Gamechangers and Business Models
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Transcript of Gamechangers and Business Models
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with Prof. Peter Fiskwww.theGeniusWorks.com
AND BUSINESS MODELLINGGAMECHANGERS
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Agenda
0800 0900 Welcome
0900 1030 Exploring the future
Seizing change to shape the future in your own visionLearning from the worlds most disruptive innovators
1100 1230 Changing the game
Finding your best new opportunities to accelerate future growthExploring innovative strategies to create and shape your better future
1330 1500 Design Thinking
Deep diving for new insights about current and future customersMore creative approach to business problem solving and ideation
1530 1700 New Business Models
Creatingmore focused and inspiring customer value propositionsDeveloping new business models to drive new revenues and growth
1700 1730 Next Steps
1900 2200 Dinner
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The path to future growth
Future back
Focus on growth
Create disruption
Define proposition
Make it happen
Design thinking
Reframe purpose
Make connections
Redefine business
Accelerate action
Creativity is aboutopening up
to explore new ideasand possibilities
Innovation is aboutclosing down
to make the best ideashappen profitably
Page 16
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Resu
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Resu
lts 2
Resu
lts 1
Horizon 1 delivers
excellence and quick wins
Horizon 2 delivers
new concepts and extensions
Horizon 3 delivers
breakthroughsand a new core
What products and services do we bring together for our customers?
Customers Communication PartnersOfferings
Channels
Relationships Processes
Revenue streams Pricing models Cost streams Investments
Who are our target segments of customers and users?
Which types of distribution channels will we use to reach customers?
What kind of relationship do customers seek with us, and each other?
Who are the external partners to help us create and deliver the offerings?
What distinctive assets do we have to use in existing or new ways?
What benefits do we enable our customers to achieve?
What are the main internal activities to create and deliver the offerings?
What are the main sources of revenue, and which could be largest?
How, when and how often will we charge customers?
What are the most significant ongoing costs to create and deliver the offerings?
How much do we need to spend before we start earning?
Proposition
ResourcesWhat are the main internal resources to create and deliver the offerings?
Assets
Products & Services
What brand do we use? What are the key messages, and how do we engage customers?
Customer BrandJobsGains
Pains
What benefits does the customer expect or desire, both rational and emotional?
What are the negatives in their current experience, bothRational and emotional?
What is the customer trying to do the job they want to do, or new goal to achieve? Gain creators
How do the products and services create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations?
Pain relievers
Products and services
How do the products and services remove the negatives,eg save time and effort, make them fee better, remove negative impacts, or fears?
What are all the product and service components that enable the customer to achieve their job?
2021Where are the relevanthigh growth markets?
2018
2016
Who are the relevant high growth customers?
What are the relevanthigh growth categories?
What are the relevant high growth
products/services?
2021
2016
Idea
Create
Improve
Pivot
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EXPLORINGTHE FUTURE
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We live in an incredible time
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VolatileUncertainComplex
Ambiguous
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VibrantUnrealCrazyAstounding
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Virtual world becomes real
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Spectacles to Snap
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Fashion by Amazon
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Your future for $99
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Robot heart surgery
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$85bilion to be more human
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Unlimited executive jets
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Uber beyond Eats
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Driverless in Singapore
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Nanodegrees in the future
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Anything is possible
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Simple is often better
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Global internet for all
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Worldchanging decade
2010Pop 6.9BnGDP $63T
G7
2020Pop 7.7BnGDP $90T
E7
E7 = China, Malaysia, Chile, Poland, Peru, Mexico, Philippines
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Worldchanging decade
2010Pop 6.9BnGDP $63T
G7
2020Pop 7.7BnGDP $90T
E7
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Megacities: 70% by 2030
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The new silk road
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Climate change: 4 degrees
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New geopolitics
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What are the big change drivers in your world?
