGLE CAN�T AUTOMATE.�
John Maeda(Partner Kleiner Perkins)
DESIGN IS NOT WHAT IT LOOKS LIKEIT IS HOW IT WORKS
OBSERVE THEUSUAL SUSPECTS
BE PARANOID INNOVATION AS A DEPARTMENT
RADICALLYSELF-DISRUPT
ALL THE ROLES AND RULES COVERED
WAR FORTALENT
REGULARHIERARCHY
A TEAM OFBELIEVERS
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SIT THROUGHMEETINGS
CREATE MOMENTSOF IMPACT
WORK ON THATSINGLE RIGHT
SOLUTION
EXPLORE OPTIONSAND PIVOT
YOU WILL ALL BEDESIGNERS!
BUSINESS MODEL?
BUSINESS MODEL
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A BUSINESS MODELDESCRIBES THE RATIONALE OF HOW AN ORGANIZATION CREATES, DELIVERS, AND CAPTURES VALUE
THE BUSINESS MODEL CANVAS
CUSTOMER SEGMENTS1
VALUE PROPOSITIONS2 CHANNELS3
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CUSTOMER RELATIONSHIPS4 REVENUE STREAMS5
KEY RESOURCES6 KEY ACTIVITIES7
KEY PARTNERS8 COST STRUCTURE9
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CUSTOMERSEGMENTS
KEY PARTNERS
COST STRUCTURE REVENUE STREAMSCHANNELS
CUSTOMER RELATIONSHIPS
KEY RESOURCES
VALUE PROPOSITIONSKEY ACTIVITIES
#1 EASY CHECK IN
CHECK-IN TERMINALSADD VALUE
#2 13M2 ROOMS
ROOMSADD VALUE
#3 COSY ROOM AND FREE WIFI
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LOBBY LIVING ROOMSADD VALUE
DESIGNADD VALUE
#4 DIY COUNTER
CANTEEN MADD VALUE
#5 LEAVE WHEN U WANT
LOBBY LIVING ROOMSADD VALUE
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MICHAEL DID SOMETHING SMART…
AMBASSADORSREDUCE COSTS
ADD VALUE
citizenM: business model
EXERCISEWhat is our context? 1
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`
`
WHERE IS THECOMPETITION?
OFTEN PEOPLE WANT TO ADD A 10TH
BUILDING BLOCK TO THE CANVAS CALLEDCOMPETITION
WHAT DOES THE CONTEXT LOOKS LIKE?
WE NEED A COMMON UNDERSTANDING OF WHAT IS IMPORTANT AND WHAT IS NOT
`
`
LET’S LOOK AT STRATEGYZER
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EXERCISE: 10 MINUTESCONTEXT OF THE MUSIC INDUSTRY IN 2005
10MINUTES
EXERCISE: 5 MINUTESCONTEXT OF THE MUSIC INDUSTRY IN 2016
5MINUTES
DEFINE THE THREE MOST IMPORTANT ELEMENTS
EXERCISEThe business models of the music industry 2
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THE MUSIC INDUSTRY
VALUE CREATION?
FIRMS THAT RECORD, PRODUCE, PUBLISH, DISTRIBUTE AND MARKET MUSIC.
FANS THAT LISTEN TO (OR EXPERIENCE) MUSIC.
HOW DOES THE MUSIC INDUSTRY CREATE, DELIVER AND CAPTURE VALUE?
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WHAT DIFFERENT BUSINESS MODELS DO EXIST IN THE MUSIC INDUSTRY?
“Music is something most people love, that no onedislikes and that touches everyone throughout theirlives”
