DESIGN APPROACH• analysis• design• evaluation
BUSINESS MODEL• Business model analysis• IT architecture design• Alignment evaluation
INNOVATION
Business model > SIKS Amsterdam > May 30, 2006
A design approach for business model innovation and IT alignment
Alexander OsterwalderYves Pigneur
BFSH1 - 1015 Lausanne - Switzerland - Tel. +41 21 692.3416 - [email protected] - http://www.hec.unil.ch/yp
Université de LausanneEcole des Hautes Etudes Commerciales (HEC)
Table of content
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Agenda
1. Design approach– Business task (and IT service)
– Business process (and IT workflow)
– Business model (and IT architecture)
2. Business model– Business model analysis
• Product and value proposition• Customer relationship and distribution channel• Operations management and value chain
– IT architecture design
– Business/IT alignment evaluation
3. Innovation
DESIGN APPROACH | BUSINESS MODEL | INNOVATION
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Hypotheses
1. Requirement engineering is not independent from design– but part of the “design loop”: requirement analysis, IT solution design, prototype &
evaluation
2. Goal-based requirement engineering is not appropriate for expressing business needs– but business model-based requirement engineering seems to be adequate
3. Innovation does not come from (goal-based) requirement engineering– but from business model and design
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DESIGN APPROACH
Requirement
Analysis
DesignValidation
TECHNIQUES:
observationsexplorationinterviewssurveysstatisticshypothesisesroot cause analysisproblem framing
TECHNIQUES:
testsbetastrials
analyticssimulationsdiagnostics
TECHNIQUES:
brainstormingideationexperimentsscenariosmodelsprototypes
DESIGN APPROACH | BUSINESS MODEL | INNOVATION
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Design approach > services, process & business model
BUSINESSMODEL
ENTERPRISEMODEL
IT/ISMODEL
THE ALIGNED
COMPANY
Information OBJECTSERVICEUser (interface)
Organization GOALPROCESS
Team (coordination)
VALUE propositionVALUE CHAIN
Customer (relationship)
ANY COMPANY IS COMPOSED OF:• a business logic• business structures & rules• business support systems
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Design approach > a cross-cutting discipline
Service Process Business Model
Analysis user goal and task goal and process business model
Design application/service workflow IT architecture
Evaluation/Validation utility/usability efficiency profitability/fit
Requirement
Analysis
DesignValidation
BUSINESSMODEL
ENTERPRISEMODEL
IT/ISMODEL
THE ALIGNED
COMPANY
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Design approach > BUSINESS TASK AND IT SERVICE
BUSINESSMODEL
ENTERPRISEMODEL
IT/ISMODEL
THE ALIGNED
COMPANY
Information OBJECTSERVICEUser (interface)
1
IS MODEL Viewpoint:SOFTWARE ENGINEERING
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Design approach > service > design loop
Requirement
Analysis
DesignValidation
GOALTASK analysis
USABILITY
PROTOTYPE
TransactionDecision (& cognition)Interaction
TECHNIQUES:
Scenario-based designPattern-basedConceptual modeling
Action
Information
Interaction
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[Rolland, 2003] [Yu, 1994] [Paternò, 2002]
Design approach > service > requirement analysis
• Goal-based requirement engineering
• Task analysis
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Design approach > service > IT solution design
• Action design– Focus on functionality
• Information design– Information provided to the users by the systems
• Interaction design– Details of user action and feedback
http://guir.berkeley.edu/projects/denim
Scenario use case hand sketch …
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Design approach > service > prototype
• Lo-fi prototype Hi-fi prototype
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x
Design approach > service > usability evaluation
• Usability testing with user model-based > service quality
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Design approach > service and process alignment
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Design approach > BUSINESS PROCESS (AND IT WORKFLOW)
BUSINESSMODEL
ENTERPRISEMODEL
IT/ISMODEL
THE ALIGNED
COMPANY
Information OBJECTSERVICEUser (interface)
1
Organization GOALPROCESS
Team (coordination)2
ENTERPRISE MODELViewpoint:BUSINESS PROCESS (RE-) ENGINEERING
> State of the art in requirement engineering > Strategic fit weakly addressed
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Design approach > process > design loop
Requirement
Analysis