202520162020 2016 2020
2025
Customers
@geniusworkswww.theGeniusWorks.com
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Tectonic shifts
+genius
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EastSmall
WestBig
+genius
ProfitVolume
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ConsumerPull
Individual
BusinessPushAverage
+genius
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ImaginationCapability
+genius
TalentExperienceExponentialImprovement
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Top jobs in next 5 years
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Megatrends 2025
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Human Technology
Global
Personal
Circular Economy
Reputation andPrivacy
CollaborativeConsumption
AnytimeAnywhere
Wearables and Sensors
Primary Megatrends
Enabling Megatrends
SupportingMegatrends
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Human Technology
Global
Personal
Circular Economy
Robotics and Intelligence
Big Dataand Clouds
Smart Cities &Creative Hubs
Reputation andPrivacy
CollaborativeConsumption
Social Change and New Tribes
Wellbeing andBiotech
AnytimeAnywhere
Wearables and Sensors
Primary Megatrends
Enabling Megatrends
SupportingMegatrends
-
Human Technology
Global
Personal
Connectivity &Convergence
New Business Models
Circular Economy
Robotics and Intelligence
Big Dataand Clouds
Smart Cities &Creative Hubs
Reputation andPrivacy
CollaborativeConsumption
Social Change and New Tribes
Wellbeing andBiotech
Emerging markets
Urban Livingand Travel
AnytimeAnywhere
3D Printing &Smart Systems
Wearables and Sensors
Primary Megatrends
Enabling Megatrends
SupportingMegatrends
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You can do anything
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Ideas economy
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Audacious ideas
+genius
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CHANGINGTHE GAME
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Google X
+genius
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+genius
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Why be 10% better?
+genius
When you could be 10x better?
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What is 10x not just 10% for your business?
Time
Impact
10X
10%
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Shaping the future
+genius
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es
1. 23 & Me2. Aravind3. Editas4. Genentech5. Intuitive Surgical6. Narayana Hosp7. Organova8. PatientsLikeMe9. Scanadu10. Second Sight
1. Amazon2. Aussie Farmers3. Etsy4. Farfetch5. Le Pain Quotidien6. Pinterest7. Positive Luxury8. Rackuten Ichiba9. Trader Joes10. Zappos
1. Apple2. Beautyin3. DJI4. Go Pro5. Lego6. Method7. Natura8. Nike+9. Oculus Rift10. Renova
1. Alibaba2. ARM3. Bharti Airtel4. GE5. Google X6. OneWeb7. Raspberry Pi8. Samsung9. Slack10. Xiaomi
1. Aeromobil2. Air Asia3. Airbnb4. CitizenM5. Emirates6. Kulula7. RedBus8. Uber9. Virgin Galactic10. Zipcars
1. 3DHubs2. Corning3. DP World4. Dyson5. Embraer6. Local Motors7. Space X8. Syngenta9. Tata10. Tesla
1. Brewdog2. GrameenDanone3. Graze4. Juan Valdez 5. LA Organic6. Moa Beer7. Modern Meadow8. Nespresso9. Yeni Reki10. Zespri
1. Ashmei2. 1Atelier3. Desigual4. Jonny Cupcake5. Inditex6. Patagonia7. Rapha8. Shang Xai9. Threadless10. Toms
1. Aspiration2. Fidor3. First National4. Moven5. M-Pesa6. Robinhood7. Square8. TransferWise9. Umpqau10. Zidisha
1. Al Jazeera2. Buzzfeed3. Netflix4. Pledge Music5. Red Bull6. RiotGames7. Snap8. Ushahida9. ViceMedia10.WeChat
futureproduct futurefashion futurefood
futurehealth futuretech futuremakersfuturebank
futuretravel
N/S American brands European brands African/Arab brands Asia/Pacific brands
futuremedia
1. Ashoka2. AzuriTech3. Graal Bio4. IBM Watson5. IDEO6. Kickstarter7. Li & Fung8. Live Nation9. Salesforce10. Y Combinator
1. Bitcoin2. Bhutan3. City FC4. The Elders5. FanDuel6. ParkRun7. Michelle Phen8. Planetary Res9. Udacity10. You
futureservice futurebrands
Peter Fisk [email protected]
www.theGeniusWorks.com
futurestore
Gamechangers shaking up every market
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Dont just play the game Change the game
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Mexico 1968
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Think different
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audacious
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networked
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intelligent
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collaborative
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Change
Whyenabling
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Peter Fisk 2013Gamechangers.pro
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Peter Fisk 2013Gamechangers.pro
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+genius
