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Why should your business exist
The document explores the importance of a business model as the core DNA of a business, emphasizing that innovations in business models, rather than just product technology, are crucial for value creation. It outlines key questions and processes for successful business model innovation, such as understanding customer needs, ideation, prototyping, and continuous learning from customer feedback. Overall, it highlights that a unique and differentiated business model is vital for entrepreneurial success.
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Why should your business exist
- 1. The core questionof any business: Why should your business exist? so- The philo - es phical qu ll tion for a es buisness
- 2. Do you knowthis man? Hans Rausing = Inventor of the Tetra Pack Systems Dr. Patrick Stähler | 2
- 3. He could havesold his packaging machines, but…
- 4. But he soldpackaged services Tetra Pack is not a product innovation but an implementatio n of an innovative business model!
- 5. „Which innovation expanded the global addressable market for mobile communication the most?*“ *After the invention of mobile telephony itself
- 6. Which innovation made this possible?! Dr. Patrick Stähler |
- 7. A smal l chang opened e in bill new ma ing Africa, rkets in Asia, L Americ atin a, Yout hs, etc ..! Prepaid
- 8. To develop abusiness model, is To Do the right things And Not to do things right
- 9. „What is a business model? “
- 10. Are you aware o f your DN A?! The business model is the DNA of your business
- 11. The business modelgives meaning to your employees and customers
- 12. Technology or anew produt does not create value. It is the business model product/technology X value creates enables business model defines business strategy
- 13. ! Beyond product technology innovation Your business model is decisive for value creation not a new technology
- 14. 4 key questionsfor a successful business: What excites How do we How do we Who is on our our create value earn money? team? customers for our What values customers? do we pursue? Value Proposition Value Architecture Revenue Model Team Values The job of the entre pre- neur
- 15. „ What industryare we in? Who are our competitors? “
- 16. „ In whichindustry are we in? “
- 17. „That was thejob the customer “ wanted to do. Dr. Patrick Stähler |
- 18. Value Proposition Customers Who are our customers? What job do we solve for our customers? Customer Benefit What benefit do we create for our customers? What benefit do we create for our partners?
- 19. Value Architecture O er Distribution Communication What is our o er? Channels How do we reach our customers? How do we communicate with our customers? Value Chain What are our value creating steps? What is our value chain? Core Capabilities Partner What are the core capabilities Which partners do we need? we need?
- 20. Revenue Model CostStructure Revenue Sources Cost structure is defined by the With what do we earn money? value architecture.
- 21. Team Values Team Values Who is on our team? What values do we pursue? What competencies do we have How do we interact with each on the team? other and the customers?
- 23. Questions for successfulBusiness Model Innovation Value Architecture Value Proposition O er Distribution Communication Customers What is our o er? Channels Who are our customers? How do we reach our customers? What job do we solve for our How do we communicate with customers? our customers? Value Chain Customer Benefit What are our value creating steps? What benefit do we create for our What is our value chain? customers? What benefit do we create for our partners? Core Capabilities Partner What are the core capabilities Which partners do we need? we need? Revenue Model Cost Structure Revenue Sources Cost structure is defined by the With what do we earn money? value architecture. Team Values Team Values Who is on our team? What values do we pursue? What competencies do we have How do we interact with each other on the team? and the customers?
- 24. Questions for successfulBusiness Model Innovation Value Architecture Value Proposition O er Distribution Communication Customers What is our o er? Channels Who are our customers? How do we reach our customers? What job do we solve for our How do we communicate with customers? our customers? Value Chain Customer Benefit What are our value creating steps? What benefit do we create for our What is our value chain? customers? What benefit do we create for our partners? Core Capabilities Partner What are the core capabilities Which partners do we need? we need? Revenue Model Cost Structure Revenue Sources Cost structure is defined by the With what do we earn money? value architecture. Team Values Team Values Who is on our team? What values do we pursue? What competencies do we have How do we interact with each other on the team? and the customers?
- 25. Creating Business modelinnovations is a creative and analytical process at the same time. There is a reason why god gave us two brain hemispheres
- 26. 1 Customer Insight Observe your customers What job is not yet or badly solved? How does the Customer Experience Cycle look like? On what customer insights is your idea based? validate customer insight
- 27. 2 Understand understand the current solutions and their strength weakness understand how the potential customer thinks and decides understand the market market mechanism
- 28. 3 Ideate Develop as many ideas as possible in the area of customers/ value proposition value architecture revenue model
- 29. 4 Design decide for three or four options design the business models for the options check the Geschäftsmodell: Wertschöpfungsarchitektur Value Proposition interdependencies in the Angebot Vertrieb Kommunikation Kunden business models Produktion Nutzen work on the uniqueness Kernfähigkeiten Partner (positioning) optimize the building Ertragsmodell Kostenstruktur Ertragsquellen blocks Team Werte Team Werte Created with the friendly support of Wolfsburg AG | Designed by Gottschalk+Ash Int’l
- 30. 5 Decide Prototype decide for the best model to go for build prototype test prototype with customers write business case decide again or work on different option
- 31. 6 Build Learn execute business model learn continuously from customer feedback and control KPIs adjust and refine continuously the business model
- 32. 1 2 3 Customer Insight Understand Ideate Observe your customers understand the current Develop as many ideas as What job is not yet or solutions and their possible in the area of badly solved? strength weakness customers/ value How does the Customer understand how the proposition Experience Cycle look potential customer value architecture like? thinks and decides revenue model On what customer insights understand the market is your idea based? market mechanism validate customer insight 4 5 6 Design Decide Prototype Build Learn decide for three or four decide for the best execute business model options model to go for learn continuously from design the business build prototype customer feedback and models for the options test prototype with control KPIs check the customers adjust and refine interdependencies in the write business case continuously the business models decide again or work on business model work on the uniqueness different option (positioning) optimize the building blocks
- 33. What is agood business model? trend differenti focus ation build on strengths
- 34. It’s about findingthe right trend to surf!
- 35. It is aboutdifferentiation
- 36. „Business model innovationis about being DIFFERENT!“
- 37. NO, REALLY DIFFERENT!
- 38.
- 39. DOING not learning todo, is the essence of entrepreneurship Guy Kawasaki, The Art of the Start 2004, p. xi
- 40. „Scary to bethis nail. Where will the hammer hit next time?“
- 42. 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