BrandAmp study, Millward Brown, 2007
BUSINESS MODELS IN THE MUSIC INDUSTRY
WE WILL EXPLORE
4 BUSINESS MODELS IN THE MUSIC INDUSTRY!
1. RECORD COMPANY2. PIRACY3. I-TUNES4. SPOTIFY
20MINUTES
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A RECORD COMPANY 1
BUSINESS MODEL CANVAS RECORD COMPANY
Mass marketHits and wannabee
hits
Tours and concerts
Huge sales from a few
artists’ albums
Merchandising
Marketing & promotion
Detecting & building talent (contracting)
Portfolio of star artists
Copyrighted content
Distribution channels
Manufacturers
Marketing & promotion Subsidizing
unsuccessful artists
Royalty payments
TV
Radio
Retailers
Digital
PIRACY 2BUSINESS MODEL CANVAS PIRACY
MASS MARKET
DIGITAL
DEVELOPERS OF ILLEGAL
APPLICATIONS AND
SOFTWARE
USER SKILLS, INTEREST
AND COMMITMENT
UPLOADPEER-TO-
PEER
DOWNLOAD ALL THE WORLDS MUSIC
A NETWORK OF
COMMITTED USERS
ADVERTISINGHOSTING
ITUNES 3BUSINESS MODEL CANVAS ITUNES
MASS MARKET
ITUNES STORE
RETAIL STORES
APPLE STORES
APPLE.COM
SEAMLESS MUSIC
EXPERIENCE AND GREAT
DESIGN(MUSIC AND HARDWARE)
LOVEMARK
SWITCHING COSTS
HARDWARE/SOFTWARE DESIGN
MARKETING & SALES
SUPPLY CHAIN
MANAGEMENT
CONTENT & AGREEMENTS
APPLE BRAND
TALENTED PEOPLE
(DESIGNERS)
ITUNES SOFTWARE
IPOD HARDWARE
MUSIC ROYALTIES
PEOPLE, DESIGN &
DEVELOPMENT HARDWARE
MANUFACTURING
MARKETING & SALES
RECORD LABELS
OEMS
HIGH-VOLUME CONTENT REVENUE
HIGH-MARGIN HARDWARE REVENUE
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SPOTIFY 4BUSINESS MODEL CANVAS SPOTIFY
ACCESS TO MUSIC VIA
STREAMING AND
DOWNLOAD SERVICES
PLATFORM DEVELOPMEN
T AND MAINTENANC
E
LICENSING AGREEMENTS
SOFTWARE AND
NETWORK ENGINEERS
RIGHTHOLDERS (LABELS
AND PUBLISHERS)
ADVERTISERS
INTERNET + PC
AD FEES SUBSCRIPTION FEES PC +
MOBILE
FREEROYALTIES TO RIGHTHOLDER
S SALARIES
BANDWITH COSTS
AUTOMATED ONLINE
RELATIONSHIP
GLOBAL MUSIC FANS
ADVERTISING
PLATFORM AND BRAND
INTERNET + MOBILE
3R D PARTY APIS COMMUNITIES
DESIGNING BETTER BUSINESSES
WHAT ARE THE LESSONS LEARNEDFROM THE MUSICINDUSTRY?
BUSINESS MODELS ARE NOT FIXED
THE BUSINESS MODEL OF THE FUTURE
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YOU NEED TO LOOK AT THE MARKET
UNDERSTAND YOUR CUSTOMER
BE FAST & FLEXIBLE AND ADAPT!
HOW CAN THE BUSINESS MODEL BE USED?
THE BUSINESS MODEL CANVAS CAN BE USED FOR REDESIGN AND INVENTION
HOW DOES IT CONNECT TO VISION, CONTEXT AND STRATEGY
09-12-16
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OURPROCESS
THESE ARE THE MINIMUMSTRATEGIC CONVERSATIONS
IDEATE UNDERSTAND
VALIDATE PROTOTYPE
POINT OF VIEW EXERCISEWho is our customer? 3
WHO IS OURCUSTOMER?
MOST COMPANIES HAVE NO IDEA WHO THEIR CUSTOMER IS. DATA IS NOT ENOUGH
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`WHO IS OUR CUSTOMER? `WHAT DOES HE WANT?
`WILLINGNESS TO PAY?
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JOB TO BE DONE MILKSHAKE MOVIE
WHAT IS THE JOB YOU GET DONE?
THE EASE OF FEELING AT HOME
NOT ABOUT A ROOM
POWER & SHOWING OFF!
NOT ABOUT WINE TASTING
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CONVEY MY IMAGE!
NOT ABOUT A CAR
FIX OR REPAIR SOMETHING
NOT ABOUT THE HARDWARE
BE SUCCESFUL & POSITION MYSELF
NOT ABOUT THE PERFECT SOLUTION
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20MINUTES
YOU ARE NOWREADY TOINNOVATE!
