Upload
innovation-dock
View
284
Download
0
Embed Size (px)
Citation preview
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
#digfmo
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: [email protected]