Creating Robust Business Models:

van schets tot onderbouwde keuze

Timber Haaker (timber.haaker@novay.nl)

Timothy Sealy (timothy.sealy@novay.nl)

Kick off ‘Future Now’, 26 Februari 2013

2 Van schets tot onderbouwde keuze

“If architects built buildings the way we build businesses I'd sleep outside…”

“…let's use more building tools in businesses, too”

Alexander Osterwalder on Twitter(http://tinyurl.com/cpd4o7c)

Business modellering: Schetsen

Creating succesful ICT services (tinyurl.com/9xd77cl)

4 Van schets tot onderbouwde keuze

Business case modeling voor ZonMW5

De waarde van business modellen

• Business modellen gaan over de manier waarop je

(nieuwe) waarde wilt creëren bijvoorbeeld met ICT

• Business modellen bieden een raamwerk voor

experimenten in waardecreatie

• Vooraf toetsen van business modellen verhoogt de kans

op succes en voorkomt spijt achteraf

• Business modellen als communicatiemiddel tussen

strategie en implementatie van strategie

Business modellering: testen

Creating robust business models (tinyurl.com/9pwyu5v)Agile Business Value (tinyurl.com/93c2lk2)

8 Van schets tot onderbouwde keuze

Business Model

Succes

Realiseerbaarheid

Levensvatbaarheid

Robuustheid

9 Creating robust business models

Business model testen

10

Heat SignatureService design : business model variables

Customers and/or end-usersTarget group (primary; secondary)Value propositionService offeringContext of useEffort for the customerCustomer relationships

Technology design : business model variablesApplicationsDevicesService platformsChannelsAdditional functionalities

Organization design : business model variablesActorsActors' resources & capabilitiesActors' strategic interestsOrganizational ArrangementsValue activities

Financial design : business model variablesInvestmentsCostsRevenuesRisksFinancial arrangements

11 Van schets tot onderbouwde keuze

BUSINESS MODEL STRESS TEST

12

Create heat signature

Map Business Model to uncertainties

Select uncertainties

Describe Business Model

Creating robust business models

12 Van schets tot onderbouwde keuze

Low market capture

High market capture

Conservative, inflexible, discourages change

Progressive, flexible, encourages change

“Chinese Walls” for customerdata, limited data availability

Extensive commercial use of customer records,

CANVAS Building BlocksCustomer Segments R O R G O GCustomer Relationships GR GR GR GR GR GChannels O R GR GR R GValue Propositions O R G R R GKey Activities O R GR GR G GKey Resources O R G R O GKey Partners O R R R GR GRCost Structure G O O O GR GRRevenu Streams O R R G GR GR

New entrants into FS

Regulatory flexibility on new players and new business

modelsPersonal data and privacy

issues

“Favourable futures”

“Double red anomaly”

“Double green dasisy”

13 Van schets tot onderbouwde keuze

Android: tinyurl.com/d4z3tz5Apple/iOS: tinyurl.com/cea2rdc

Business modellering: roadmap

Creating robust business models (tinyurl.com/9pwyu5v)

BUSINESS MODEL ROADMAPPING

15 Executive MBA, Breukelen, 7 mei 2012

Transition path (example: smart living provider)

Executive MBA, Breukelen, 7 mei 201216

Business model change

Service

Technology

Organization

Finance

Smart living platform

Smart living services

Making internal resources availableFunding

Platform ecosystem

Risk model

Activities

Assessing competition and demand

Acquire expertise in domain

Teaming up with relevant partners

Acquiring specific competences

Acquiring technical know-how

RfP Technology providers

White paper

17

Contact

Timothy Sealy, AdvisorTimothy.sealy@novay.nl06 51285449

Van schets tot onderbouwde keuze

Timber Haaker, Principal advisortimber.haaker@novay.nl06 51198280Twitter: @timberhaakerLinkedin: nl.linkedin.com/in/timberhaaker

Executive MBA, Breukelen, 7 mei 201218