Rockets Creative Beer
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Peter Fisk 2013Gamechangers.pro
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+genius
Lululemons Yoga Beer
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Peter Fisk 2013Gamechangers.pro
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New Zealands Moa Beer
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Peter Fisk 2013Gamechangers.pro
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+genius
Beer 52 by Subscription
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Peter Fisk 2013Gamechangers.pro
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Businessmodel
FinanceNetworking
2. Networkingenterprises structure/value chain
1. Business modelhow the enterprise makes money
Channel
DeliveryBrand Customer
experience
10. Customer experience how you create an overall experience for customers
9. Brandhow you express your offerings benefit to customers
Coreprocess
ProcessEnablingprocess
3. Enabling processassembled capabilities
4. Core processproprietary processes that add value
6. Product systemextended system that surrounds an offering
Productperformance
OfferingProductsystem
Service
7. Servicehow you service your customers
5. Product performancebasic features, performance and functionality
8. Channelhow you connect your offerings to your customers
Business innovation
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Volume of innovation effortsLast 10 years
Businessmodel
FinanceNetworking Channel
DeliveryBrand Customer
experienceCoreprocess
ProcessEnablingprocess
Productperformance
OfferingProductsystem
Service
Business innovation
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Businessmodel
FinanceNetworking Channel
DeliveryBrand Customer
experienceCoreprocess
ProcessEnablingprocess
Productperformance
OfferingProductsystem
Service
Cumulative value creationLast 10 years
Business innovation
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DESIGNTHINKING
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Harley Owners Group
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Corning
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Rethinking experiences
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What products and services do we bring together for our customers?
Customers Communication Offerings
Channels
Relationships
Revenue streams Pricing models
Who are our target (segments of) customers (or users), and what matters most to them?
Which types of distribution channels will we use to reach customers?
What kind of relationship do customers seek with us, and each other?
What benefits do we enable our customers to achieve?
What are the main sources of revenue, and which could be largest?
How, when and how often will we charge customers?
Proposition
Products & Services
What brand do we use? What are the key messages, and how do we engage customers?
GeniusWorks 2015 www.theGeniusWorks.com
The Business Model Canvas
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Whats the problem?
Whats the solution?
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Design thinking: solving the right problem
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Design thinking: fast and evolving solution
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IT support is boring, isnt it?
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For the customer, its an emergency
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GeniusWorks [email protected]
What do customers really want?
-
Framing context and relevance
-
Reframing your purpose and marketspace
GeniusWorks [email protected]
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Think Airbnb
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CustomerJobsGains
Pains
What benefits does the customer expect or desire, both rational and emotional?
What are the negatives in their current experience, bothRational and emotional?
What is the customer trying to do the job they want to do, or new goal to achieve?
CustomerJobsGains
Pains
What do customers really want?
-
Customer BrandJobsGains
Pains
What benefits does the customer expect or desire, both rational and emotional?
What are the negatives in their current experience, bothRational and emotional?
What is the customer trying to do the job they want to do, or new goal to achieve? Gain creators
How do the products and services create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations?
Pain relievers
Products and services
How do the products and services remove the negatives,eg save time and effort, make them fee better, remove negative impacts, or fears?
What are all the product and service components that enable the customer to achieve their job?
How to solve the problem better?
-
BusinessGain creators
How do the products and services create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations?
