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Business Models in the Age of the Customer
Kristoffer Okkels, Business Development Director
© Creuna
Briefing, March 1, 2016
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Agenda
© Creuna
1 Business models and the age of the customer 2 Optimise existing revenue streams 3 Reduce costs and improve efficiency 4 Create new services and platforms 5 Sum-up, tools and recommendations
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Agenda
© Creuna
1 Business models and the age of the customer 2 Optimise existing revenue streams 3 Reduce costs and improve efficiency 4 Create new services and platforms 5 Sum-up, tools and recommendations
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What defines a business model?
© Creuna
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According to the old guru…
© Creuna
Assumptions about what a company gets paid for.
Peter F. Drucker, Harvard Business Review
Harvard Business Review: The Theory of Business
”
”
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Harvard Business Review
A few of the most popular current models… Most of these models have too much focus on the revenue side of things…
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According to Osterwalder
© Creuna http://businessmodelgeneration.com/
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According to Osterwalder
© Creuna http://businessmodelgeneration.com/
1. Optimize existing revenue streams
2. Reduce costs and improve efficency
3. Create new services and platforms
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What defines the age of the customer?
© Creuna
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A quick history lesson
© Creuna Forrester: Winning in the Age of the Customer
Age of manufacturing
Mass manufacturing makes industrial
powerhouses successful
1900
Age of information
Connected PC’s and value chains leads to
improvement in information flows
1990
Age of distribution
Global connections and transportations
systems makes distribution key
1960
Age of the customer
Empowered buyers are here and they
demand a new level of customer obsession
2010
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The age of the customer is the age of
emerging excpectations © Creuna
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Expectations are rising…
© Creuna Uber Newsroom
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…and know no industry boundaries
© Creuna
Interfaces Selection Price/Quality Service
http://trenddriveninnovation.com/
Efficiency
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The age of the customer is also a
golden age of technology © Creuna
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Yearly patent applications
Speed of development is increasing…
1,05 mio.
2,57 mio.
1995 2013 Trend-Driven Innovation
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…and organisations can’t keep up
© Creuna Chief Martec
Yes,, ’Martec’s Law’ is absolutely unscientifical…
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What are the implications of the age of the customer?
© Creuna
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All companies are in the line of fire...
Production gets automated
Technology gets out-dated
Service gets virtualised
Experiences get digitised
© Creuna
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…and the boundaries between
products and services and the
digital and physical are getting blurry. © Creuna
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The ways of the old world
© Creuna Forrester: How to Embrace New Digital Business Models
Online insurance
GPS navigation
Honda Civic
Repair Shop
Product
Service
Digital Physical
Auto Industry
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The ways of the new world
© Creuna Forrester: How to Embrace New Digital Business Models
Model S app
GPS navigation
Model S
Charging Station
Product
Service
Digital Physical
Tesla
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Customer value trumps brand value
© Creuna Harvard Business Review
25%
20%
15%
10%
5%
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
% of total business value
Customer Value Customer data, loyalty, share of wallet, etc.
Brand Value Identity, trademarks, designs, issues, etc.
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What’s the smart reaction to the development?
© Creuna
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1. Attract
2. Acquire
3. Retain
4. Co-Create
Turn the brand into an
Ecosystem
© Creuna
14
32
Customer Experience
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Use the right technologies to create intelligent and consistent experiences and services…
Turn the brand into an
Ecosystem
© Creuna
Customer Experience
Technology
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...and create a united organization focusing on unprecedented customer centricity.
Turn the brand into an
Ecosystem
© Creuna
Customer Experience
Technology
Organization
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Agenda
© Creuna
1 Business models and the age of the customer 2 Optimise existing revenue streams 3 Reduce costs and improve efficiency 4 Create new services and platforms 5 Sum-up, tools and recommendations
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Monitoring and analysising behavior and consumption enables dynamic, flexible and individual pricing in virtually every industry. © Creuna
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Use consumption data to obtain full price…
© Creuna https://www.go-drive.com/
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…to get the exactly right price...
© Creuna https://www.metromile.com
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…or to take the ‘optimal’ price
© Creuna
”As customers near the end of their allotment and become more desparate, Telstra has fewer incentives to discount.”
Forrester: How to Embrace New Digital Business Models
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Let behavior data determine the prices
© Creuna https://www.progressive.com/auto/snapshot/
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Use location data to control supply (and price)
© Creuna
Uber-efterspørgsel i New York City
“Prices go up to encourage more drivers to go online. The increase in price is proportionate to demand.”