DesignValidation
BUSINESS PROCESS analysis
EFFICIENCY
simulation
OrganizationCoordinationIntegration
TECHNIQUES:
Use case and scenarioBest practice (pattern-based)Conceptual model
Activities
Resource
Control
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BUSINESS MODEL AND IT ARCHITECTURE
BUSINESSMODEL
ENTERPRISEMODEL
IT/ISMODEL
THE ALIGNED
COMPANY
Information OBJECTSERVICEUser (interface)
1
Organization GOALPROCESS
Team (coordination)
VALUE propositionVALUE CHAIN
Customer (relationship)3
2
BUSINESS MODEL Viewpoint:e-BUSINESS DEVELOPMENT
DESIGN APPROACH | BUSINESS MODEL | INNOVATION
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Business model > definition
• A model of the business of a company, aggregating …– the value a company offers to one or several segments of customers, and
– the architecture of the firm and its network of partners
– for creating, marketing and delivering this value and relationship capital,
– in order to generate profitable and sustainable revenue streams
1. Business model analysis– Product and value proposition
– Customer relationship and distribution channel
– Operations management and value chain
2. IT architecture design
3. Business/IT alignment evaluation
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Business model > design loop
Requirement
Analysis
DesignValidation
BUSINESS MODEL analysis
ALIGNMENT/FIT
Cost/benefit
StrategyInnovationIS Planning
TECHNIQUES:
Reference modelBuilding blocksConceptual model
Application portfolio
Measures
IT infrastructure
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Business model > ontology > 9 questions
Core capability
Value configuration
Partnership
Customer segment
Relationship
Distribution channel
VALUE proposition
Revenue
Cost
HOW?
WHAT?
HOW MUCH?How do we operate and deliver?
How do we collaborate?
What are our key competencies? What are our revenues? Our pricing?
What are our costs?
Who are our customers?
How do we reach them?
How do we get and keep them?
WHO?
What do we offer to our customers?
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Value proposition1
Core capability
Value configuration
Partnership
Customer segment
Relationship
Distribution channel
VALUE PROPOSITION
Revenue
Cost
HOW?
WHAT?
HOW MUCH?How do we operate and deliver?
How do we collaborate?
What are our key competencies? What are our revenues? Our pricing?
What are our costs?
Who are our customers?
How do we reach them?
How do we get and keep them?
WHO?
What do we offer to our customers?
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Value proposition
What do we offer?
refined by
• Description• Reasoning (use, risk, effort)
• Life cycle (creation, appropriation, use, renewal, transfer)
• Value level (me-too, innovation/imitation, innovation)
• Price level (free, economy, market, high-end)
• Category (barter, sale, market, buy)
Valueproposition
Customer segmentCore capabilitiesrequires targets
1
DEFINITION
A VALUE PROPOSITION is an overall view of a firm’s bundle of offerings, products and services,that together represent a benefit or a value for its customers …
refers to [Kambill et al., 1996] …
SCHEMA
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Value proposition > example
Value Proposition
Event tickets (& access)
Distribution channel reach
(Integrated) B2B solutions
POS affiliation (Easy Outlet)
B2C offer
B2B offers
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Customer segment2
Core capability
Value configuration
Partnership
CUSTOMER SEGMENT
Relationship
Distribution channel
Value proposition
Revenue
Cost
HOW?
WHAT?
HOW MUCH?How do we operate and deliver?
How do we collaborate?
What are our key competencies? What are our revenues? Our pricing?
What are our costs?
WHO?
What do we offer to our customers?
Who are our customers?
How do we reach them?
How do we get and keep them?
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Customer segment
Who are our customers?
refined by
Customersegment
Value proposition
• Description• Reasoning (segment, community, …)• CRITERION• Category
targeted by
2
DEFINITION
Categorizations of the population into social class or psychologically defined groups
SCHEMA
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Customer segment > example
Value Proposition Target Customer
Individual event visitors
Events & Organizers
Venues
Event tickets (& access)
Distribution channel reach
(Integrated) B2B solutions
POS affiliation (Easy Outlet) POS Partners
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Distribution channel3
Core capability
Value configuration
Partnership
Relationship
DISTRIBUTION CHANNEL
Value proposition
Revenue
Cost
HOW?