Pain relievers
Products and services
How do the products and services remove the negatives,eg save time and effort, make them fee better, remove negative impacts, or fears?
What are all the product and service components that enable the customer to achieve their job?
BusinessGain creators
Pain relievers
Products and services
Whats a better solution?
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BUSINESSMODELS
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Xeroxs new business model
-
+genius
Think Tesla
-
+genius
-
+genius
-
+genius
Think Nespresso
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Airbnb
-
Starbucks
-
eBay
-
Uber
-
Kickstarter
-
Jawbone
-
Donutselling
Low priced core than sell
extrasRyanairSAP
Affiliateselling
Helping others to sell
productsAmazonPinterest
Auctionplatform
Selling other products to highest bid
EbayElance
Bartergoods
Exchange goods, no money
Pay/TweetBarterbook
Cash advanceCustomer
pays before goods made
DellGroupon
Cross selling
Sell adjacent products to sell moreTchiboShell
Crowd funding
Financed by fans as first consumersPebble
Brainpool
Crowd sourcingIdeas from
customers for reward
ThreadlessP&G
DigitalFormats
Turning physical into digital goods
NetflixDropbox
Directselling
Brand sold direct to customerFirstDirectAussieFarm
sellingCustomer buys more
than productHarley Dav
Red Bull
Flat rate pricing
Single fee or subscrip. for unlimited use
NetflixSandals
FractionalOwnership
Customers each own sharesNetjetsHomebuy
Franchise brand
Licensing format for a fee and %
SparLufthansa
FreemiumpaymentFree basic
then charge for premium
SkypeSpotify
Guarantee avaiiableAvailability
becomes key promiseNetjetsHilti
Guaranteereplace
Builds trust in quality and
loyaltyTimberland
Tumi
revenueAlternative sources, egadvertisingGoogleMetro
Ingredientbranding
Branded part other brand proposition Goretex
Intel
Integrated supplyEfficiency through
supplychainZara
ExxonMobil
BrandCuratorBringing
together best brandsFab
Pos.Luxury
FunctionalspecialistAdding one
expert step to othersPayPalTrust-e
DataLeverage Reselling
aggregated customer dataFacebook23andMe
License brand
License brand or patent IPEd HardyARM
UniqueFormatLock-in to compatible formatsHP
iTunes
Long tail range
Offer huge range to many
nichesAmazoniTunes
MassCustomise
Make it personal for each person
DellBMW
NoFrills
Simple and minimal spec at lower costSouthwestAccor
Open SourceMake IP
available to everyoneAndroidTesla
Solution Integrator
Connecting all sources and partners Li &
FungAccenture
Pay per use
Payment metered by use or timeZipcars
Azuri Tech
Pay what you wantCustomer
choose the price
RadioheadPanera
Shareduse
Customers buy same productAirbnb
RelayRides
Peer to Peer
Customers buy from customersCraigslistZopa
Resultsbased
Price based on agreed outcomes
Rolls RoyceXerox
Razor and Blade
Low price core, high price refillsGillette
Nespresso
Rent dont buy
Time based fee for period
of useXeroxRegus
RevenuesharingShare with
others to inccustom base
AA/BAApp Store
ReverseInnovateSell simple products in mainstream
HaierOneLaptop
One forOne
Charge the rich to fund
the poorToms
Narayana
Self service
Customers do more
themselvesIKEA
McDonalds
Quality assuranceCertification and trusted endorsement
ISOVerisign
Multilevel marketingPyramid of customer selling
TupperwareAvon
Subscribe to it
Customer pays regular
feeTime
DollarShave
Bottom of pyramid
Tailor offer to less wealthy customersTata NanoWalmart
Trash to cash
Turn waster into new productsBraskomEkocycle
Dynamic pricing
Prices changes by demandPricelineWallSt Bar
Co-createDesign
Customers are co-
designers of products
ThreadlessLocal Motors
WhitelabelMake
products for another brand
CottMcBride
Doing good
Benefits society or
environmentOxfam
Ecotricity
Experience
Advertising
GeniusWorks2015 www.theGeniusWorks.com
GAMECHANGERS: 50 DIFFERENT BUSINESS MODELS
-
What products and services do we bring together for our customers?