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PROTOTYPINGPROTOTYPING LET’S YOU FAIL EARLY TO SUCCEED SOONER
Ideo.com
“
”
EXERCISEIN OCTOBER
THIS BIKE AND $1,000.- ARE THE KEY RESOURCES OF YOUR BUSINESS MODEL
“DESIGN 3 DIFFERENT BUSINESS MODEL OPTIONS
IN 6 MINUTES!”
Spend 6 minutes defining three different business model options with the bike and the $ 1.000,- as your
key resources
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BUSINESS MODEL
6MINUTES
30 SEC BUSINESS MODEL INNOVATION
WE NOW HAVE A LOT OF INFORMATION, BUT MAYBE…
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WE CAN PLAN FOR THE FUTURE!
THINK LIKE ADESIGNER!
DESIGN?
DESIGN REQUIRES THE ABILITY TO IMAGINE “THAT WHICH DOES NOT EXIST”
IT’S A JOURNEY OF EXPLORATION
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BOLDLY GO WHERE NO-ONE HAS GONE BEFORE
It’s a Journey.
WHAT ARE DESIGN CRITERIA?
CURRENT BUSINESS MODEL
+/- +/-+/-
+/- +/-
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SO…HOW DO WE GET FROM START TO FINISH?
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IT’S A PROCESS! GENERATEOPTIONS 1
EXPLOREOPTIONS 2CHECK 3Against design criteria
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REPEAT 4THERE IS NOSINGLE RIGHT ANSWER!
KILL YOUR DARLINGS
SHAKEYOUR BUSINESS MODEL!
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FIRST WE WILL EXPLORE THE OPTIONS
THERE IS MORETHAN 1 OPTION
Which options are the most interesting?
BUT…
IN ORDER TO ENABLE YOU TO EXPLORE THE OPTIONS IN DETAIL, WE WILL SEND YOU INTO SPACE…
09-12-16
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EXERCISEMarshmallow Challenge 4
INGREDIENTS:1 MARSHMALLOW18 SPAGHETTI’S1 METER ROPE1 METER TAPE18 MINUTES
HIGHEST FREE STANDING STRUCTUREMARSH MELLOW ON TOP
BUSINESS MODEL VALIDATION
LET’S LOOK INTO SOME EXAMPLES
OF BUSINESS MODEL
INNOVATION
SO YOU COME UP WITH A NEW IDEA…
09-12-16
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AND YOU THINK IT’S WORTH A FORTUNE
BUT IT’S NOT
BECAUSE AN IDEA…
OR BUSINESS MODEL…
IS ON PAPER …ONLY A SET OF HYPOTHESES
GUESS
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IT HAS NO VALUE ZERO
EVERY IDEA IS ALREADY INVENTED… ONLY NOT BY YOU!
BECAUSE WE ALLHAVE THE SAME PERSONAL FRUSTRATIONS…
AND THE SAME INFORMATION
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SO WHAT DO WE DO
THINK ABOUTYOUR NEW BUSINESS MODELAS IF YOU ARE A START-UP
LET’S LOOK AT YOUR START-UP…
WHAT IS ACTUALLY A START-UP
“A START-UP IS NOT A SMALL VERSION OF A LARGE COMPANY.”
Steve Blank
A START-UP IS A TEMPORARY ORGANIZATION IN SEARCH FOR A PROFITABLE, SCALABLE AND REPEATABLE BUSINESS MODEL…
09-12-16
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A START-UP IS ABOUT SEARCHING
Steve Blank
A (LARGE) COMPANY IS ABOUT EXECUTION
Steve Blank
EXECUTION IS NOT SEARCH
EXECUTION FOLLOWSSEARCH
IT IS ALL ABOUT LEARNING!
PLEASE LOOK INTO THE FOLLOWING…
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YOU NEED TO CLARIFY YOUR ASSUMPTIONS
YOU NEED TO TEST YOUR ASSUMPTIONS
Source: Alex Osterwalder Instagram
GO OUT OF THE BUILDING
BEWARE! DON’T DO IT THE EASY WAY…
09-12-16
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DON’T HIRE AN AGENCY…
ORSET UP A TEST PANEL
DO IT YOURSELF!