WHAT?
HOW MUCH?How do we operate and deliver?
How do we collaborate?
What are our key competencies? What are our revenues? Our pricing?
What are our costs?
WHO?
What do we offer to our customers?
Who are our customers?
How do we reach them?
How do we get and keep them?
Customer segment
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Distribution channel
How do we reach our customers? Feel and serve them?
precedes
Distributionlink
Distributionchannel
Customer segmentValue proposition
by
delivers serves
Actor
refined byis a
• Description• Reasoning• Customer buying cycle (awareness, evaluation, purchase, after sale) • Category (network, internet, call center, …)
3
DEFINITION
a set of links or a network via which a firm “goes to market” and delivers its value proposition
SCHEMA
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Distribution Channels
Value Proposition Distribution Channel Target Customer
Ticketcorner POS network
Affiliate POS network
Ticketcorner Website
ATMs
B2B salesforce
Individual event visitors
Events & Organizers
Venues
Event tickets (& access)
Distribution channel reach
(Integrated) B2B solutions
POS affiliation (Easy Outlet) POS Partners
Call Center
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Value proposition > strategy canvas
[Kim & Mauborgne, 2005]
• A way to visualize the strategic profile• Based on the factors that affect competition among industry players• Showing the strategic profile of current and potential competitors, identifying
which factors they invest in strategically
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Value proposition > Strategy canvas > B2C customer (offline)
Value Proposition Distribution Channel Target Customer
Ticketcorner POS network
Affiliate POS network
Ticketcorner Website
ATMs Individual event visitorsEvent tickets (& access)
Call Center
Strategy Canvas Offline Ticketing
0
1
2
3
4
5
ticket resellingfidelity programticket & packages
cost/priceexclusivity
specific ticket localizationseat exact reservation
call center
paperless ticketingproximity of POS
number of events (+ scope)
payment methods
Value Attributes
Value Level
Ticketcorner
CTS Eventim
Venues, Clubs, etc.
Ticket Online
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Value proposition > Strategy canvas > B2C customer (online)
Value Proposition Distribution Channel Target Customer
Ticketcorner Website Individual event visitorsEvent tickets (& access)
Strategy Canvas Online Ticketing
012345
ticket resellingfidelity programticket & packages
cost/priceexclusivity
specific ticket localization
searchability
personalized info serviceseat exact reservationpersonal account mgmt
home ticketing (print@...
several languages
call center
paperless ticketing
number of events (+ s...
payment methodsinternational events
Value Attributes
Value Level
ticketcorner.com eventim.de / getgo.de
Venues, Clubs, etc. Ticketonline.ch /.de
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Core capabilities (resources)5
CAPABILITY
Value configuration
Partnership
Customer relationship
Distribution channel
Value proposition
Revenue
Cost
HOW?
WHAT?
HOW MUCH?How do we operate and deliver?
How do we collaborate?
What are our key competencies? What are our revenues? Our pricing?
What are our costs?
WHO?
Who are our customers?
How do we reach them?
How do we get and keep them?
Customer segment
What do we offer to our customers?
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Value configuration6
capability
VALUE CONFIGURATION
Partnership
Customer relationship
Distribution channel
Value proposition
Revenue
Cost
HOW?
WHAT?
HOW MUCH?How do we operate and deliver?
How do we collaborate?
What are our key competencies? What are our revenues? Our pricing?
What are our costs?
WHO?
Who are our customers?
How do we reach them?
How do we get and keep them?
Customer segment
What do we offer to our customers?