Customers Communication PartnersOfferings
Channels
Relationships Processes
Revenue streams Pricing models Cost streams Investments
Who are our target (segments of) customers (or users), and what matters most to them?
Which types of distribution channels will we use to reach customers?
What kind of relationship do customers seek with us, and each other?
Who are the external partners to help us create and deliver the offerings?
What distinctive assets do we have to use in existing or new ways?
What benefits do we enable our customers to achieve?
What are the main internal activities to create and deliver the offerings?
What are the main sources of revenue, and which could be largest?
How, when and how often will we charge customers?
What are the most significant ongoing costs to create and deliver the offerings?
How much do we need to spend before we start earning?
Proposition
ResourcesWhat are the main internal resources to create and deliver the offerings?
Assets
Products & Services
What brand do we use? What are the key messages, and how do we engage customers?
GeniusWorks 2015 www.theGeniusWorks.com
The Business Model Canvas
-
What products and services do we bring together for our customers?
Customers Communication Offerings
Channels
Relationships
Revenue streams Pricing models
Who are our target (segments of) customers (or users), and what matters most to them?
Which types of distribution channels will we use to reach customers?
What kind of relationship do customers seek with us, and each other?
What benefits do we enable our customers to achieve?
What are the main sources of revenue, and which could be largest?
How, when and how often will we charge customers?
Proposition
Products & Services
What brand do we use? What are the key messages, and how do we engage customers?
GeniusWorks 2015 www.theGeniusWorks.com
The Business Model Canvas
-
Partners
Processes
Cost streams Investments
Who are the external partners to help us create and deliver the offerings?
What distinctive assets do we have to use in existing or new ways?
What are the main internal activities to create and deliver the offerings?
What are the most significant ongoing costs to create and deliver the offerings?
How much do we need to spend before we start earning?
ResourcesWhat are the main internal resources to create and deliver the offerings?
Assets
GeniusWorks 2015 www.theGeniusWorks.com
The Business Model Canvas
-
What products and services do we bring together for our customers?
Customers Communication PartnersOfferings
Channels
Relationships Processes
Revenue streams Pricing models Cost streams Investments
Who are our target segments of customers and users?
Which types of distribution channels will we use to reach customers?
What kind of relationship do customers seek with us, and each other?
Who are the external partners to help us create and deliver the offerings?
What benefits do we enable our customers to achieve?
What are the main internal activities to create and deliver the offerings?
What are the main sources of revenue, and which could be largest?
How, when and how often will we charge customers?
What are the most significant ongoing costs to create and deliver the offerings?
How much do we need to spend before we start earning?
Proposition
ResourcesWhat are the main internal resources to create and deliver the offerings?
Products & Services
What brand do we use? What are the key messages, and how do we engage customers?
GeniusWorks 2015 www.theGeniusWorks.com
The Business Model Canvas
1 23
4
6
7
What distinctive assets do we have to use in existing or new ways?
Assets
5
-
What products and services do we bring together for our customers?
Customers Communication PartnersOfferings
Channels
Relationships Processes
Revenue streams Pricing models Cost streams Investments
Who are our target (segments of) customers (or users), and what matters most to them?
Which types of distribution channels will we use to reach customers?
What kind of relationship do customers seek with us, and each other?
Who are the external partners to help us create and deliver the offerings?
What distinctive assets do we have to use in existing or new ways?
What benefits do we enable our customers to achieve?
What are the main internal activities to create and deliver the offerings?
What are the main sources of revenue, and which could be largest?
How, when and how often will we charge customers?
What are the most significant ongoing costs to create and deliver the offerings?
