Gerbus WORKBOOK Gamechangers Germany 6-7 June 2017€¦ · Strategy Roadmap for your business Business Model for your business Experience Map for your business Growth Horizons for

Executive Leadership ProgramIE Business School, Madridwith Prof. Peter Fisk9-11 March 2016

GERMANYGAMECHANGERS

Leading for smarter innovation and faster growth Executive program 6-7 June and 6-7 Sept 2017Prof. Peter Fisk, www.theGeniusWorks.com

Growth Hacking

Future Possibilities

Change theGame

Innovative Strategies

Business Impact:Your own Business Blueprint ready to implement

Strategy Roadmapfor your business

Business Modelfor your business

Experience Mapfor your business

Growth Horizonsfor your business

DesignThinking

BusinessFutures

HorizonPlanning

Customer Propositions

New BusinessModels

Business ModelDesign

CreativeStorytelling

CustomerExperiences

SmartSolutions

Making ChangeHappen

Growth Accelerators

Inspired Leadership

Prac

tical

Act

ion:

Test

ing

and

shap

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in y

our b

usin

ess

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6 JuneFuture

Strategies

7 JuneBusiness

Design

6 SeptSmarter

Innovation

7 SeptAccelerating

Growth

1.1 Moonshot Thinking … What is your “10x not 10%” future?

10% better

10x better

© GeniusWorks 2017 www.theGeniusWorks.com

1.2 Future back … Define your inspiring business purpose?

What you do

What you do for the world


1.3 Market Map … Where are the opportunities for growth?

2022Where are the relevanthigh growth geographic markets?

2018

Who are the relevant high growth

customers?

What are the relevanthigh growth market categories?

What are the relevant high growth

products/services?

2020


1.4 Growth Map … Where are your priorities for growth?

Growth potential

Profit potential


1.5 Change your game … Reframe your business context


1.6 Change the game … Change “why + who + what + how”

Who

Why What

How


1.7 Innovative strategies … Rethink how to “go to market”

Existing business

Innovative business … What will you do differently?

Customers

Products

Channels

Pricing


1.8 Innovative strategies … Rethink how to “make it happen”

Existing business

Innovative business … What will you do differently?

Assets

Capabiklities

Resources

Partners


BLUEPRINT 1 … STRATEGIC ROADMAP … What matters most?

Where to compete? How to compete? What to do to win?

Priorities for market focus Priorities for competitive advantage Priorities for value creation

Geographies, Categories, Customers Brands, Differentiation, Products and Services People, Organisation, Business Model

Why?


2.1 Design Thinking … Finding the real problem to solve

Why?

Why?

Why?


2.2 Design Thinking … Searching for new customer insight

Goal

What benefits does the customer expect or desire,

both rational and emotional?

What are the negatives in their current experience, bothrational and emotional?

What is the customer trying to do – the job they want to do,

or new goal to achieve?

Gains Pains


2.3 Customer solutions … How to solve the problem better

Solution

Gain creators Pain relieversHow could you create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations?

How could you remove the negatives, eg save time and effort, make them fee better,

remove negative impacts, or fears?

What are all the product and service components

that enable the customer to achieve their job better?


2.4 Customer proposition … Defining value to the customer

Benefits Why do I need it?

DifferenceHow is it better?

ValueWhat is it worth to me?