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Value configuration (and resources)
Network promotion and contract management
Service provisioning Infrastructure operation
activities
• Mainstream marketing• POS acquisition & development• Event, Venue acquisition
• Selling tickets• Printing tickets• Delivering tickets
• POS network maintenance• Platform (TicketSoft) operation, development & maintenance• Website maintenance• Operating call center• Installing solutions
resources
• Newsletter• Recommendation system
• Printing infrastructure• Delivery logistics
• Own POS network• Partner POS network• Web platform• TicketSoft• Call center
consists of activities (& resources) associated with inviting potential customers to join the network, selection of customers that are allowed to join and the initialization, management, and termination of contracts governing service provisioning and charging.
consists of activities (& resources) associated with establishing, maintaining, and terminating links between customers and billing for value received. The links can be synchronous as in telephone service, or asynchronous as in electronic mail service or banking.
consists of activities (& resources) associated with maintaining and running a physical and information infrastructure. The activities keep the network in an alert status, ready to service customer requests.
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Partnership agreement7
capability
Value chain
PARTNERSHIP
Customer relationship
Distribution channel
Value proposition
Revenue
Cost
HOW?
WHAT?
HOW MUCH?How do we operate and deliver?
How do we collaborate?
What are our key competencies? What are our revenues? Our pricing?
What are our costs?
WHO?
Who are our customers?
How do we reach them?
How do we get and keep them?
Customer segment
What do we offer to our customers?
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Value configuration with partners > e3value model
[Gordijn, 2002]
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Revenue stream
capability
Value chain
Partnership
Customer relationship
Distribution channel
Value proposition
REVENUE
Cost
HOW?
WHAT?
HOW MUCH?How do we operate and deliver?
How do we collaborate?
What are our key competencies? What are our revenues? Our pricing?
What are our costs?
WHO?
Who are our customers?
How do we reach them?
How do we get and keep them?
Customer segment
What do we offer to our customers?
8
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Revenue Model
Revenue ModelValue Proposition Target Customer
Individual event visitors
Events & Organizers
Venues
Event tickets (& access)
Distribution channel reach
(Integrated) B2B solutions
POS affiliation (Easy Outlet)
Revenue cut on tickets sold
Fee B2B platform usage
Fee general contractor service
Advertising online & print
POS Partners
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Business model ontology > model
Channel CustomerPropositionConfigurationCapability
LinkActivity
Cost Revenue
Partnership RelationshipActor
Needsrequires
Profit
HOW?
WHAT?
HOW MUCH?
WHO?
Resource
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Ticketcorner Business Model > bird eyes view
Value networkAcquire events & venues
Acquire/develop POSImprove visibility
Maintain & develop platform
Event tickets(sports/culture)
Distribution channel reach(for events)
(Integrated) B2B solutions(e.g. TicketSoft, Access)
POS affiliation(e.g. chains, small stores)
Ticketcorner POS networkCall Center
Affiliate POS networkTicketcorner Website
ATMs B2B salesforce
Call Center
Increase reachIncrease visibility
Develop coverage (e.g. of events & venues)Provide payment securityOffer seamless ticketing
Individual event visitors(CH, D, AT, I)
Events & Organizers(Sports, Concerts, etc.)
Venues(Hallenstadion, Arenas, etc.)
