Poslovni Model 2015

TRIBE 6-1

Poslovni model

Developing an Effective Business Model, Bruce R. Barringer, R. Duane Ireland

B. Golob, “Inovacija: Od ideje do tržišta” &

http://www.businessmodelgeneration.com/

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Što je poslovni model?

Poslovni model

Poslovni model poduzeća je plan ili dijagram načina na koji

ono konkurira, kako koristi resurse, stvara odnose i veze te

stav prema kupcima i oblikuje vrijednosti koje ga održavaju

na razini u kojoj ostvaruje profit.

Pojam poslovnog modela uključuje sve aktivnosti koje

definiraju načine na koje poduzeće konkurira ostalima na

tržištu.

Poslovni model je način kojim poduzeće stvara

vrijednosti, isporučuje vrijednosti i zahvaća

vrijednosti

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Dellov poslovni model

Dell’s Approach to Selling PCs versus Traditional Manufacturers

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The Importance of Business Models

Having a clearly articulated business model is important

because it does the following:

• Serves as an ongoing extension of feasibility analysis. A business

model continually asks the question, “Does this business make

sense?”

• Focuses attention on how all the elements of a business fit

together and constitute a working whole.

• Describes why the network of participants needed to make a

business idea viable are willing to work together.

• Articulates a company’s core logic to all stakeholders, including

all employees.

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Diversity of Business Models

Diversity or Variety in

Business Models

• There is no standard business

model for an industry or for

a target market within an

industry.

• However, over time, the most

successful business models

in an industry predominate.

• There are always opportunities

for business model innovation.

TRIBE Iz B. Golob: Inovacija od ideje do tržišta

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Platno poslovnog modela

https://www.youtube.com/watch?v=QoAOzMTLP5s

http://blog.strategyzer.com/posts/2014/7/31/dont-fall-in-love-with-your-first-idea

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CUSTOMER SEGMENTS

which customers and users are you serving?

which jobs do they really want to get done?

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VALUE PROPOSITIONS

what are you offering them? what is that

getting done for them? do they care?

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CHANNELS

how does each customer segment want to be reached?

through which interaction points?

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CUSTOMER RELATIONSHIPS

what relationships are you establishing with each segment?

personal? automated? acquisitive? retentive?

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REVENUE STREAMS

what are customers really willing to pay for? how?

are you generating transactional or recurring revenues?

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Izvori prihoda

Način stvaranja prihoda = cijena x količina

Model marži: u odnosu na očekivani volumen prodaje i troškovnu strukturu kolika je potrebna zarada kod svake transakcije da se ostvari očekivani profit poslovnog modela

Tko sve sudjeluje u zaradi? Kada i kako se zarada dijeli? Je li primjerena ulozi i utjecaju svih partnera u lancu komercijalizacije?

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KEY RESOURCES

which resources underpin your business model? which

assets are essential?

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Resursi

Nematerijalni i materijalni

Ljudi

Tehnologije

Proizvodi

Oprema

Informacije

Patenti

Kanali komercijalizacije

Partnerstva

Brand

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KEY ACTIVITIES

which activities do you need to perform well in your

business model? what is crucial?

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Aktivnosti

Proizvodnja, rješavanje problema, umrežavanje

Poslovni procesi i sustav vrijednosti

Procesi – aktivnosti koje pretvaraju ulaze i resurse u proizvode i usluge veće dodane vrijednosti

Vrijednosti – kriteriji odlučivanja (što je prilika, što je dobro obavljeni posao, koja zarada je minimalna..)

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KEY PARTNERS

which partners and suppliers leverage your model?

who do you need to rely on?

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COST STRUCTURE

what is the resulting cost structure?

which key elements drive your costs?

TRIBE 20 images by JAM

customer

segments

key

partners

cost

structure

revenue

streams

channels

customer

relationships

key activities

key

resources

value

proposition

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Prototyping

The practice of building quick, inexpensive, and rough study models to learn about desirability, feasibility, and viability of alternative value proposition and business models

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Preuzeto iz: Value proposition design

TRIBE Preuzeto iz: Value proposition design

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Case study – Turning a Solar

Technology into a Viable Business

Simon Brasfield-Garth founded Eight19 based on a printed plastic Technology originating from Cambridge University. In 2012 Eight19 Launched Azuri to commercialize the technology.

Goal: bring electricity to off-grid customers in rural emerging Markets.

Preuzeto iz:

Value proposition design

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Zoom in


Zoom out –idea for business

model

Lease the solar intalations & collect regular subsription fees.


