From Business Transformation to Digital Transformation Business...

© 2017 SAP SE or an SAP affiliate company. All rights reserved. 1Customer

From Business Transformation to Digital TransformationBusiness Modeling

Alena SysoiChannel Sales Manager at SAP Business One CIS


BUSINESS MODEL EVOLUTION SAP1979

1972

1995

2012

2014

1983

1989

1990

1992

1995

1996

2000

2001

2006

2007

2009

2010

2011

2012

2013

2016

2017

2014

1972

License

Add-on

Subscription

MarketPlaceUser Designed


BUSINESS MODEL EVOLUTION APPLE

Revenue Sharing+ License

1976

1997

2003

2008

2011

MarketPlace

MacBook & gadgets

Apple on-line store

iTunes

App Store

iCloud

1980

1976

1984

1987

1989

1990

1994

1996

2000

2001

2003

2004

2005

2007

2008

2009

2010

2011

E-Commerce

Solution Provider

Subscription

User Designed


ITS TIME TO

BUSINESS PROCESS

BUSINESS MODELS

EVERYTHING

WORK


BUSINESS MODELING

A business model is the rationale of how an organization creates, delivers and captures value

https://strategyzer.com/


Who do you help?Who will help you?

What do you need?

What are your costs?

Key Partners 7

Cost Structure

Value Proposition

Key Resources 6

8

9

1 Customer Relationships

4 Customer Segments 2

Channels 3

Revenue Streams 5

How do you reach them?

How do you do it?

Key Activities

What do you offer?

What do you get paid?

How do you interact?

NESPRESSO BUSINESS MODEL CANVAS

Machine manufacturers

Coffee growers

Marketing

B2C distribution

Nespresso Machines

Nespresso Pods

Patents

Brand Coffee

Production

Machine sales Repetitive

pod sales

Nespresso stores

Mail order &

call center

Nespresso.com

Nespresso club

Acquire and lock-

inBusy

Households

Marketing &

BrandingProduction


Customer conversation

Business Process Automation & Transformation (Internal)

Innovation and Ecosystem (External)

Customers KPIs Costs and Risk New Revenue Streams

Technology Application Driven Digital Platform with Apps

Decision Makers CFO and CIO CEO and CDO

Partners Service IntegratorsDigital Influencers (agencies, start-ups, digital SIs)

Sales Motion Big Bang – Solution and ValueIterative – Use Cases and PoV. Cloud = Accelerator

Competition Stack-players 3rd Platform Players

BUSINESS TRANSFORMATION

DIGITAL TRANSFORMATIONFROM TO


DIGITAL KEY ELEMENTS CANVAS


DIGITAL VALUE DRIVERS


DIGITAL BUSINESS MODELING


How can we reimagine our business in an increasingly digital world?

How can we design a digital business model for our company?


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© 2017 SAP SE or an SAP affiliate company. All rights reserved.

http://global12.sap.com/corporate-en/legal/copyright/index.epx


The information in this presentation is confidential and proprietary to SAP and may not be disclosed without the permission of SAP. Except for your obligation to protect confidential information, this presentation is not subject to your license agreement or any other service or subscription agreement with SAP. SAP has no obligation to pursue any course of business outlined in this presentation or any related document, or to develop or release any functionality mentioned therein.

This presentation, or any related document and SAP's strategy and possible future developments, products and or platforms directions and functionality are all subject to change and may be changed by SAP at any time for any reason without notice. The information in this presentation is not a commitment, promise or legal obligation to deliver any material, code or functionality. This presentation is provided without a warranty of any kind, either express or implied, including but not limited to, the impliedwarranties of merchantability, fitness for a particular purpose, or non-infringement. This presentation is for informational purposes and may not be incorporated into a contract. SAP assumes no responsibility for errors or omissions in this presentation, except if such damages were caused by SAP’s intentional or gross negligence.

All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates, and they should not be relied upon in making purchasing decisions.

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