POS partners(e.g. chains & stores)
POS network maintenanceDevelop & maintain platform (TicketSoft)
MarketingPOS & event acquisition
Develop & maintain website
Revenue cut of each ticket soldB2B platform usage
General contractor servicesAdvertising online & print
(website banner, text in webmember-newsmail, offline Ticketnews Event Booklet)
Kudelski (SkiData)Postfinance
POS partners
Personalized websitePersonalized info update(Webmember-Newsmail)Event booklet Ticketnews
(CH only)
Value Proposition Distribution Channel Target Customer
Customer RelationshipPartner Network
Value ConfigurationCore Capability
Cost Structure Revenue Model
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Business model > design loop > IT architecture design
Requirement
Analysis
DESIGNValidation
BUSINESS MODEL analysis
ALIGNMENT
Cost/benefit
StrategyInnovationIS Planning
TECHNIQUES:
reference modelBuilding blocksConceptual model
IT ARCHITECTURE
Application portfolio
Measures
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Business model > design loop > IT architecture > application portfolio
[Ward, 2002]
STRATEGIC
Applicationsthat are criticalto sustaining future
KEY OPERATIONAL
Applicationsthat are essentialfor success
HIGH POTENTIAL
Applicationsthat may be importantIn achieving the future
SUPPORT
Applicationsthat are valuablefor success
High STRATEGIC IMPACT OF IT low
Hig
h
I
MP
OR
TA
NC
E O
F I
T A
PP
LIC
AT
ION
S
low
EMERGING
GROWTH
DECLINE
MATURITY
12
43
McFarlan
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Business model > design loop > IT architecture > application portfolio
Multi-goalsProcessesAgents - Architecture & standardsIT research & developmentIT educationValue propositionTarget customersDistribution channelsCustomer relationshipCapabilitiesActivitiesPartnershipsRevenuesCosts
BUSINESSMODEL
Impact of existing IS
STRATEGIC POTENTIAL
OPERATIONAL SUPPORT
futu
re
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Business model > design loop > IT architecture > application portfolio
Impact of existing IS
STRATEGIC POTENTIAL
OPERATIONAL SUPPORT
Activities Strategic Key Operational Support High Potential Contracting musicians Database, Office Contracting sponsors Ticketing Website
(NAGRA s ystem) Reservation System Accounting
Promotion Website Mailing Database, Office
CMS
Concerts (NAGRA System) Production F&B (NAGRA System) Paycenter Accounting, Office Commerce (NAGRA System) Paycenter Accounting, Office Merchandising (NAGRA Syst em) Paycenter Accounting, Office Website Selling recordings Concert Database Accounting, Office Website
(Music downloading) manage MJF infrastructure Production Production JAZZ currency & CASH Paycenter & Views Accounting, Office Volunteer m anagement (NAGRA system) Volunteer Database Volunteer Database,
Office
futu
re
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Business model > design loop > IT architecture > infrastructure
[Weil and Vitale, 2002]
Application infrastructure
Communication
Data management
IT management
Security
Architecture & standards
IT research & development
IT education
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Business model > design loop > IT architecture > infrastructure
Multi-goalsProcessesAgents - Architecture & standardsIT research & developmentIT educationValue propositionTarget customersDistribution channelsCustomer relationshipCapabilitiesActivitiesPartnershipsRevenuesCosts
BUSINESSMODEL
Application infrastructure
Communication
Data management
IT management
Security
Architecture & standards
IT research & development
IT education
[Weil and Vitale, 2002]
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Business model > design loop > IT architecture > infrastructure
Application infrastructure
Communication
Data management
IT management
Security
Architecture & standards
IT research & development
IT education
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Business model > design loop > IT architecture > balanced scorecard
[Norton and Kaplan, 1992]
Customerperspective
Customerperspective
Innovationperspective
Innovationperspective
Financialperspective
Financialperspective
Processperspective
Processperspective
How do the customers perceive us?
In which process do we have to prove excellence?
How to improve our services and our quality?
How do shareholder perceive us?