How much do we need to spend before we start earning?
Proposition
ResourcesWhat are the main internal resources to create and deliver the offerings?
Assets
Products & Services
What brand do we use? What are the key messages, and how do we engage customers?
GeniusWorks 2015 www.theGeniusWorks.com
The Business Model Canvas
-
+genius
Are you ready to change your game?
-
Acting with speed and agility
Connecting ideas and people
Passion to make life better
Having an audacious attitude
Shaping your own vision
Making sense of change
Persisting to make it happen
Peter Fisk 2014Gamechangers.pro
-
Future back
Focus on growth
Create disruption
Define proposition
Make it happen
Design thinking
Reframe purpose
Make connections
Redefine business
Accelerate action
Creativity is aboutopening up
to explore new ideasand possibilities
Innovation is aboutclosing down
to make the best ideashappen profitably
Page 16
Visi
on 3
Visi
on 2
Visi
on 1
Deliv
erab
les
3
Deliv
erab
les
2
Deliv
erab
les
1
Resu
lts 3
Resu
lts 2
Resu
lts 1
Horizon 1 delivers
excellence and quick wins
Horizon 2 delivers
new concepts and extensions
Horizon 3 delivers
breakthroughsand a new core
What products and services do we bring together for our customers?
Customers Communication PartnersOfferings
Channels
Relationships Processes
Revenue streams Pricing models Cost streams Investments
Who are our target segments of customers and users?
Which types of distribution channels will we use to reach customers?
What kind of relationship do customers seek with us, and each other?
Who are the external partners to help us create and deliver the offerings?
What distinctive assets do we have to use in existing or new ways?
What benefits do we enable our customers to achieve?
What are the main internal activities to create and deliver the offerings?
What are the main sources of revenue, and which could be largest?
How, when and how often will we charge customers?
What are the most significant ongoing costs to create and deliver the offerings?
How much do we need to spend before we start earning?
Proposition
ResourcesWhat are the main internal resources to create and deliver the offerings?
Assets
Products & Services
What brand do we use? What are the key messages, and how do we engage customers?
Customer BrandJobsGains
Pains
What benefits does the customer expect or desire, both rational and emotional?
What are the negatives in their current experience, bothRational and emotional?
What is the customer trying to do the job they want to do, or new goal to achieve? Gain creators
How do the products and services create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations?
Pain relievers
Products and services
How do the products and services remove the negatives,eg save time and effort, make them fee better, remove negative impacts, or fears?
What are all the product and service components that enable the customer to achieve their job?
2021Where are the relevanthigh growth markets?
2018
2016
Who are the relevant high growth customers?
What are the relevanthigh growth categories?
What are the relevant high growth
products/services?
2021
2016
Idea
Create
Improve
Pivot
Are you ready to change your game?
-
Developing a better strategy for
future growth
Rethinking the rules of markets
and business
FuturePossibilities
Changing the Game
Customer deep-dives and creative development
Developing a future blueprint for
your business
Design Thinking
Business Innovation
Finding the best opportunities for
your own business
Making smarter choices short and
long-term
Exploring New Business Models
Defining your New Business Model
Planning and accelerating imple
mentation
Leadership that turns ideas
to winning results
Making Ideas Happen
Leadership and Performance
GAMECHANGERS EXECUTIVE PROGRAM
Prac
tica
lly a
pp
ly th
e b
est i
dea
s to
you
r b
usin
ess
Prac
tica
lly s
hap
e an
d te
st in
you
r b
usin
ess
Day 1 Day 2 Day 3 Day 4
@geniusworkswww.theGeniusWorks.com
The Gamechangers executive program enables you to develop the right strategy, smarter innovation and winning business, applied to your business. It is fast, detailed, facilitated and practical, applied to the best opportunities to help your own business innovate and grow, and for you to lead and create your better future.
-
+genius
-
+genius
-
Be boldBe brave
Be brilliant