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Zoom in


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Idea for Azuri business model

Azuri provides solar-as-a-service, with Indigo, a pay-as-you-go lightning and charging system for which customers purchase weekly scratch cards: adopt the revenue model accordingly


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Affordable scratch cards make it possible to cover the installation fees. Preuzeto iz: Value proposition design

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http://www.azuri-technologies.com/


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MedTech Illustration

Model 1: Sales of Medical Diagnostic Device

1x transational sales of device to primary care doctors in US for $1000/device

5 percent market share

Sales via third-party sales force – 50% commission

Variable production cost of $225/device

Fixed marketing expenses of $1 milion


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Profit 0.5 M


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Happy

patients No need for

follow-up

with patients Test patient’s

Health risk

Clean

diagnostic

devices

Send to

laboratory Wait for

results

Patients

Calling in

For results


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Model 2:

Recurring Revenues from Consumable Testing Strips

Each diagnosis requires a consumable testing strip

Recurring revenues from selling on average 5 strips/month/device for $75 each

Variable production cost of testing strips of $7 per strip


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Profit, 23M


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Happy

patients No need for

follow-up

with patients Test patient’s

Health risk

Clean

diagnostic

devices

Send to

laboratory Wait for

results

Patients

Calling in

For results

Testing

strips

Increased

Hygene via

consumable

strips Preuzeto iz: Value proposition design

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Seven Questions to Assess

Your Business Model Design

Apple/iPod/iTunes

Nespresso

Tradicional PC/Dell


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Skype/WhatsApp

Facebook

Frachising, Licencing, platforms likeFacebook

Ikea, platforms like Apple with App Store


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Testing – 10 principles


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Izvucite hipoteze: što je potrebno

da bi vaša ideja funkcionirala?


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Prioritizirajte hipoteze: što bi moglo

uništiti vaš posao?


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Design experiments

E.g. with the test card

Design a series of

experiments for the

most critical hypothesis

Rank test cards

Run experiments

(start with the top

of the list)


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Capture insights

E. g. with a learning card


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What then?

Invalidated hypothesis Get back

to the drawing bord:pivot

Learn more Seek confirmation or Deepen your understanding

Validated hypothesis Expand to next building block, Execute


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Build, measure, learn

Don’t waste your time!


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Data traps to avoid

False-Positive Trap

E.g. Testing dana mislead you to conclude that your customer has a pain when in fact it is not true

Tips:

- test the circle before the square

- design different experiments for the same hypothesis


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Data traps to avoid

False-Negative Trap

E.g. the experiment fails to detact a customer job it was designed to unearth

Tips: -Make sure the test is adequate.


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Data traps to avoid

The „Local Maximum Trap”

Risk: Missing out on the real potential

Occurs: When you conduct experiments that optimize around a local maximum

Tip: Focus on learning rather then optimizing..go back to designing if testing dana are positive, but numbers feel like they should be better.


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Data Traps to Avoid

The „Exhausted Maximum Trap”

Risk: Overlooking limitations (e.g. of a market)

Occurs: E.g. when you are testing with a sample of a large population, but the sample is actually the entire population

Tip: Design tests that prove the potential beyond the immediately addressed test subjects


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The Wrong Data Trap

Risk: Searching in the Wrong Place

Occurs: E.g. You drop the idea because the customers you are testing with are not interested and you don’t realize that there are people who are

Tip: Go back to design other alternatives before you give up


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Case study: Owlet

https://www.youtube.com/watch?v=rS6fHW9pRek


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Case study: Owlet

An opportunity:

Monitoring pulse oximetry could be easier without the

cord between the device and the monitor display

Pulse

oximetry

monitor

Nurses

Hospitals

hospitals

Sales

force


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Nurses

Monitoring

patients

Pulse

oximetry

monitor

Cord

between

device and

monitor

Shortest

time

Ankle-

worn

tracking

Wireless


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Hospital administrators

Buying

materials Pulse

oximetry

monitor

Cost

Wireless

Managing

budgets

Pivot: change the cusotmer segment


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Case study: Owlet

2 iteration: Peace of mind for parents

A wireless monitor that collects the baby’s heart rate, oxygen level, and sleep pattern and sends

them via Bluetooth to the parent’s smarthphone with alerts; distributed by baby stores

Baby

alarm

Parents

Baby

stores

<200$

price


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Parents

Taking

care of

babies

Pulse

oximetry

monitor

Sudden

infant death

syndrome

(SIDS)

Peace of

mind

Wireless

monitoring

Baby

alarm

Conveni

ence

Mobile

app

Smart

bootie

Testirano i validirano.


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Međutim..

Prema ekspertima, FDA clearance for a baby alarm is one year $120.000-$200.000


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Peace of mind, but for less worried

parents

Baby

alarm

Worried

parents

Baby

stores

<200$

price

FDA

clearanc

e

Less

worried

parents Baby

stores

Infant

health

tracker

3 iteration: Peace of mind, but for less worried parents

With a more minimal, less risky product, an infant health tracker (heart rate, oxygen levels, and

sleep patterns), but without alarm, for another customer segment: the less worried parents.


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Parents

Taking

care of

babies

Pulse

oximetry

monitor

Sudden

infant death

syndrome

(SIDS)

Peace of

mind

Wireless

monitoring

Baby

alarm

Conveni

ence

Mobile

app

Smart

bootie

Based on testing Owlet decides to start with the baby health tracker and to come later

with the baby alarm, after FDA clearance.


Poslovni Model 2015

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