Business model tbs 2012v3 ppt
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Transcript of Business model tbs 2012v3 ppt
Entrepreneurship@TBS 2012
Wai Chamornmarn
Business model
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Business idea
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Business Concept
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Business Concept
Product Innovation
Customer Intimacy
Low Price
Technology
Management
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Opportunity
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Go or No-Go?
Quantify and MAXimize Quantify and MINimize
Vernon’s Razor (ต่อ)
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Uncover Opportunity Nucleus – Increase customer satisfaction – Create a new experience
– Uncovering • unmet need • underserved needs
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Two Generic “Value types” – Trapped Value
• More efficient markets • More efficient value systems • Ease of access • Disrupt current pricing power
– New-To-The-World Value • Customize offerings • Extend reach and access • Build community • Enable collaboration • Introduce new functionality or experience
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Revealing Unmet or Underserved Needs What are the steps in the Customer Decision Process: l What is the ideal experience? How does reality differ? l What are the key frustration points? l What compensating behaviors do we see? l How/why is the customer successful? l Are their groups with underserved needs?
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Profit pattern
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The Value Chain
13 Source: Walters (2002)
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Profit Zones / Profit Pools
Source: Adapted from Walters (2002), Gadiesh and Gilbert (1998) and Slywotzky and Morrison (1997)
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Prof
it
0
Time Volume
Pric
e
Base Business
Buyers Sellers
Price
Cost
$/U
nit
Post-Launch
Q2 Q4 Q6 Q8 Q10
Revenue
Cost
$/Pr
ojec
t
Project Type
Key Asset
Other Forms
Base Business
Spin-Outs
Customer Solutions Profit Product Pyramid Profit Multicomponent Profit Switchboard Profit
Time Profit Blockbuster Profit Profit Multiplier Model Entrepreneurial Profit
Other Components
โมเด็ลกําไร 22 แบบ
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Business model
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Which would you prefer?
Business Design “A”
$10 billion
$50 million
Business Design “B”
$8 billion
$300 million
Revenue
Profit
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business design
Customer Selection
Profit Model
Strategic Control
Today Next
Scope
Unique Value Proposition
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Business Design Example: Airline Industry Within a particular industry, companies may pursue very different Business Designs
United Southwest • International & domestic; coach,
business and first-class travelers • Broad network & loyalty program
Customer Selection & Value Proposition
• Domestic travelers; coach only
• Low-cost, no-frills w/ highly consistent customer service
• Tiered fares based on class, flexibility
• Ancillary revenues
Value Capture/ Profit Model
• Every-day low prices • High asset utilization
• Sophisticated IT • International Sales & Regulatory
capability
Organizational Systems • Cultural emphasis on Southwest way
• Global hub-and-spoke route system
Scope • US-only point-to-point route system
• Controlled-access airports in key geos
• Loyal frequent fliers
Strategic Control • Lowest costs • High frequency route coverage
Southwest Next?
• $10BB • $16BB Revenue
• $4.7BB Market Cap • $10BB
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Business Model
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Value
Proposition
Partner
Network
Core
Capacities
Value
Configuration
Customer
Relationship
Distribution
Channel Customer Segment
Cost
Structure
Revenue
Streams
Success / Failure
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Example business models over the years
• The open business model • The subscription business model • The razor and blades business model
(bait and hook) • The pyramid scheme business model • The
multi-level marketing business model • The network effects business model • The monopolistic business model • The cutting out the middleman model • The auction business model • The online auction business model • The bricks and clicks business model
• The loyalty business models • The Collective business models • The
industrialization of services business model
• The servitization of products business model
• The low-cost carrier business model • The online content business model • The freemium business model • The premium business model • The direct sales model • The professional open-source model • Various distribution business models
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Value proposition designer
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Business model canvas
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