THE MORE YOUR LEARN, THE SOONER YOU SUCCEED
WHY?YOU’LL INVENT SOMETHING PEOPLE DON’T NEED…
09-12-16
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YOU NEED TO ASK YOURSELF THE FOLLOWING
IS THE PROBLEM A REAL PROBLEM?
DO WE IDENTIFY A TARGET CUSTOMER SEGMENT?
CAN WE IDENTIFY THE NEED?
AND ARE THEY WILLING TO PAY
FOR THIS?
YOU HAVE TO DO THIS TOGETHER…
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AND GO OUT TO TALK TO CUSTOMERS…
WATCH FIRST THEN ASK
LOOK FOR NEEDSNOT SOLUTIONS
LET’S GO ON SAFARI!
PLUMBING BUSINESS
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8 PROTOTYPES FOR PUBLISHING A BOOK
AND MAKE PIVOTS…
WHATPIVOTS?
PIVOT YOUR IDEA OR VALUE PROPOSITION
IDEATE UNDERSTAND
VALIDATE
PROTOTYPE
POINT OF VIEWTESTING THE ASSUMPTIONS
09-12-16
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HOW DO WE DO THAT?
TEST CARD
Step 1 Hypothesis:We believe that…
Step 2 TestTo verify that, we will
Step 3 MetricAnd measure
Step 4 CriteriaWe were right if…
IN THE LAST FEW YEARS WE HAVE BEEN WORKING WITH MORE THAN 400 INTERNATIONAL CLIENTS FROM START-UPS TO CORPORATE ORGANIZATIONS ON BUSINESS MODELING. WE PUT ALL OUR EXPERIENCES TOGETHER AND CAME TO THE FOLLOWING 10 TIPS FOR BUSINESS MODEL INNOVATION.
ENJOY BUSINESS MODELING!
www.businessmodelsinc.com
TIP# 1BE A DESIGNER!
TIP# 2
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KILL YOUR DARLINGS
TIP# 3 APPLY FRESHWATCHING
LEARN FROM OTHER BUSINESS MODELS!
TIP# 4
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GENERATE OPTIONS
THE SINGLE RIGHT SOLUTION DOES NOT EXIST
THE PAST WAS ABOUT CHOOSING SOLUTIONS THE FUTURE IS ABOUT GENERATING OPTIONS
TIP# 5‘PROTOTYPING LET’S YOU FAIL EARLY TO SUCCEED SOONER’
IDEO.COM
09-12-16
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TIP# 6 DISRUPT BEFORE YOU ARE BEING DISRUPTED
TIP# 7“SHOW ME
THE MONEY!”
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TIP# 8 “DRAWING IS THE NEW WRITING”
THINK & WORK VISUALLY!
DESIGNING BETTER BUSINESSESDESIGNING BETTER BUSINESSES
TIP# 9 DON’T RELY ON YOUR
ASSUMPTIONS.
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GET OUT OF THE BUILDING AND TEST!
TIP#10JUST DO IT!
USE THE BUSINESS MODEL CANVAS ;-)
THE BUSINESS MODEL CANVAS
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BE A REBEL
DESIGNBETTERBUSINESS
DESIGNING BETTER BUSINESSESDESIGNING BETTER BUSINESSES
WORK LIKE A START-UPS
IDEATE UNDERSTAND
VALIDATE PROTOTYPE
POINT OF VIEW
WHAT ARE YOUR KEY SKILLS?
START WITH THE CUSTOMER
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ASK QUESTIONS CREATE OPTIONS
DESIGNING BETTER BUSINESSESDESIGNING BETTER BUSINESSESEXPERIMENT WORK VISUALLY
DESIGNING BETTER BUSINESSESDESIGNING BETTER BUSINESSESWITH STRATEGIC TOOLS
TO CREATE A COMMON LANGUAGE
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TO CREATE ‘CERTAINTY’ AROUND STRATEGY
GRAB THE OPPORTUNITIES OF UNCERTAINTY
CEO VERSUS CSO
I AM A F*** REBEL
DESIGNBETTERBUSINESS
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@BusModInc_NL@gijsmensing
DESIGNBETTERBUSINESS