2.5 Business models … Visualising how the business works

www.theGeniusWorks.com

Donutselling

Low priced core than sell

extrasRyanair

SAP

Affiliateselling

Helping others to sell

productsAmazonPinterest

Auctionplatform

Selling other products to highest bid

EbayElance

Bartergoods

Exchange goods, no

moneyPay/TweetBarterbook

Cash advanceCustomer

pays before goods made

DellGroupon

Cross selling

Sell adjacent products to sell moreTchiboShell

Crowd funding

Financed by fans as first consumers

PebbleBrainpool

Crowd sourcingIdeas from

customers for reward

ThreadlessP&G

DigitalFormats

Turning physical into digital goods

NetflixDropbox

Directselling

Brand sold direct to customer

FirstDirectAussieFarm

sellingCustomer buys more

than productHarley Dav

Red Bull

Flat rate pricing

Single fee or subscrip. for unlimited use

NetflixSandals

FractionalOwnership

Customers each own

sharesNetjets

Homebuy

Franchise brand

Licensing format for a fee and %

SparLufthansa

FreemiumpaymentFree basic

then charge for premium

SkypeSpotify

Guarantee avaiiableAvailability

becomes key promiseNetjets

Hilti

Guaranteereplace

Builds trust in quality and

loyaltyTimberland

Tumi

revenueAlternative sources, egadvertising

GoogleMetro

Ingredientbranding

Branded part other brand proposition

GoretexIntel

Integrated supplyEfficiency through

supplychainZara

ExxonMobil

BrandCuratorBringing

together best brands

FabPos.Luxury

FunctionalspecialistAdding one

expert step to othersPayPalTrust-e

DataLeverage Reselling

aggregated customer data

Facebook23andMe

License brand

License brand or patent IPEd Hardy

ARM

UniqueFormatLock-in to compatible

formatsHP

iTunes

Long tail range

Offer huge range to many

nichesAmazoniTunes

MassCustomise

Make it personal for each person

DellBMW

NoFrills

Simple and minimal spec at lower costSouthwest

Accor

Open SourceMake IP

available to everyoneAndroid

Tesla

Solution Integrator

Connecting all sources and partners Li &

FungAccenture

Pay per use

Payment metered by use or time

ZipcarsAzuri Tech

Pay what you wantCustomer

choose the price

RadioheadPanera

Shareduse

Customers buy same productAirbnb

RelayRides

Peer to Peer

Customers buy from

customersCraigslist

Zopa

Resultsbased

Price based on agreed outcomes

Rolls RoyceXerox

Razor and Blade

Low price core, high price refills

GilletteNespresso

Rent don’t buy

Time based fee for period

of useXeroxRegus

RevenuesharingShare with

others to inccustom base

AA/BAApp Store

ReverseInnovateSell simple products in mainstream

HaierOneLaptop

One forOne

Charge the rich to fund

the poorToms

Narayana

Self service

Customers do more

themselvesIKEA

McDonalds

Quality assuranceCertification and trusted

endorsementISO

Verisign

Multilevel marketingPyramid of customer

sellingTupperware

Avon

Subscribe to it

Customer pays regular

feeTime

DollarShave

Bottom of pyramid

Tailor offer to less wealthy customersTata NanoWalmart

Trash to cash

Turn waster into new productsBraskomEkocycle

Dynamic pricing

Prices changes by

demandPriceline

WallSt Bar

Co-createDesign

Customers are co-

designers of products

ThreadlessLocal Motors

WhitelabelMake

products for another brand

CottMcBride

Doing good

Benefits society or

environmentOxfam

Ecotricity

Experience

Advertising

2.6 Business models … 50 archetypes to adopt and adapt


What products and services do we bring together for our customers?

Customers Communication Offerings

Channels

Relationships

Revenue streams Pricing models

Who are our target segments of customers and users?

Which types of distribution channels will we use to reach customers?

What kind of relationship do customers seek with us, and each other?

What benefits do we enable our customers to achieve?

What are the main sources of revenue, and which could be largest?

How, when and how often will we charge customers?

Proposition

Products & Services

What brand do we use? What are the key messages, and how do we engage customers?

2.7 Business model design … exploring the “demand” side



PartnersOfferings

Processes

Cost streams Investments

Who are the external partners to help us create and deliver the offerings?


What are the main internal activities to create and deliver the offerings?

What are the most significant ongoing costs to create and deliver the offerings?

How much do we need to spend before we start earning?

Proposition

ResourcesWhat are the main internal resources to create and deliver the offerings?

Products & Services

What distinctive assets do we have to use in existing or new ways?

Assets

2.8 Business model design … exploring the “supply” side



Customers Communication PartnersOfferings

Channels

Relationships Processes

Revenue streams Pricing models Cost streams Investments

Who are our target segments of customers and users?

Which types of distribution channels will we use to reach customers?

What kind of relationship do customers seek with us, and each other?

Who are the external partners to help us create and deliver the offerings?


What are the main internal activities to create and deliver the offerings?

What are the main sources of revenue, and which could be largest?

How, when and how often will we charge customers?

What are the most significant ongoing costs to create and deliver the offerings?

How much do we need to spend before we start earning?

Proposition

ResourcesWhat are the main internal resources to create and deliver the offerings?

Products & Services

What brand do we use? What are the key messages, and how do we engage customers?

What distinctive assets do we have to use in existing or new ways?

Assets

BLUEPRINT 2 … NEW BUSINESS MODEL … How will we work?


Documents

Gerbus WORKBOOK Gamechangers Germany 6-7 June 2017€¦ · Strategy Roadmap for your business Business Model for your business Experience Map for your business Growth Horizons for