Uber Blog & Washington Post
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Context is important for most products…
© Creuna Ad Age
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…and weather data is an easy asset to use
© Creuna http://www.skymosity.com/
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Top-PowerPoint menu • Using consumption data to influence the pricing • Letting behavioral data define the customer price • Using location data to control supply (and price) • Thinking context into the pricing model
Optimise existing revenue streams by…
© Creuna
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Agenda
© Creuna
1 Business models and the age of the customer 2 Optimise existing revenue streams 3 Reduce costs and improve efficiency 4 Create new services and platforms 5 Sum-up, tools and recommendations
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Digitisation can make people smarter and processes more efficient - and done right it will also create better customer experiences. © Creuna
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Make employees smarter…
© Creuna Oracle Case Study
15% increased productivity and 40% fewer ’where is the guy’-calls
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…or digitise the decision making completely
© Creuna BBC Business , Future AG & Fast Company
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Automate demanding tasks...
© Creuna CNBC: Drone Company That Checks On Oil Safety...
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...get performance-data in real-time...
© Creuna Cummins Engines
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...and optimise logistics on-the-go
© Creuna To Increase Case Study
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Empower the customer!
© Creuna QZ: Ralph Laurens High Tech Fitting Room
Customers tried on 6 times as many clothes
Cross-selling was increased by 80%
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Top-PowerPoint menu • Making employees smarter • Digitising the counselling and decision making entirely • Using new technologies for demanding jobs • Collect and use performance data in real-time • Giving customers more responsibility and control
Reduce costs and improve efficiency by…
© Creuna
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Agenda
© Creuna
1 Business models and the age of the customer 2 Optimise existing revenue streams 3 Reduce costs and improve efficiency 4 Create new services and platforms 5 Sum-up, tools and recommendations
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Collect and enrich data to create valuable services and meet customer behavior by experimenting with digital channels and formats. © Creuna
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Use the easy access to new customers…
© Creuna China Daily
The US export of
lobsters to China
has increased
from 15 to 675
mio. dkr. in 5 years.
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…but beware of disruptors
© Creuna https://www.instacart.com/ & http://www.lunarway.com/
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Meet customers’ desire for flexibility…
© Creuna http://www.driveclutch.com/ & https://simplygo.dk/
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…and generate revenue on their work
© Creuna
1,7 billion dkr. in revenue in Q3 2015
Forrester: How to Embracew New Digital Business Models
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• Rolls Royce: power by the hour
• Choice Hotels
Let sensors redefine your product…
© Creuna Creative Tech
from elevators to uptime…
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…or be the basis for entirely new services
https://www.vestas.com/ve stasonline/
Breakeven on a 2-digit million dkr. investment in 8 months
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Develop platforms rather than products…
© Creuna Tryg Backup & Metlife Inifinty
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…notably if your product is threatened...
© Creuna Grey
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…but also if your product isn’t digital at all
© Creuna Fast Company
”It represents (…) the merging of the $115 billion global skin-care market with the $223 billion consumer electronics industry.”
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Facilitate the market...
© Creuna https://farmbackup.dk/da
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Facilitate the market...
© Creuna https://vandebron.nl/#!/
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...or aquire the firstmovers
© Creuna https://www.yardclub.com/
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Top-PowerPoint menu • Taking advantage of the easy access to new customers • Creating revenue on user-generated content • Letting sensors redefine your product • Building new services based on data • Thinking in platforms rather than products • Facilitating the market
Create new services, platforms, and revenue streams by…
© Creuna
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Agenda
© Creuna
1 Business models and the age of the customer 2 Optimise existing revenue streams 3 Reduce costs and improve efficiency 4 Create new services and platforms 5 Sum-up, tools and recommendations
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the potential for business development?
© Creuna
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Map the existing business model…
© Creuna Business Model Generation
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2. APPLY1. ANALYZE
TREND CANVASCONSUMER
What new consumer needs, wants and expectations are created by the changes identified above? Where and how does this trend satisfy them? Which (new) customer groups could you
apply this trend to? What would you have to change? How are other businesses applying this trend?
Which deep consumer needs & desires does this trend address? Why is this trend emerging now? What’s changing?
Shifts: Long-term, widespread macro changes Triggers: Recent, short-term changes or technologies
Emerging Consumer
Expectations
TREND:
Basic Needs Drivers of ChangeHow and where could you apply this trend to your business?
Innovation Potential
Inspiration
Who
…and develop the business based on trends and behavior
Trend Driven Innovation
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Business development, customer experience and product development are close to being three sides of the same coin.
Efficiency is hygiene – emotions differentiate. Positive surprises increases revenue and customer preference.1
Mobile moments are key to identifying new behaviour and the main ingredient in most of the modern go-to-market strategies.
The metrics for success should be considered: perhaps lifetime value and share of wallet are more important than revenue.
Data is heavily underestimated in most companies. It belongs on the balance sheet together with all the other intangible assets.
Finishing remarks
© Creuna
1
2
3
1 = Forrester: Understanding the Impact of Emotion...
4
5
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saturations of the colours, but we still recommend these second to darkest ones
thanks for listening!
© Creuna
creuna.dk [email protected]
in/okkels slideshare.net/creuna +45 22 49 83 39
Kristoffer Okkels, Business Development Director