Poslovni Model 2015
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Transcript of 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/
TRIBE 6-2
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
TRIBE 6-4
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.
TRIBE 6-5
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
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
TRIBE
CUSTOMER SEGMENTS
which customers and users are you serving?
which jobs do they really want to get done?
TRIBE
VALUE PROPOSITIONS
what are you offering them? what is that
getting done for them? do they care?
TRIBE
CUSTOMER RELATIONSHIPS
what relationships are you establishing with each segment?
personal? automated? acquisitive? retentive?
TRIBE
REVENUE STREAMS
what are customers really willing to pay for? how?
are you generating transactional or recurring revenues?
TRIBE
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?
TRIBE
Resursi
Nematerijalni i materijalni
Ljudi
Tehnologije
Proizvodi
Oprema
Informacije
Patenti
Kanali komercijalizacije
Partnerstva
Brand
TRIBE 16
KEY ACTIVITIES
which activities do you need to perform well in your
business model? what is crucial?
TRIBE
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..)
TRIBE 20 images by JAM
customer
segments
key
partners
cost
structure
revenue
streams
channels
customer
relationships
key activities
key
resources
value
proposition
TRIBE
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
TRIBE
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
Zoom out –idea for business
model
Lease the solar intalations & collect regular subsription fees.
Preuzeto iz: Value proposition design
TRIBE
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
Preuzeto iz: Value proposition design
TRIBE
Affordable scratch cards make it possible to cover the installation fees. Preuzeto iz: Value proposition design
TRIBE
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
Preuzeto iz: Value proposition design
TRIBE
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
Preuzeto iz: Value proposition design
TRIBE
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
Preuzeto iz: Value proposition design
TRIBE
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
TRIBE
Seven Questions to Assess
Your Business Model Design
Apple/iPod/iTunes
Nespresso
Tradicional PC/Dell
Preuzeto iz: Value proposition design
TRIBE
Skype/WhatsApp
Frachising, Licencing, platforms likeFacebook
Ikea, platforms like Apple with App Store
Preuzeto iz: Value proposition design
TRIBE
Izvucite hipoteze: što je potrebno
da bi vaša ideja funkcionirala?
Preuzeto iz: Value proposition design
TRIBE
Izvucite hipoteze: što je potrebno
da bi vaša ideja funkcionirala?
Preuzeto iz: Value proposition design
TRIBE
Prioritizirajte hipoteze: što bi moglo
uništiti vaš posao?
Preuzeto iz: Value proposition design
TRIBE
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)
Preuzeto iz: Value proposition design
TRIBE
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
Preuzeto iz: Value proposition design
TRIBE
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
Preuzeto iz: Value proposition design
TRIBE
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.
Preuzeto iz: Value proposition design
TRIBE
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.
Preuzeto iz: Value proposition design
TRIBE
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
Preuzeto iz: Value proposition design
TRIBE
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
Preuzeto iz: Value proposition design
TRIBE
Case study: Owlet
https://www.youtube.com/watch?v=rS6fHW9pRek
Preuzeto iz: Value proposition design
TRIBE
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
Preuzeto iz: Value proposition design
TRIBE
Nurses
Monitoring
patients
Pulse
oximetry
monitor
Cord
between
device and
monitor
Shortest
time
Ankle-
worn
tracking
Wireless
Preuzeto iz: Value proposition design
TRIBE
Hospital administrators
Buying
materials Pulse
oximetry
monitor
Cost
Wireless
Managing
budgets
Pivot: change the cusotmer segment
Preuzeto iz: Value proposition design
TRIBE
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
Preuzeto iz: Value proposition design
TRIBE
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.
Preuzeto iz: Value proposition design
TRIBE
Međutim..
Prema ekspertima, FDA clearance for a baby alarm is one year $120.000-$200.000
Preuzeto iz: Value proposition design
TRIBE
Peace of mind, but for less worried
parents
Baby
alarm
Worried
parents
Baby
stores
<200$
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.
Preuzeto iz: Value proposition design
TRIBE
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.
Preuzeto iz: Value proposition design