CUSTOMER
Goals Measures
& initiatives
INNOVATION
Goals Measures
& initiatives
FINANCE
Goals Measures
& initiatives
PROCESSES
Goals Measures
& initiatives
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Business model > design loop > IT architecture > balanced scorecardBusiness model > design loop > IT architecture > application portfolio
Multi-goalsProcessesAgents - Architecture & standardsIT research & developmentIT educationValue propositionTarget customersDistribution channelsCustomer relationshipCapabilitiesActivitiesPartnershipsRevenuesCosts
BUSINESSMODEL
CUSTOMER
INNOVATION
FINANCE
PROCESSES
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Business model > design loop > IT architecture > balanced scorecard
INNOVATION
CUSTOMERS
INFRASTRUCTURE
FINANCE
CUSTOMER
INNOVATION
FINANCE
PROCESSES
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Business model > design loop > alignment
Requirement
Analysis
DesignVALIDATION
BUSINESS MODEL analysis
ALIGNMENT
Cost/benefit
StrategyInnovationIS Planning
TECHNIQUES:
business model descriptionBuilding blocksConceptual model
Application portfolio
Measures
IT infrastructure
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Business model > design loop > business/IT alignment
BUSINESSstrategy
ITstrategy
BUSINESS IT
strategy
infrastructureIS
infrastructureORGANIZATION
infrastructure
IT SERVICE
IT ARCHITECTUREAPPLICATION PORTFOLIOPERFORMANCE INDICATORS
BUSINESS PROCESS
BUSINESS MODEL
[Henderson and Venkatraman, 1993]
Functionintegration
Strategicfit
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Business model > design loop > business/IT alignment
BUSINESSMODEL
ENTERPRISEMODEL
IT/ISMODEL
THE ALIGNED
COMPANY
Information OBJECTSERVICEUser (interface)
Organization GOALPROCESS
Team (coordination)
VALUE propositionVALUE CHAIN
Customer (relationship)
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GoalsTasksUsers - Architecture & standardsIT research & developmentIT educationValue propositionTarget customersDistribution channelsCustomer relationshipCapabilitiesActivitiesPartnershipsRevenuesCosts
Business model > design loop > alignment with processes and services
Multi-goalsProcessesAgents - Architecture & standardsIT research & developmentIT educationValue propositionTarget customersDistribution channelsCustomer relationshipCapabilitiesActivitiesPartnershipsRevenuesCosts
SERVICESPROCESSES
QuickTime™ et undécompresseur TIFF (LZW)
sont requis pour visionner cette image.
BUSINESSMODEL
Goal-based
ENTERPRISEMODEL
IT/ISMODEL
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Business model innovation
• Innovating in one or several of the business model components and as combining them in new and innovative ways
• Managers and executives had a whole new range of ways to design their businesses, which resulted in innovative and competing business models in the same industries.
• Before it used to be sufficient to say in what industry you where for somebody to understand what your company was doing because all players had the same business model.
• Today it is not sufficient anymore to choose a lucrative industry, but you must design a competitive business model.
• In addition increased competition and rapid copying of successful business models forces all the players to continuously innovate their business model to gain and sustain a competitive edge.
DESIGN APPROACH | BUSINESS MODEL | INNOVATION
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Business model innovation > typology
• Supply-driven innovation– New way of doing/supplying or new technology
• Demand-driven– New or changing customer needs
• Similar business model– Same value proposition
• Extended business model– Adding new things
• New business model– New rules of the game …
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Business model innovation > examples
1. Value proposition
2. Target customer segment
3. Distribution channel
4. Customer relationship
5. Core capabilities
6. Value configuration
7. Partnership agreement
8. Revenue streams
9. Cost structure
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Business model innovation > environmental pressures
BUSINESSMODEL
ENTERPRISEMODEL
IT/ISMODEL
THE ALIGNED
COMPANY
COMPETITIVE FORCES
TECHNOLOGICAL CHANGE
CUSTOMER DEMAND
SOCIAL ENVIRONMENT
LEGAL ENVIRONMENT
disruptionmarket sharenew products
disruptionenablementefficiency
needsnew markets
intellectual propertyWTOantitrust
stakeholersenvironmental values
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Business model innovation > environment assessment > model
ACTORS
Ticketing Operators
Distribution Channel Actors
Ticketing Software Platforms
Events
Venues
Event Organizers
Artists
Clubs
Access Systems & Devices
Billing & Payment
Card Owners
Value Added Actors
Regulator
New Actors
MARKET
Individuals
Fans
Corporate Groups
Distribution Channel Actors
Events
Venues
Event Organizers
Artists
Clubs
Card Owners
Value Added Actors
New Actors
VALUE PROPOSITIONS
POS for tickets Frequentation
Distribution Channel Network
Advertising Space
Ticketing Software Platform
Access Cards
Access Systems Event Packages
Integrated Solutions (T&A)
Event Management
Corporate Group Events Database Marketing
ISSUES
New Channels Paperless Ticketing
Margins Ticketing Outsourcing
Software Innovation Market Consolidation
Exclusivity Black Markets
Technology Innovation Service Bundling
Privacy
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Université de Lausanne
© 2006 Osterwalder & Pigneur
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